This document discusses applying agile principles and practices outside of software development contexts. It notes that while agile originated in software, its principles of iterative development, collaboration, and responding to change can apply more broadly. The document suggests translating agile concepts like "customer", "value", and "deliverables" to other domains. It advocates experimenting to understand how agile adapts locally, making work visible, focusing on outcomes rather than handoffs, and cultivating trust to support organizational changes.

1. L U C I A N S T R O I E
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A G I L E & B E Y O N D
E X P E R I E N C E S O U T S I D E
S O F T W A R E D E V E L O P M E N T
H O M E L A N D

2. Innovators
Early
adopters
Early
majority
Late
majority Laggards
SW & IT
Development
Business /
Non-IT
THE CONTEXT
Who’s
eating
the
World?
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3. THE CHALLENGI NG DEMANDS
Agile
in..
Sales
HR
Risk
Finance
Audit
Products
• Each with it’s own question & challenges
• Each with own commitment to change
• Each has it’s own specific
• Each interacts with others
• Stopping is NOT and option

4. Scrum
CI
CD
Daily
PBI
CF / SO Team
XP
Kanban WiP
Visualize
Lean
Agile
Systems
ThinkingComplex
Adaptive
Systems
Psychology
Queuing Theory
ORIGINS OF AGILE
• Put together in the software world.
• How to transplant it?
• What’s the “local” equivalent for:
• “Software”
• “Value”
• “Customer”
• “Cross-functional team”
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5. Image credit: Ahmed Sidky, Riot Games and ICAgile
W HY ONLY IN SW W ORLD?
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6. DRiVE*
& COACH BASED ON CONTEXT
• Turn the world reference around
• Why? (maybe not five ..)
• Autonomy
• Mastery
• Purpose
• Value from interfaces & interactions
• Decision -> where knowledge is
@ L U C I A N A D R I A N* Dan Pink’s

7. MAKE W ORK VISIBLE
• Stop ignoring the evidence
• Office work ó Knowledge work
• Paperless world means less “track of work”
• Measure what one wants to change
• If it is not visible, it does not exist
• Obeya Room -> Use it!
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8. KNO W YO UR DELI VERABLE
• Office work ó Knowledge work
• Decisions as deliverables
• Risk weighted backlog
• DoD & DoR all the things!
• Focus on learning & outcomes
• Limit hand-overs
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9. ADVANCE W I TH EXPERI MENTS
• Design thinking – it all starts with people!
• Map assumptions and question things
• Formalize experiments
• Put rules in place; Assign revision dates
• Experiment with everything
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10. A- HA MOMENTS
• There are fewer “sacred cows” – Organizations
open and want to experiments
• Tech people (aka DEVs) seem tired of Agile
• Business & HR people are open to adapt
• Don’t forget the goal -> Deliver!
• People don’t like dogma
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11. W RAP- UP
• There is interest! Don’t dismiss the option & opportunity
• Translate with care & consider the context ( Cynefin??)
• Collate & mix approaches for good results
• Cultivate TRUST
• Transparency/Inspection/Adaption
• Autonomy/Mastery/Purpose
• Patience – it takes time to break in
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13. T H A N K Y O U !
Q U E S T I O N S ?
L U C I A N S T R O I E |
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