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What's agile? (Scaling agile and dev ops Scotland)


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There is a lot of confusion when people are talking about agile. Last year, I started to gather such information.
This presentation highlights mostly the expectations from non agile people.

Published in: Leadership & Management
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What's agile? (Scaling agile and dev ops Scotland)

  1. 1. WHAT´S AGILE? Scaling Agile and DevOps Scotland 1
  2. 2. what is agile? “ 2 what do you think what agile is?
  3. 3. EWAN psychiatrist ESTEBAN creative designer ERIC COO MINA therapist LET’S SEE WHAT OTHERS ARE TELLING US 3
  4. 4. WHAT KIND OF AGILE IS YOUR AGILE? This question has been asked to most of the team (around 200 people) before explaining what agile means • quantitative means that agile is seen as results • behaviour means that agile is how people are interacting together • process, agile is understood like a process or a methodology • bypass, people didn’t answered the question due to communication issues or lack of focus 17 % 17 % behaviour 47 % 19 % quantitative behaviour process bypass the question 4
  5. 5. QUANTITATIVE • fast visible results • quick wins • deliver quickly • quality • technical excellence • workable software • rapid customer satisfaction • understanding that agile is more time consuming than previous methodologies • seeing results and not just work in progress • opportunities instead of limitations • working on topic which produce value 5
  6. 6. BEHAVIOUR • flexibility • pragmatic • mindset • adaptability • No • responsibility • multiple competences • client oriented • putting me in the shoes of my customer to gain clear vision of his needs • have interaction with customers or users • better collaboration • business & development working together • team work • close collaboration • will empower us to work and share experiences • trustful collaboration with project members • fully dedicated, I have the feeling that I am moving with • motivation • happy and satisfied • consistency of projects • working on topics which fit my skills • simplicity • meetings not hat often • sustainability • welcome change • challenges instead of problems • challenging and exciting tasks with own responsibility and decision power 6
  7. 7. PROCESS • methodology • DevOps • feedback • daily statuses • time to market • individual and interactions over processes and tools • workable functionalities over extended documentation • collaboration with the customer over contract based relations • incremental product • well defined roles within the agile team 7
  8. 8. BYPASSING THE QUESTION • needs to be appropriated and adapted • still at the beginning • somehow agile • good to see that SAP is putting focus and hoping in agile • what is the agile best practice? • currently more ad-hoc instead of agile • missing flexibility in daily work • lot of meetings with "wrong" people • additional projects • status meetings needed 8
  9. 9. Gallup “ 9 do we have other sources?
  10. 10. Gallup 2018 study of employees in France, Germany, Spain and the UK “ 10 In operational terms, the concept of agility can be defined as employees’ capacity to gather and disseminate information about changes in the environment, and respond to that information quickly and expediently.
  11. 11. Gallup 2018 study of employees in France, Germany, Spain and the UK “ 11 From a strategic perspective, this combination of speed and data-driven innovation is increasingly important for many businesses to maintain a competitive advantage.
  12. 12. AGILITY THE PATH TO AGILITY |1| SPEED & EFFICIENCY • constantly make every job and process as simple as possible • use technology to get more done in less time • remove unnecessary bureaucracy to decision making |2| FREEDOM TO EXPERIMENT • determine necessary risks and acceptable failures • help every person feel they should contribute to innovation |3| COMMUNICATION & COLLABORATION • breakdown silos between teams and departments • create opportunity to innovate In my company, we have the right tools and processes to respond quickly to business needs. In my company, we have the right mindset to respond quickly to business needs. SOURCE: GALLUP 2018 STUDY OF EMPLOYEES IN FRANCE, GERMANY, SPAIN AND THE UK 12
  13. 13. Deborah Soule, MIT Emeritus “ 13 do we have other sources?
  14. 14. POINTS OF ATTENTION Learn to be wrong Make working together expected and easy “Matrixed” does not equal “agile” Agile organisations are grounded in
 strong, customer- centric cultures one of the most powerful advantages fo agile companies is ability to give employees a sense of optimism about the organisation´s capacity to survive - and thrive - amid disruptive marketplace conditions. mindset 14
  15. 15. WHAT DISTINGUISHES AGILE ORGANISATIONS? 1. speed over perfection 2. data over intuition 3. talent over title 4. having an impact 5. constant improvement 6. customer obsession 7. autonomy 8. transparency Values Values in practice 1. rapid experimentation 2. fluid collaboration 3. intense customer orientation 4. data driven decision making 5. building for scalability 6. fast hiring and firing 7. results orientation Artifacts 1. clean platform 2. metrics 3. casual clothes and spaces 4. collaborative tools 5. flexible org. boundaries 15
  16. 16. CULTURAL VALUES AND PRACTICES WITH REAL IMPACT organisation performance innovation & growth customer satisfaction & reputation profitability iterating rapidly collaborating fluidly decisions taken with data moving fast obsession over customers quickly taking advance of opportunities working seamlessly cross boundaries Deborah Soule, MIT Emeritus 16
  17. 17. WHAT´S AGILE? Scaling Agile and DevOps Scotland 17
  18. 18. PIERRE E. NEIS Heidelberg ALEXANDRE CUVA Geneva | Da Nang ULISES AGUILLA Mexico City VIRGINIA ANDERSON Luxembourg AGILE² TEAM 18
  19. 19. “Thanks 19