Agile Adoptions thatWork……and Last                 Why, How and What                                 1
WHY   DO WEADOPT AGILE?               2
Process Complexity Diagram                       Far from                     Agreement                                   ...
Organisational WaterfallsANALYSE                                                             ANALYSTS          DESIGN     ...
Pass the Buckethttp://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/                            ...
6
INDIVIDUALS & INTERACTIONS       OVER PROCESSES AND TOOLS   WORKING SOFTWARE   OVER COMPREHENSIVE DOCUMENTATIONCUSTOMER CO...
DO YOU HAVEA COMPELLINGVISION FOR AGILE?               8
POSSIBLE BENEFITS                                OF AGILE                        1. REDUCED TIME-TO-MARKET                ...
HOW   DO WEADOPT AGILE?               10
WHAT IS THE MOST  DIFFICULT    THING TO CHANGEIN YOUR ORGANISATION?                        11
Change is not Easyhttp://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png          12
DO YOU HAVE  AN AGILECHANGEPROGRAMME?              13
14
ESSENTIALTRANSFORMATION   ENABLERSEVOLUTION, NOT REVOLUTION    PEOPLE & CULTURE   COLLECTIVE JOURNEY  EXPERIENCED COACHING...
START FROMWHERE YOU ARE  NOW                16
Traditional Approach   Agile Approach Quality - Aknown risk to be actively  managed                                       ...
Concept-to-Cash Business FlowIDEA   ANALYSE   DESIGN    BUILD   TEST   DEPLOY   SUPPORT                                   ...
The Agile AnomalyIDEA   ANALYSE   DESIGN   BUILD   TEST      DEPLOY   SUPPORT                                             ...
The Agile AnomalyIDEA   ANALYSE   DESIGN   BUILD   TEST      DEPLOY   SUPPORT                                             ...
21
Distance, Resistance & FragilityWater-Scrum-Fall. Forrester Report                                 22
NOT AN   ADOPTION,   BUT A DEEPTRANSFORMATION                 24
PEOPLE   &CULTURE          25
Business Culture“The Reengineering Alternative”. William Schneider                 26
Agile-Friendly Cultures“The Reengineering Alternative”. William Schneider                        27
The Journey Towards Agility“The Reengineering Alternative”. William Schneider                            28
The Vehicle for Cultural Change                                           KANBAN                                          ...
LEAN KANBAN    APPROACH TO CHANGESTART WITH WHAT WE DO NOWAGREE TO PURSUE INCREMENTAL CHANGEINITIALLY RESPECT ALL CURRENT ...
WHATDO WE USE TOTRANSFORM TO   AGILE?               33
USE FRAMEWORKS,  TECHNIQUES & PRACTICES THAT    SUIT YOURCONTEXT                  34
BEWARE THE     SCRUMDAMENTALIST(...AND EVERY OTHER PROCESS FUNDAMENTALIST)                                              35
DO NOT JUSTADOPT THE PRACTICES, TRANSFORM EVERYTHING  ONE SMALL STEP     AT A TIME                       36
ESSENTIAL    DELIVERY    ENABLERSUNCOMPROMISING QUALITY PRODUCT MANAGEMENT    ROBUST TESTINGSOFTWARE CRAFTSMANSHIP        ...
ESSENTIALTRANSFORMATION   ENABLERSEVOLUTION, NOT REVOLUTION    PEOPLE & CULTURE   COLLECTIVE JOURNEY  EXPERIENCED COACHING...
radtac.co.uk & agile.bcs.org@jose_casal@radtacltd@bcs_agile                               39
Lean & Agile TrainingBook via radtac.co.uk/courses    Promo code „BCS15‟                  Certified Scrum Master (CSM)    ...
Upcoming SlideShare
Loading in …5
×

[AUDIO] Agile Adoptions that Work...and Last - Jose Casal - BCS Agile Methods SG

1,376 views

Published on

What helps organisations complete a successful Agile transformation that last the passage of time?

