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Agile is easy! It's making it work with your business that is hard

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A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?

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Agile is easy! It's making it work with your business that is hard

  1. 1. Vasco Duarte, <br />Turku Agile Day 2010<br />Agile is easy. Making it work for your business is hard!<br />
  2. 2. Vasco Duarte<br />@duarte_vasco in internet-speek<br />
  3. 3.
  4. 4. Vasco<br />
  5. 5.
  6. 6.
  7. 7. 90%<br />Agile Projects are 37% Faster to Market than Industry Average<br />Said Agile either improved or significantly improved their ability to manage changing priorities<br />2009 data, VersionOne<br />Evidence mounts: Agile works and is being widely adopted<br />83%<br />No:<br />18.5%<br />Of respondents showed either improvement or significant improvement in project visibility<br />Yes:<br />81.5%<br />2009 data, VersionOne<br />2007 data, VersionOne<br />
  8. 8. Question: how do I make it work for me and for my business?<br />
  9. 9. Ken Schwaber: 75% of organizations fail to benefit from Agile/Scrum as expected<br />http://www.agilecollab.com/interview-with-ken-schwaber<br />
  10. 10. Two Challenges:<br />1<br />How do I adopt Agile?<br />2<br />How do I make it benefit my business?<br />
  11. 11. Would be<br /> nice: Have a<br /> model to adopt<br /> Agile and benefit<br /> my business<br />
  12. 12. Agile adoption is hard, long term. But there are some lessons we’ve learned by having done this for many years.<br />
  13. 13. Step 1: Pilot projects<br />Introduce the method in a way that does not risk your business, a safe experiment<br />Provide a learning opportunity for your people. Making sure that they learn the method in a lower risk environment<br />Increase your knowledge of what are the likely consequences of Agile adoption in your environment. Understand your context deeply<br />
  14. 14. Step 1a: Use output from Pilot Projects to prepare wider adoption<br />
  15. 15. Lesson Learnt 1: Pilot Projects succeed because they are isolated and different!<br />
  16. 16. Taking Agile to the rest of R&D is different than running Pilot Projects…<br />
  17. 17. Cheat sheet<br />1: Pilot Projects<br /><ul><li>1a: Use output from Pilot projects to prepare wider adoption</li></ul>Lesson 1: Pilot Projects succeed because they are isolated! <br />
  18. 18. Step 2: Consider the impact on the whole R&D!<br />
  19. 19. Lesson Learnt 2: Different clock cycles in the organization lead to conflict <br />
  20. 20. Lesson Learnt 3: Align goals across projects and teams that must cooperate<br />
  21. 21. Lesson Learnt 4: Agile requires Timeboxes. <br />Drop waterfall now!<br />
  22. 22. Step 2a: Synchronize projects across the whole R&D!<br />
  23. 23. Lesson Learnt 5: Product Owners/Product Managers must serve R&D needs!<br />
  24. 24. Lesson Learnt 6: As you need to support Agile adoption you need to consider the R&D boundaries<br />
  25. 25. Lesson Learnt 7: As you bump into obstacles from other organizations you need to align goals. <br />Do you have a cross-company goal for Agile adoption?<br />
  26. 26. Step 2b: Include Product management in R&D. We develop products, not software!<br />
  27. 27. Lesson Learnt 8: R&D can only improve speed of execution. Other parts of the company need to take advantage of it!<br />
  28. 28. all your products<br />are belong to us!<br />
  29. 29. Lesson Learnt 10: R&D alone cannot improve your business! <br />
  30. 30. The 1,000,000 Euro question: How do I make Agile work for my Business?<br />
  31. 31. Cheat sheet<br />Lesson 2: Different clock cycles in the organization lead to conflict<br />Lesson 3: Align goals across teams and projects that must cooperate<br />Lesson 4: Agile Requires Timeboxes, drop waterfall now!<br />Lesson 5: Product Owners must serve R&D needs<br />Lesson 6: Reconsider your R&D boundaries<br />Lesson 7: Align goals for Agile adoption across the whole organization<br />Lesson 8: R&D can only increase speed, others still need to take advantage of it<br />Lesson 9: Portfolio decisions are too slow and not stable enough<br />Lesson 10: R&D alone cannot improve your business<br />1: Pilot Projects<br /><ul><li>1a: Use output from Pilot projects to prepare wider adoption</li></ul>2: Consider the impact on the whole R&D!<br /><ul><li>2a: Synchronize projects across the whole R&D!
