1
Agile 3.0 (Distributed Agile)
Next Generation Agile Model
By Doug Floyd
07/01/2013
2
Contents
 Complexity Theory Approach (Complex Systems)
 Blended Agile
 Framework 1: Scrum
 Framework 2: Lean
 Frame...
3
Complexity Theory Approach (Complex Systems)
Project Manager:
 Problem: project manager serves in administrative role
...
4
Blended Agile
Difficulty in Implementing Full Agile in Large Corporation:
 Understand current processes
 Identify & an...
5
Framework 1: Scrum
Scrum Framework:
 Time boxes
 Sprint
 Cross-functional teams
 Scrum Master
 Product Owner
 Open...
6
Framework 2: Lean
Lean Framework:
 Phases
 Startup
 Steady state
 Transition-renewal
 Principles
 Customer satisfa...
7
Framework 3: Kanban
Kanban Framework:
 Characteristics
 Make all work visible
 Limit work in progress to within team ...
8
Framework 3: Extreme
eXtreme Programming (XP) Framework:
 Values
 Communicate critical changes
 Find simplest solutio...
9
Best Practices & Metrics
Best Practices:
 Better Product Quality
 Higher Customer Satisfaction
 Higher Team Morale
 ...
10
Contact Information
Douglas Floyd
312.502.3113 (cell)
douglas.vincent.floyd@gmail.com
www.linkedin.com/in/dougvfloyd
@D...
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Agile 3.0 - Next Gen Lean Model - Doug Floyd

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  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Scope change management (i.e. what happens when someone requests a change to scope...when is action taken on a change request...who approves what...) Issue management (i.e. what are issues...what is a low/med/high/critical issue...when do issues get escalated and to who...) Risk management (i.e. what are risks...when do risks get assessed and communicated...who do they get communicated too...) Organizational management (i.e. what is the program governance...how does it impact communications and escalations...) Communications management (i.e. what are the standing meetings...how much time are we spending in meetings...what is the meeting purpose and audience...) Cost management (i.e. how are we managing costs...what is the procurement process and who approves...what are the cost reports...)
  • Agile 3.0 - Next Gen Lean Model - Doug Floyd

    1. 1. 1 Agile 3.0 (Distributed Agile) Next Generation Agile Model By Doug Floyd 07/01/2013
    2. 2. 2 Contents  Complexity Theory Approach (Complex Systems)  Blended Agile  Framework 1: Scrum  Framework 2: Lean  Framework 3: Kanban  Framework 4: Extreme  Best Practices & Metrics  Contact Information
    3. 3. 3 Complexity Theory Approach (Complex Systems) Project Manager:  Problem: project manager serves in administrative role  Solution: project manager serves as visionary leader  Need project manager to guide team through changing environment Complexity Theory Approach:  Guiding vision  Teamwork & collaboration  Simple rules  Open information  Light touch  Agile vigilance
    4. 4. 4 Blended Agile Difficulty in Implementing Full Agile in Large Corporation:  Understand current processes  Identify & analyze problem areas  Learn best practices from industry & competitors  Review best practices & select most practical starting point  Obtain management support  Obtain team buy-in  Select pilot projects  Start with one project  Collaborate with team  Setup detailed communications  Determine team & department strategy  Apply lessons learned to future projects
    5. 5. 5 Framework 1: Scrum Scrum Framework:  Time boxes  Sprint  Cross-functional teams  Scrum Master  Product Owner  Open communications  Daily Scrum  Sprint Planning, Review, Retrospective  Priorities set by Product Owner  Burndown Chart  Demonstrable results  Delphi Process  Velocity  Responsive to change  Product & Sprint Backlog
    6. 6. 6 Framework 2: Lean Lean Framework:  Phases  Startup  Steady state  Transition-renewal  Principles  Customer satisfaction  Best value for money  Active customer participation  Everything changeable  Domain (not point) solutions  Completion (in place of construction)  Minimalism essential  Performance measures  Product complete  Customer cycle time  Product delivery rate  Process efficiency  Product quality  Customer satisfaction
    7. 7. 7 Framework 3: Kanban Kanban Framework:  Characteristics  Make all work visible  Limit work in progress to within team capacity  Manage workflow to improve cycle time  Makes all process policies explicit  Improve collaboratively and continuously  Overcome Agile Impediments  Cross-functional team trauma  Too many features hitting team at once  Lack of sustained learning after initial adoption  Principles  Reduce delays by limiting work in progress  Create visibility in work being done (Kanban boards)  Include management in the transition  Explicitly include learning & knowledge stewardship
    8. 8. 8 Framework 3: Extreme eXtreme Programming (XP) Framework:  Values  Communicate critical changes  Find simplest solution that will work  Correct (based on feedback) in minutes  Courage to call attention to problems immediately  Improve collaboratively and continuously  Principles  Planning Game  Small Releases  Metaphor  Simple Design  Testing  Refactoring  Pair Programming  Collective Ownership  Continuous Integration  40-Hour Week  On-Site Customer  Coding Standards
    9. 9. 9 Best Practices & Metrics Best Practices:  Better Product Quality  Higher Customer Satisfaction  Higher Team Morale  Increased Collaboration & Ownership  Improved Performance Visibility  Increased Project Control  Increased Project Predictability  Reduced Risk Key Metrics:  Sprint Goal Success Rate  Defects  Total Project Duration  Time to Market  Total Project Cost  Return on Investment
    10. 10. 10 Contact Information Douglas Floyd 312.502.3113 (cell) douglas.vincent.floyd@gmail.com www.linkedin.com/in/dougvfloyd @DougVFloyd Slideshare Presentations:  Next Gen Agile 3.0: www.slideshare.net/dvfloyd/agile-30  Next Gen Lean 3.0: www.slideshare.net/dvfloyd/lean-30  Next Gen PMO 3.0: www.slideshare.net/dvfloyd/pmo-30

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