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,376
On SlideShare
0
From Embeds
0
Number of Embeds
156
Actions
Shares
0
Downloads
18
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • ANY AGILE…TRAINERS?COACHES?PRACTITIONERS?DOUBTERS?HATERS?USING AGILE OUTSIDE IT?USING AGILE IN A TEAM AND LOVING IT?USING AGILE AND STRUGGLING TO SEE THE POINT OR MAKING IT WORK?TRIED IT AND IT DID NOT WORK?
  • [AUDIO] Agile Adoptions that Work...and Last - Jose Casal - BCS Agile Methods SG

    1. 1. Agile Adoptions thatWork……and Last Why, How and What 1
    2. 2. WHY DO WEADOPT AGILE? 2
    3. 3. Process Complexity Diagram Far from Agreement Chaos Requirements Complex Close to Agreement Simple Close to Technology Far from Certainty Certainty“The Stacey Matrix”. Prof Ralph Stacey. 3
    4. 4. Organisational WaterfallsANALYSE ANALYSTS DESIGN ARCHITECTS FEATURE BUILD DEVELOPERS COMPONENT TEST TESTERS DEPLOY OPERATIONS 4
    5. 5. Pass the Buckethttp://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/ 5
    6. 6. 6
    7. 7. INDIVIDUALS & INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATIONCUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN 7
    8. 8. DO YOU HAVEA COMPELLINGVISION FOR AGILE? 8
    9. 9. POSSIBLE BENEFITS OF AGILE 1. REDUCED TIME-TO-MARKET 2. INCREASED QUALITY 3. REDUCED WASTE 4. BETTER PREDICTABILITY 5. BETTER MORALE 9“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007
    10. 10. HOW DO WEADOPT AGILE? 10
    11. 11. WHAT IS THE MOST DIFFICULT THING TO CHANGEIN YOUR ORGANISATION? 11
    12. 12. Change is not Easyhttp://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png 12
    13. 13. DO YOU HAVE AN AGILECHANGEPROGRAMME? 13
    14. 14. 14
    15. 15. ESSENTIALTRANSFORMATION ENABLERSEVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 15
    16. 16. START FROMWHERE YOU ARE NOW 16
    17. 17. Traditional Approach Agile Approach Quality - Aknown risk to be actively managed Quality of the solution agreed and fixed 17
    18. 18. Concept-to-Cash Business FlowIDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 18
    19. 19. The Agile AnomalyIDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 19
    20. 20. The Agile AnomalyIDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 20
    21. 21. 21
    22. 22. Distance, Resistance & FragilityWater-Scrum-Fall. Forrester Report 22
    23. 23. NOT AN ADOPTION, BUT A DEEPTRANSFORMATION 24
    24. 24. PEOPLE &CULTURE 25
    25. 25. Business Culture“The Reengineering Alternative”. William Schneider 26
    26. 26. Agile-Friendly Cultures“The Reengineering Alternative”. William Schneider 27
    27. 27. The Journey Towards Agility“The Reengineering Alternative”. William Schneider 28
    28. 28. The Vehicle for Cultural Change KANBAN KANBAN“The Reengineering Alternative”. William Schneider 29
    29. 29. LEAN KANBAN APPROACH TO CHANGESTART WITH WHAT WE DO NOWAGREE TO PURSUE INCREMENTAL CHANGEINITIALLY RESPECT ALL CURRENT ROLESENCOURAGE ACTS OF LEADERSHIP AT ALLLEVELS 32
    30. 30. WHATDO WE USE TOTRANSFORM TO AGILE? 33
    31. 31. USE FRAMEWORKS, TECHNIQUES & PRACTICES THAT SUIT YOURCONTEXT 34
    32. 32. BEWARE THE SCRUMDAMENTALIST(...AND EVERY OTHER PROCESS FUNDAMENTALIST) 35
    33. 33. DO NOT JUSTADOPT THE PRACTICES, TRANSFORM EVERYTHING ONE SMALL STEP AT A TIME 36
    34. 34. ESSENTIAL DELIVERY ENABLERSUNCOMPROMISING QUALITY PRODUCT MANAGEMENT ROBUST TESTINGSOFTWARE CRAFTSMANSHIP 37
    35. 35. ESSENTIALTRANSFORMATION ENABLERSEVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 38
    36. 36. radtac.co.uk & agile.bcs.org@jose_casal@radtacltd@bcs_agile 39
    37. 37. Lean & Agile TrainingBook via radtac.co.uk/courses Promo code „BCS15‟ Certified Scrum Master (CSM) •11 – 12 Mar. Edinburgh •13 – 14 May. Manchester •TBC. Newcastle APMG Agile Project Management •TBC. Newcastle LKU-Accredited Kanban Practitioner •13 – 14 May. Manchester •TBC. Newcastle 40

    ×