Agile Ffest2017 Executive briefing intro to business agility

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Agile Ffest2017

This document discusses challenges with traditional project management approaches and introduces agile principles. It notes that over 80% of projects historically cost more than their returned value and over 30% failed. Traditional "iron triangle" approaches of focusing on time, cost and scope with big upfront planning are ill-suited for complex problems. The document advocates breaking from traditional thinking and adopting agile principles like continuous delivery, adapting to change, and focusing on delivering business value over time and budget estimates.

Presentations & Public Speaking

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BUSINESS
INTRODUCTION TO
AGILITY

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Are we as effective
as we can be?
What would “better”
look like?

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Usually…
faster
more responsive
cheaper
less risky

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1995: Standish Report
FAILED
33%

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80%
of projects cost more
than they returned in value

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7%
13%
16%
19%
45%

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7%
13%
16%
19%
45%
Always
Rarely
Never
45%
Never Used
20%
Often / Always
Used

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Perhaps, how we’ve been
delivering projects is
FLAWED?

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The dominant paradigm
for managing product
development is
WRONG

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…not just a little
wrong, but wrong
to its very core.

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We pinched our
ideas on how to
manage from
somewhere else

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Complicated Complex
1. Repetitive
2. Predictable
3. Fixed
4. Bounded
5. Visible
1. Unique
2. Unpredictable
3. Evolving
4. Unbounded
5. Invisible
- VS -

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BUSINESS COMPLEXITYWITH CYNEFIN
14
CHAOTIC OBVIOUS
COMPLEX COMPLICATED
Relations &
Command
Command
Relations
Individuals

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BUSINESS COMPLEXITYWITH CYNEFIN
15
CHAOTIC OBVIOUS
COMPLEX COMPLICATED
Relations &
Command
Command
Relations
Individuals
Sense > Analyse > Respond
Sense > Categorise > Respond
Probe > Sense > Respond
Act! > Sense > Respond
Best Practice
Rigid Constraints
Good Practice
Governing Constraints
Emergent Practice
Enabling Constraints
Novel Practice
Absence of Constraints

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CYNEFIN EXAMPLES
16
CHAOTIC OBVIOUS
COMPLEX COMPLICATED
Relations &
Command
Command
Relations
Individuals
Broken-down vehicle
Changing gears
Traffic
Car Crash
Treating the common flu
First line of support
Fluid build-up in knee
Second line of support
Accidents & Emergency
Project Management
Road-side Surgery
Innovation Lab

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Organising for Complexity
LEAD TIME
& COST
UTILISATION
Cost of
Idle Capacity
Time to
Complete
& Delay Cost
Total
Cost
Economically
Optimal
Utilisation
Point
0% 100%
T
T
T
T
T
T
T
T
T T
T
T

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The Iron Triangle
TIME
COST SCOPE

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The Iron Triangle
TIME
COST SCOPE
ON
ON ON

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The Iron Triangle
TIME
COST SCOPE
ON
ON ON
Buffers
Slower
More
Expensive
Contingency
Up-Front Analysis
& Big Batches
Risky &
Wasteful

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Break away from this thinking…
TIME
COST SCOPE
Value Fit For Purpose
Flow
SOURCE: http://bit.ly/2r4W2JG

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Principles for Business Agility
LEARNINGPEOPLE
VALUE FITNESS FOR
PURPOSE
FLOW

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Benefits of Business Agility
Time Time
TimeTime
BUSINESS
VALUE
ADAPTABILITY
BUSINESS
RISK
VISIBILITY

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Benefits of Business Agility
Time Time
TimeTime
BUSINESS
VALUE
ADAPTABILITY
BUSINESS
RISK
VISIBILITY

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Accelerated ROI
Time
$Value
Six increments of
30 days
Single delivery
after 180 days

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End-to-End Flow Efficiency
Fuzzy front-end
Lead time
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46Week
Risk reduction
Wait waste
Value add
Captured
PoC
(3 days)
Dev & test
( 4 day) Go Live!
18 weeks waiting 11 weeks waiting 9 weeks waiting

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Myths of Product Development
1
2
3
Customers know what they want
Developers know how to build it
Nothing changes along the way

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Myths of Product Development
1
2
3
Customers know what they want
Developers know how to build it
Nothing changes along the way
discover
discover
Reality
expect

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1
2
3
Start with what you do now
Agree to pursue evolutionary
change
Encourage act of leadership
at all levels
1 Visualise
2 Limit Work in Progress
3 Manage & Measure Flow
4 Make Policies Explicit
5 Limit Work in Progress
6
Improve Collaboratively.
Evolve Experimentally
看板
Principles Practices

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WHAT’S
THANK YOU
NEXT?

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Agile Ffest2017 Executive briefing intro to business agility

12.

15. 15 www. .xyz ©2017ActineoConsultingLLP BUSINESS COMPLEXITYWITH CYNEFIN 15 CHAOTIC OBVIOUS COMPLEX COMPLICATED Relations & Command Command Relations Individuals Sense > Analyse > Respond Sense > Categorise > Respond Probe > Sense > Respond Act! > Sense > Respond Best Practice Rigid Constraints Good Practice Governing Constraints Emergent Practice Enabling Constraints Novel Practice Absence of Constraints

16. 16 www. .xyz ©2017ActineoConsultingLLP CYNEFIN EXAMPLES 16 CHAOTIC OBVIOUS COMPLEX COMPLICATED Relations & Command Command Relations Individuals Broken-down vehicle Changing gears Traffic Car Crash Treating the common flu First line of support Fluid build-up in knee Second line of support Accidents & Emergency Project Management Road-side Surgery Innovation Lab

17. 17 www. .xyz ©2017ActineoConsultingLLP Organising for Complexity LEAD TIME & COST UTILISATION Cost of Idle Capacity Time to Complete & Delay Cost Total Cost Economically Optimal Utilisation Point 0% 100% T T T T T T T T T T T T

26. 26 www. .xyz ©2017ActineoConsultingLLP End-to-End Flow Efficiency Fuzzy front-end Lead time 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46Week Risk reduction Wait waste Value add Captured PoC (3 days) Dev & test ( 4 day) Go Live! 18 weeks waiting 11 weeks waiting 9 weeks waiting

28. 28 www. .xyz ©2017ActineoConsultingLLP Myths of Product Development 1 2 3 Customers know what they want Developers know how to build it Nothing changes along the way discover discover Reality expect

29. 29 www. .xyz ©2017ActineoConsultingLLP 1 2 3 Start with what you do now Agree to pursue evolutionary change Encourage act of leadership at all levels 1 Visualise 2 Limit Work in Progress 3 Manage & Measure Flow 4 Make Policies Explicit 5 Limit Work in Progress 6 Improve Collaboratively. Evolve Experimentally 看板 Principles Practices

Agile Ffest2017 Executive briefing intro to business agility

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