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Why becoming agile is hard,
but woth it
Junho 2013
Page 2
Agenda
• Introduction
• Key factors for success
• Why Kanui has chosen Scrum?
• Why transitioning is hard?
• Why it...
Page 3
Introduction
• Costs, expenses and complications
are words associated with the IT department
• Organized company is...
Page 4
Introduction
• The required changes to
get all the rewards are
hard to reach
• They require a lot not only
from the...
Page 5
Agile development
Also called Agile Method
• Scrum
• Extreme Programming (XP)
• Lean-Kanban
Page 6
Plan-driven development
• Waterfall model
• PMBoK (Project Management Body
of Knowledge)
• PRINCE2 (Projects in
Con...
Page 7
Suitability of different development methods
Agile:
• Low criticality
• Senior developers
• Requirements change oft...
Page 8
Key factors for success
• The organization culture must support the negotiation
• People must be confidents
• Few p...
Page 9
Why Kanui has chosen Scrum?
End of 2011
• Kanui’s launch
• Extreme Programming – XP
• No planning and/or
scope
• Go...
Page 10
Why Kanui has chosen Scrum?
Beginning of 2012
• Kanui grows rapidly
• Lean-Kanban approach
• Little planning
• Fea...
Page 11
Why Kanui has chosen Scrum?
End of 2012 entil today
• Kanui continues to grow but need to structure
• Scrum
• Medi...
Page 12
Why transitioning is hard?
• All change is hard
• Larger changes can be even more
painful
Page 13
Why transitioning is hard?
• Attributes of transitioning that make it more difficult than most
other changes:
• Su...
Page 14
Successful change is not entirely top-down or
bottom-up
Page 15
The end state is unpredictable
• None of agile methods is perfect for your company
• May be a good starting point
...
Page 16
Change is being more quickly than ever
before
Comprehensive nature
of the method
+
Fundamental changes
in how peop...
Page 17
Best practices are dangerous
• Adoption of best practices
• Process change through something
that has already been...
Page 18
Why it’s worth the effort
• Higher productivity and lower costs
• Improved employee engagement and job satisfactio...
Page 19
Did you know
that 64% of functionality delivered is rarely
or never used?
Page 20
Higher productivity and lower costs
• Chang in the behavior:
• of the development team
• of business people regard...
Page 21
Improved employee engagement and job
satisfaction
• Being part throughout the life cycle of the project
• Owning a...
Page 22
Faster time to market
• The higher productivity allows to develop features faster
• Agile teams produce
incrementa...
Page 23
Higher quality
• Using several practices such as:
• Pair programming
• Refactoring
• Test driven development (TDD)...
Page 24
Improved stakeholder satisfaction
• Work visibility
• Frequent deliveries
• Measurement of the capacity
• Team sel...
Page 25
What we’ve been doing no longer works
• If your development process does not work anymore, it's time to
change!
• ...
Page 26
Try seeing what many don't want
• Do not restrict yourself to a single methodology
• Many possibilities: XP, Scrum...
Page 27
Thank you!
Obrigado!
Gracias!
camilla.lichti@kanui.com.br
@calichti
linkedin.com/in/camillalichti
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Why becoming agile is hard, but worth it

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Costs, expenses and complications are the words most often associated with IT on companies. Actually, IT adds a lot of value to the organization. A more organized company becomes more competitive, returning higher profits and getting better structured.
Companies that become agile can introduce products to market more quickly and with a higher level of customer satisfaction. The required changes to obtain all the rewards that being agile bring are hard to reach. It demands a lot not only from developers, but also from the rest of the company.

