On 25 May 2017 Harvey Starns presented to the Scotland branch in Edinburgh.

1. © Leidos. All rights reserved.
Agile Leadership
CHALLENGES IN AGILE ADOPTION
Harvey Starns

2. 2
Disclaimers and Introductions
Why Adopt Agile?
Agile and Scaled Agile Introduction
Common Adoption Challenges
Top Tips
Background reading / further information
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Agenda

3. 3
Leidos
Content
Bias
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Agile knowledge
Sector
Why are you here??
Agile Threat?
Disclaimers & Introductions

4. 4
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Why Adopt Agile?
(11th state of Agile Report)

5. 5
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Benefits to adopting Agile
(11th state of Agile Report)

6. Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
www.agilemanifesto.org/ 2001
Agile Introduction
Agile Manifesto - Values

7. 7
Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the
project.
Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.
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Agile Principles (1)

8. 8
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
Continuous attention to technical excellence and good design enhances
agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-
organizing teams.
At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behaviour accordingly.
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Agile Principles (2)

9. (11th state of Agile Report)
Agile Practices / Frameworks

10. 10
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Scrum

11. 11
There are four ‘Ceremonies’ (i.e. official meetings) within a Sprint: Sprint Planning Meeting, Daily
Scrum, Sprint Review and the Sprint Retrospective
Sprint Planning: determines how many prioritised items can be delivered in the next sprint, what
order they will be completed in and by whom
Daily Scrum: facilitated by the Scrum Master, a daily stand-up where the Development team report
on:
• What did I complete yesterday?
• What will I work on today?
• Am I blocked by anything?
The Scrum Master works to remove identified blockers
Sprint Review: the team demonstrates and discusses the functionality developed during the sprint the
Product Owner, Scrum Master and stakeholders
Sprint Retrospective: the full team review progress and determine what changes need to be made to
improve the Scrum process
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Scrum Ceremonies

12. 12
Pull system
Boards
Devops/Webops
WIP
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Kanban / Scrum Ban

13. What does Agile Look Like

14. Liam Maxwell, Francis Maude, Mike Bracken: 2011
Target full digital Transformation
Digital service standards (18) Digital by Default
Insourcing/Agility/SME’s (anti-Big Players)
Re-Use, SaaS, PAAS, IAAS cloud and Open Source
IT approval and digital spending
Procured through Digital Outcomes and Specialists
Or G-Cloud
GDS

15. 15
Digital Scotland

16. Understand user needs
Do ongoing user research
Have a multidisciplinary team
Use agile methods
Iterate and improve frequently
Evaluate tools and systems
Understand security and privacy issues
Make all new source code open
Use open standards and common platforms
Test the end-to-end service
Make a plan for being offline
Make sure users succeed first time
Make the user experience consistent with GOV.UK
Encourage everyone to use the digital service
Collect performance data
Identify performance indicators
Report performance data on the Performance Platform
Test with the minister
User Centred
Usable and Accessible
Channel Shift
Consistent User Experience
Continuous Feedback
Data Driven
Cross-functional Team
Sustainability
Continuous Improvement
Business Continuity
Technology Appraisal
Information Governance
Open Data
Ecosystem
Open Source
Open Standards
Green ICT
Data Hosting and Data Centres
Performance Management
Transparent
Operational Acceptance
Sponsor Acceptance
18 vs 22 Digital Service Standards

17. 17

18. 18
Policy vs User Needs

19. 19
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Scaled Agile

20. 20
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21. 21
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22. 22
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23. 23
Culture
− Empowerment
− Business Engagement
− Fail Fast
− MVP
− User Centric
− Waterfall thinking
Legacy Environments
Legacy Processes
Legacy Suppliers
Legacy Procurement/contracts
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Delivering the “Real” benefits
Route To Live
Definition of Done
Fear of change
Clear Vision of End State and
Maturity Level
Death by Gummy Bears
Insourcing
DevOps
Common Adoption Challenges

24. GDS Minimum Viable Product

25. How to make a Minimum Viable Product
Waterfall, not useable until the end!
These are all different products!
All iterations useable, continual improvement, stops when good enough

26. 26
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27. 27
Get Exec Sponsorship
Focus on the Benefits
Communicate – constantly
BVC – for the win
Create Agile Champions
Train and support PMs, POs
+SMs
Splash Blood + Rain Praise
Fail Fast & Love learning every
lesson
Be Inclusive and Be Kind © Leidos. All rights reserved.
Start small
Start on new estate/cloud
Start….
Stick to the Framework + Manifesto
Change PDCA
Definition of Done
Scale with Care
Get a Coach! Ask a friend & learn
never WAGILE!
Top Tips

28. 28
http://agilemanifesto.org/ (agile manifesto site)
https://www.youtube.com/watch?v=Z9QbYZh1YXY (basic agile intro)
https://www.youtube.com/watch?v=TRcReyRYIMg (what is scrum)
https://www.youtube.com/watch?v=502ILHjX9EE (product ownership)
http://www.everydaykanban.com/what-is-kanban/ (Kanban)
http://www.scaledagileframework.com/ (scaled Agile Framework)
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
(Spotify Model)
https://www.gov.uk/service-manual/digital-by-default (UK GDS)
https://www.youtube.com/user/GovDigitalService (GDS youtube)
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More Background reading / further information

29. Harvey Starns | Leidos
Portfolio Manager | UK Public Services
Landline: +44 (0) 2078810407
mobile: +44 (0) 7525583757
harvey.p.starns@leidos.com | leidos.com