teams & sticky notes
over enterprise agility
Arrie van der Dussen
Director – EOH Kaizania Academies
18 years experience in IT, Project Management and
Innovation
Co-fou...
why change?
Source:
Ian Morris
Why the West Rules – For Now
Humanities capability
in terms of:
• Energy Capture
• Organization
• Infor...
why innovate?
Constant REVOLUTION
requires
Constant ADAPTATION
your
products & services & processes
will change ever faster
and it will
never stop
ADAPT
or
DIE
WHY?
VersionOne:
3rd Annual Survey: 2008
“The State of Agile Development”
Conducted: June-July, 2008
FEARS?
VersionOne:
3rd Annual Survey: 2008
“The State of Agile Development”
Conducted: June-July, 2008
Adopting agile is easy!
Or is it?
Common issues from the past 8 years
Who drives the bus?
• 95% - IT
– Why?
who is driving the bus?
silver bullet over principles and values
Cargo-culting
cargo-cults
do not get sucked into the
tools, processes and terminology
Work hard, but limited change
• We are stuck!
fooling around without real
organisational change!
Most of this still Waterfall/Gated Processing and Planning
Thus, agile does not realise the expected benefits through
empi...
ease up on the hierarchical management, enable self-
organisation & decentralisation of decision making
Create a safe environment
Organisational
Gravitational
Pull
will slow you
down!
Stop talking and listen
You will hear what needs to change
Business and IT – Stop the silliness and
share the risk
agile is not a baseball
bat to hit I.T with!
Barriers to wider change?
VersionOne:
3rd Annual Survey: 2008
“The State of Agile Development”
Conducted: June-July, 2008
enabling sustainable enterprise change
institute an
organisational culture
and practices of
continuous
improvement
Culture &
Mindset
Architecture
Organisational
...
Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on
Value
Value Stream
Flow
Pull
Perfection
Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on
• Take an economic view
• Actively Manage Queues
• Exploit Variability
• Reduce Batch Size
• Apply WIP Constraints
• Contr...
Scrum or Kanban?
Visual management to foster effective
collaboration
Self-organising, cross-
functional, dedicated teams
E...
Automation
- Builds
- Version control
- QA builds
- Tests
Continuous Integration
Modular design
Teams must be able to tech...
Business dominates without
IT understanding
- Upfront deadlines
- Continuous change
- Limited collaboration
- Big batch ap...
40
lean vs. traditional focus
pure waste
manufacturing Industry
service Industry
60% 5%35 %
value addednecessary waste
49%...
41
revolutionary
non standard work
empirical process control
agile
product development
Innovation
evolutionary
standard wo...
42
continuous improvement (kaizen)
bake the same million cakes more
efficiently every year
Operating existing products and...
43
continuous improvement (kaizen)
take new
successful
products
to market
ever faster
Shortening concept to cash cycle time
Remove
waste
• Principles
• Values
• Techniques
and Tools
See waste
• Thinking
tools
• Glasses
[ for both ]
operational
co...
45
shortening concept to cash cycle time
waste, principles, techniques and economics
work in progress
extra features
hando...
plan
do
check
act
strategic
tactical
execution
• Shared purpose
• Honesty
• Openness
• Non-hierarchical
• Fact based
• Mutual trust
• Performance orientation
• Challenge...
Put the ‘A’ in Agile
plan
do
check
Act
Arrie van der Dussen
083 700 2181
www.kaizaniaacademies.co.za
arrie@kaizaniaacademies.co.za
Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)
Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)
Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)
Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)
Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)
Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)
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Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)

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Many organisations adopt various agile practices, processes and methods. The question remains however, why and what are they trying to gain from it?

Agile practices are extremely popular in the IT departments of organisations and adoption rates are high within the development teams of organisations.

Does this IT obsession with Business on the fringes deliver the true organisational agility as expected or do many agile adoptions end up with agile practices on a team level only with limited organisational agility gained?

Published in: Business, Technology
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Kaizania Academies - Teams & Sticky Notes over Enterprise Agility (AgileAfrica 2013)