Published in: Technology

Why becoming agile is hard, but worth it

  1. 1. Why becoming agile is hard, but woth it Junho 2013
  2. 2. Page 2 Agenda • Introduction • Key factors for success • Why Kanui has chosen Scrum? • Why transitioning is hard? • Why it’s worth the effort? • Try seeing what many don't want • Q&A
  3. 3. Page 3 Introduction • Costs, expenses and complications are words associated with the IT department • Organized company is more competitive, retorns higher profits and gets better structured
  4. 4. Page 4 Introduction • The required changes to get all the rewards are hard to reach • They require a lot not only from the developers, but also from the rest of the company
  5. 5. Page 5 Agile development Also called Agile Method • Scrum • Extreme Programming (XP) • Lean-Kanban
  6. 6. Page 6 Plan-driven development • Waterfall model • PMBoK (Project Management Body of Knowledge) • PRINCE2 (Projects in Controlled Environments)
  7. 7. Page 7 Suitability of different development methods Agile: • Low criticality • Senior developers • Requirements change often • Small number of developers • Culture that responds to chaos Plan-driven • High criticality • Junior developers • Requirements do not change often • Large number of developers • Culture that demands order
  8. 8. Page 8 Key factors for success • The organization culture must support the negotiation • People must be confidents • Few people, but competents • The company must promote the decisions that the developers make • The organization needs to have an environment that facilitates the quick comunication among the team
  9. 9. Page 9 Why Kanui has chosen Scrum? End of 2011 • Kanui’s launch • Extreme Programming – XP • No planning and/or scope • Go Horse Process • “Oriented to results, whatever they are”
  10. 10. Page 10 Why Kanui has chosen Scrum? Beginning of 2012 • Kanui grows rapidly • Lean-Kanban approach • Little planning • Features without deadline • Stakeholders unhappy with the process • Team not motivated • Bad organizational climate
  11. 11. Page 11 Why Kanui has chosen Scrum? End of 2012 entil today • Kanui continues to grow but need to structure • Scrum • Medium term planning • Scope well designed • Business value • Constant deliveries with defined SLA
  12. 12. Page 12 Why transitioning is hard? • All change is hard • Larger changes can be even more painful
  13. 13. Page 13 Why transitioning is hard? • Attributes of transitioning that make it more difficult than most other changes: • Successful change is not entirely top-down or bottom-up • The end state is unpredictable • Change is being more quickly than ever before • Best practices are dangerous
  14. 14. Page 14 Successful change is not entirely top-down or bottom-up
  15. 15. Page 15 The end state is unpredictable • None of agile methods is perfect for your company • May be a good starting point • It’s necessary to personalize the process • Provoke and watch • Small pokes are not random at the company continuous improvement
  16. 16. Page 16 Change is being more quickly than ever before Comprehensive nature of the method + Fundamental changes in how people work and interact = Increased risk of triggering the future shock effect
  17. 17. Page 17 Best practices are dangerous • Adoption of best practices • Process change through something that has already been tested and proven to work • Decreased risk of change • Sense of relief With this, many people and organizations can relax and stop the process of continuous improvement which is essential to be agile
  18. 18. Page 18 Why it’s worth the effort • Higher productivity and lower costs • Improved employee engagement and job satisfaction • Faster time to market • Higher quality • Improved stakeholder satisfaction • What we’ve been doing no loger works
  19. 19. Page 19 Did you know that 64% of functionality delivered is rarely or never used?
  20. 20. Page 20 Higher productivity and lower costs • Chang in the behavior: • of the development team • of business people regarding projects • Frequent feedback • Sprints set with a fixed time • Possibility to reprioritize each sprint • Only work on features that users really need
  21. 21. Page 21 Improved employee engagement and job satisfaction • Being part throughout the life cycle of the project • Owning a voice about the best course of the project • Recommend improvements to coexistence and to the job
  22. 22. Page 22 Faster time to market • The higher productivity allows to develop features faster • Agile teams produce incremental versions • Stakeholders realize that there is no need to wait all features in a big release in the end
  23. 23. Page 23 Higher quality • Using several practices such as: • Pair programming • Refactoring • Test driven development (TDD) • Acceptance and integration tests • Focus on improving the produced code • Products with fewer defects are delivered to users
  24. 24. Page 24 Improved stakeholder satisfaction • Work visibility • Frequent deliveries • Measurement of the capacity • Team self-organized • Daily control • Burndown chart
  25. 25. Page 25 What we’ve been doing no longer works • If your development process does not work anymore, it's time to change! • Pete Deemer, Chief Product Officer of Yahoo!, was one of the first to recognize the need for change
  26. 26. Page 26 Try seeing what many don't want • Do not restrict yourself to a single methodology • Many possibilities: XP, Scrum, Lean-Kanban • Study the possibilities • Do not try to use everything you learn, it will be stressful for everyone involved
  27. 27. Page 27
  28. 28. Thank you! Obrigado! Gracias! camilla.lichti@kanui.com.br @calichti linkedin.com/in/camillalichti

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