This document discusses challenges organizations face when implementing Agile and what the future may hold. It outlines common challenges such as organizational culture change being difficult, lack of a common language around Agile, and cultural resistance to change. It suggests that Agile is a journey, not a destination, and the future will require continued adaptation. The pace of change will keep increasing and our current responses may not be fast enough in the future.

1. Challenges
of
implemen/ng
Agile
and
what’s
coming
next
2nd
Annual
Maine
Agile
Gathering!
Bob
Sarni
bobsarni@ionagility.com
www.ionagility.com
LinkedIn:
www.linkedin/in/bobsarni/
TwiGer:
bobsarni
© 2014 iOnAgility. All Rights Reserved

2. – Agile
2014
Program
Chair
–
Process
at
Large
–
Orlando,
July
28
–
August
1,
2014
– Agile
2015
Program
Chair
–
Process
at
Large
–
Washington
DC,
August
3
–
August
7,
2015
– Agile
2016
Conference
Chair
–
Atlanta,
July
25
–
July
29,
2015
– CerJfied
Scrum
Coach
(CSC)
and
CerJfied
Scrum
Trainer
(CST)
• Founder
and
Principal
–
iOnAgility
–
www.ionagility.com
• 20+
years
in
project
management,
porPolio
management,
program
management
and
product
development
–
From
power
plant
construc/on
to
soRware
development!
Last
10+
years
focused
on
agile
efforts.
• Experience
with
many
large
enterprise
Agile
adop/ons
and
transforma/ons
• Experience
as
ScrumMaster,
Product
Owner,
Team
Coach,
Coach
of
Coaches,
Agile
Prac/ce
Leader,
Enterprise
Agile
Coach
© 2014 iOnAgility. All Rights Reserved
Bob
Sarni

3. Who
is
experiencing
challenges
as
they
“adopt”
or
“transi/on”
to
agile?

4. Your
Implementa/on
Challenges
#agilemaine
#agile
#challenges

5. Change
is
Hard

6. • Change
is
hard
– Change
is
constant
– Change
wears
you
down
– People
are
not
resistant
to
change,
they
are
resistant
to
being
changed
• Agile
should
not
be
the
goal
– Agile
is
journey,
not
a
des/na/on–
you
are
never
done.
Con/nuous
learning
– Agile
is
an
avenue
to
achieve
a
bigger
goal
– What
are
your
business
and
strategic
goals?
How
can
agile
assist
with
those
goals?

7. Language

8. • Language
– Agile
means
many
things
and
in
different
ways
to
people
and
organiza/ons
– It
is
hard
to
measure
and
compare
successes
–
the
context
is
missing.
Culture,
organiza/onal
design,
market
drivers,
customer
profiles,
employee
DNA
– Organiza/ons
look
for
case
studies
they
can
compare
themselves
to
or
measure
themselves
against
– There
is
not
a
common,
consistent
place
to
look
for
answers
and
advice

9. Organiza/onal
Culture
8

10.
"One
cannot
become
a
bu-erfly
by
remaining
a
caterpillar."

11.
"In
the
change
from
being
a
caterpillar
to
becoming
a
bu-erfly,
you're
nothing
more
than
a
yellow,
gooey
s=cky
mess.”
Ted
Forbes
–
Darden
School
of
Business

12. • Culture
– Culture
eats
strategy
for
breakfast
–
Peter
Drucker
• Developing
a
culture
suppor/ve
of
change
is
cri/cal
– No
posi/ve
vision
for
the
future.
There
is
less
“change
fa/gue”
and
a
lot
less
resistance
with
hope
as
a
founda/on
– Unwillingness
to
stop
doing
things
that
do
not
add
value
because
of
the
illusion
of
precision
and
big
elaborate
charts
that
tell
false
stories
– Unwillingness
to
create
“systems
always
under
test”
type
environments
that
are
not
overly
complicated
and
unaGainable
– Autonomous
and
self
organizing
teams
may
be
a
threat
to
leadership
and
management
– Let’s
"keep
doing
what
we've
been
doing
AND
adopt
agile”
– Too
much
focus
on
the
process
(and
too
liGle
on
the
people)

13. What
does
the
future
hold?

14. #agilemaine
#agile
#thefuture
How
do
you
see
the
world
of
work
20
years
from
now?

15. Timeline:
Agile,
Lean
and
In
Between
1950s:
Deming
Cycle
and
Mindset
• System
Thinking
• Fast
Feedback
Loops
(PDCA)
• Trust
People
1970s:
Lean
Manufacturing
• Manufacturing
Excellence
• Toyota
Produc/on
System
1990s:
Agile
SoXware
Development
• SoXware
Development
Excellence
• Scrum
• XP
2010:
Lean
Startup
• Market
Excellence
• Customer
Development
• Product
Discovery
Future:
Leadership
&
Org-­‐wide
Agility
• OrganizaJonal
Excellence
• Customer
Delight
• Collabora/ve
Structures
• Leadership
Science
Complex
Domains
§ Complexity
and
Interconnectedness
are
occurring
at
an
increasing
pace
§ Old
mindsets
are
not
effecJve
in
highly
complex
systems
§ New
way
of
working
based
on:
§ Simple
Rules
§ Trus/ng
People
§ Learning
Organiza/ons
Complicated
Domains
New
Mindset
Peter
Green
-­‐
hGp://www.slideshare.net/tptman/agile-­‐lean-­‐and-­‐in-­‐between

16. • Considera/ons
for
the
future
– Agile
is
an
evolu/on
– It
is
an
approach
to
rapid
change
– The
pace
of
change
con/nues
to
increase
–
it
is
not
going
backwards
– Our
responses
today,
may
not
be
fast
enough
tomorrow
–
we
need
to
con/nue
to
adapt
– We
may
not
be
doing
Scrum
in
another
10
years
–
whatever
we
are
doing
is
likely
to
be
more
agile

17. • The
future
world
of
work
– Lean
startup
thinking
will
con/nue
to
drive
innova/on
and
success
through
experimenta/on
and
MVP
thinking
– Team-­‐driven
and
collabora/ve
– Performance
evalua/ons
go
away
– More
about
mindsets
than
individual
frameworks
– The
mindset
applies
to
business
and
work
in
general
–
not
just
soRware
development

18. • The
future
world
of
work
– Con/nuous
delivery
• The
daily
scrum
becomes
the
daily
sprint
– Big
products
companies
are
not
the
only
players
in
the
game
• Trend
towards
small
“apps”
• Ability
to
build
networks
of
“apps”
that
talk
to
each
other
• Smaller
companies
will
become
the
new
large
companies
• Large
companies
will
s/ll
exist
but
their
new
compe/tors
will
be
these
highly
adaptable,
agile
companies
– Value
teams