  1. 1. teams & sticky notes over enterprise agility
  2. 2. Arrie van der Dussen Director – EOH Kaizania Academies 18 years experience in IT, Project Management and Innovation Co-founder of Kaizania and Kaizania Academies
  3. 3. why change?
  4. 4. Source: Ian Morris Why the West Rules – For Now Humanities capability in terms of: • Energy Capture • Organization • Information Technology • Weaponry
  5. 5. why innovate?
  6. 6. Constant REVOLUTION requires Constant ADAPTATION
  7. 7. your products & services & processes will change ever faster and it will never stop
  8. 8. ADAPT or DIE
  9. 9. WHY? VersionOne: 3rd Annual Survey: 2008 “The State of Agile Development” Conducted: June-July, 2008
  10. 10. FEARS? VersionOne: 3rd Annual Survey: 2008 “The State of Agile Development” Conducted: June-July, 2008
  11. 11. Adopting agile is easy! Or is it? Common issues from the past 8 years
  12. 12. Who drives the bus? • 95% - IT – Why? who is driving the bus?
  13. 13. silver bullet over principles and values
  14. 14. Cargo-culting cargo-cults
  15. 15. do not get sucked into the tools, processes and terminology
  16. 16. Work hard, but limited change • We are stuck! fooling around without real organisational change!
  17. 17. Most of this still Waterfall/Gated Processing and Planning Thus, agile does not realise the expected benefits through empirical process control in order to deliver fast at high quality in a constantly changing and fast paced environment. Limited Agile practices only applied at this level Project Initiation Project Planning Requirements Definition Archirecture Design Systems Analysis Development
  18. 18. ease up on the hierarchical management, enable self- organisation & decentralisation of decision making
  19. 19. Create a safe environment
  20. 20. Organisational Gravitational Pull will slow you down!
  21. 21. Stop talking and listen You will hear what needs to change
  22. 22. Business and IT – Stop the silliness and share the risk
  23. 23. agile is not a baseball bat to hit I.T with!
  24. 24. Barriers to wider change? VersionOne: 3rd Annual Survey: 2008 “The State of Agile Development” Conducted: June-July, 2008
  25. 25. enabling sustainable enterprise change
  26. 26. institute an organisational culture and practices of continuous improvement Culture & Mindset Architecture Organisational Structure Tools & Techniques
  27. 27. Lean Agile Tools & techniques Engineering practices An organisational focus on
  28. 28. Value Value Stream Flow Pull Perfection Lean Agile Tools & techniques Engineering practices An organisational focus on
  29. 29. • Take an economic view • Actively Manage Queues • Exploit Variability • Reduce Batch Size • Apply WIP Constraints • Control Flow: Cadence and Synchronization • Apply Fast Feedback • Decentralize Control Lean Agile Tools & techniques Engineering practices An organisational focus on
  30. 30. Scrum or Kanban? Visual management to foster effective collaboration Self-organising, cross- functional, dedicated teams Effective physical environment setup Governance with appropriate toolsets Lean Agile Tools & techniques Engineering practices An organisational focus on
  31. 31. Automation - Builds - Version control - QA builds - Tests Continuous Integration Modular design Teams must be able to technically work together effectively Lean Agile Tools & techniques Engineering practices An organisational focus on
  32. 32. Business dominates without IT understanding - Upfront deadlines - Continuous change - Limited collaboration - Big batch approach - Want all this by then! Strategy and Execution disconnected due to lack of Tactical Collaboration Low quality delivery to meet deadlines Increase bug fixes, brittle systems Continuous improvement not happening FRAGILE!
  33. 33. 40 lean vs. traditional focus pure waste manufacturing Industry service Industry 60% 5%35 % value addednecessary waste 49% 1 % 50% total lead time through value stream
  34. 34. 41 revolutionary non standard work empirical process control agile product development Innovation evolutionary standard work defined process control lean operations management structured problem solving continuous improvement doing reviewing adapting planning value value stream flow pull perfection operating existing products and services more efficiently shortening concept to cash cycle how and what?
  35. 35. 42 continuous improvement (kaizen) bake the same million cakes more efficiently every year Operating existing products and services more efficiently
  36. 36. 43 continuous improvement (kaizen) take new successful products to market ever faster Shortening concept to cash cycle time
  37. 37. Remove waste • Principles • Values • Techniques and Tools See waste • Thinking tools • Glasses [ for both ] operational continuous improvement [ and ] innovative continuous improvement
  38. 38. 45 shortening concept to cash cycle time waste, principles, techniques and economics work in progress extra features handovers / bureaucracy task switching waiting / handling movement defects relearning take an economic view actively manage queues exploit variability reduce batch Size apply WIP constraints control flow: cadence and synchronization apply fast feedback decentralise control eliminate waste build quality in defer commitment deliver fast create knowledge respect people optimize the whole
  39. 39. plan do check act strategic tactical execution
  40. 40. • Shared purpose • Honesty • Openness • Non-hierarchical • Fact based • Mutual trust • Performance orientation • Challenge • Meritocracy • Joint Envisioning • Synchronised Ceremonies with Cadence • Product Councils • Multi-team planning • Information radiators • Shared commitments Values
  41. 41. Put the ‘A’ in Agile plan do check Act
  42. 42. Arrie van der Dussen 083 700 2181 www.kaizaniaacademies.co.za arrie@kaizaniaacademies.co.za

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