  32. 32. 2b: Include Product management in R&D. We develop products, not software!</li></li></ul><li>Step 3: Deliver value by considering the whole system. Optimize the system!<br />
  33. 33. Lesson Learnt 11: Sales and portfolio management work with “long term, non-negotiable” roadmaps. R&D cannot work with those<br />
  34. 34. Lesson Learnt 12: Agile R&D teams can iterate fast towards the wrong product<br />
  35. 35. Step 3a: Have a Vision in place for every project that is shared across the whole organization!<br />
  36. 36. Lesson Learnt 13: Projects where the goal is clear are more innovative and engage the whole team<br />
  37. 37. Step 3b: Link your project Visions to your company’s strategy<br />
  38. 38. Lesson Learnt 14: Agile adoption in R&D uncovers problems elsewhere<br />
  39. 39. Step 3c: Align all business units with the goals for Agile adoption<br />
  40. 40. Lesson Learnt 15: Competitors are improving also. Make the improvement your agenda – long term!<br />
  41. 41. Cheat sheet<br />1: Pilot Projects<br /><ul><li>1a: Use output from Pilot projects to prepare wider adoption</li></ul>2: Consider the impact on the whole R&D!<br /><ul><li>2a: Synchronize projects across the whole R&D!
  42. 42. 2b: Include Product management in R&D. We develop products, not software!</li></ul>3: Deliver value by considering the whole system. Optimize the system!<br /><ul><li>3a: Have a Vision in place for every project that is shared across the whole organization!
  43. 43. 3b: Link your project Visions to strategy
  44. 44. 3c: Align all business units with the goals for Agile adoption</li></ul>Lesson 11: Sales and portfolio management work with “long term, non-negotiable” roadmaps. R&D cannot work with those<br />Lesson 12: Agile R&D teams can iterate fast towards the wrong product<br />Lesson 13: Projects where the goal is clear are more innovative and engage the whole team<br />Lesson 14: Agile adoption in R&D uncovers problems elsewhere<br />Lesson 15: Competitors are improving also. Make the improvement your agenda – long term!<br />
  45. 45. The key issue: We need a modelbased on experience that helps achieve a business improvement<br />
  46. 46. HOLISTIK<br />We need a business-oriented approach to Agile adoption<br />
  47. 47. Here’s a tip you can take to the bank: Hire someone who has done it before. <br />
  48. 48. Lesson 4: Agile Requires Timeboxes, drop waterfall now!<br />Lesson 1: Pilot Projects succeed because they are isolated! <br />Lesson 3: Align goals across teams and projects that must cooperate<br />Lesson 10: R&D alone cannot improve your business<br />Lesson 8: R&D can only increase speed, others still need to take advantage of it<br />Lesson 2: Different clock cycles in the organization lead to conflict<br />Step 1: Pilot Projects<br />Step 2: Consider the impact in the whole R&D<br />Step 3: Deliver value by considering the whole system. Optimize the system!<br />Lesson 6: Reconsider your R&D boundaries<br />Lesson 5: Product Owners must serve R&D needs<br />Lesson 9: Portfolio decisions are too slow and not stable enough<br />Lesson 7: Align goals for Agile adoption across the whole organization<br />Lesson 11: Sales and portfolio management work with “long term, non-negotiable” roadmaps. R&D cannot work with those<br />Lesson 13: Projects where the goal is clear are more innovative and engage the whole team<br />Lesson 14: Agile adoption in R&D uncovers problems elsewhere<br />Lesson 12: Agile R&D teams can iterate fast towards the wrong product<br />Lesson 15: Competitors are improving also. Make the improvement your agenda – long term!<br />
  49. 49. Currently an Agile Coach in Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practitioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure.<br />Vasco's contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com.<br />You can follow Vasco on twitter: @duarte_vasco<br />Foto credits: Flickr users<br />http://www.flickr.com/photos/snips/72812469/<br />http://www.flickr.com/photos/will-lion/3133263572/<br />http://www.flickr.com/photos/66164549@N00/3005367325/<br />http://www.flickr.com/photos/ecstaticist/2589723846/<br />http://www.flickr.com/photos/celinet/606291449/<br />http://www.flickr.com/photos/datadevil/1344989797<br />http://www.flickr.com/photos/katphotos/2216663973/<br />http://www.flickr.com/photos/markkilner/2069380415<br />http://www.flickr.com/photos/clintjcl/2722008496<br />http://www.flickr.com/photos/mikelo/534441248<br />http://www.flickr.com/photos/muehlinghaus/3505426440<br />

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