Give your organisation an agile boost 1.0
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Agile Methods, Project and Programme Management Conference, Feb 2016 What do we really need to do for our business to transform and how do we engage the people we work with to contribute to that journey and sustain it? In the context of a traditional advertising agency Leanne shares insights and outcomes on how she applied agile principles and tools at M&C Saatchi, to create great teams, improve workflow and raise team happiness.
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How to inspire Your Agile Team?
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Adopting agile practices is a process of con-
tinuous learning and improvement. The tran-
sition required hard work, intense focus, and
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our products. Every discovery revealed a bet-
ter understanding of what it takes to success-
fully deliver software at a sustainable pace.
By telling our story, we hope to help others
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software development community to improve
its historically low success rate, and agile de-
velopment might provide the answer.
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People assume that a company that designs
and builds project management software has
all the knowledge and tools necessary to con-
tinuously perform software development flaw-
lessly. The truth is, we struggle just like every-
one else.
Primavera has its roots in construction and
engineering. Our culture supported the com-
monly used waterfall development approach,
and the development team worked hard over
the years to distribute high-quality releases to
a growing, diverse market as quickly as possi-
ble. The team followed the typical cycle,
which usually resulted in working late nights
and weekends in an attempt to finish projects
on time.
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people, usually those farthest from the action,
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more, relationships between the development
team and other departments began to deterio-
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Development
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rimavera Systems provides enterprise project portfolio manage-
ment solutions that help customers manage their projects, pro-
grams, and resources. Our development organization employs 90
business analysts, programmers, testers, documenters, and project
managers. When we decided to improve how we build software and in-
crease the quality of life for everyone on the team, we found our answer in
agile software development.
adapting agility
Bob Schatz and Ibrahim Abdelshafi, Primavera Systems
Primavera’s
development team
is a model for
others looking
to adopt agile
processes. Learn
how to deliver high-
quality software
while improving
your team’s quality
of life.
filled. So, in conjunction with a leadership
change in 2001, we took a hard look at the
many issues we had to resolve with respect to
the organization, its people, and its processes.
In particular, we had to improve the com-
pany’s perceptions of its own development
team, and the team itself had to reduce its
deep-rooted dependency on the organizational
hierarchy and break down functional silos
with.
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
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Adopting agile practices is a process of con-
tinuous learning and improvement. The tran-
sition required hard work, intense focus, and
strict discipline. As a team, we discovered
many things about ourselves, our process, and
our products. Every discovery revealed a bet-
ter understanding of what it takes to success-
fully deliver software at a sustainable pace.
By telling our story, we hope to help others
in the software industry successfully transition
to agile development. The time is right for the
software development community to improve
its historically low success rate, and agile de-
velopment might provide the answer.
Starting down the agile path
People assume that a company that designs
and builds project management software has
all the knowledge and tools necessary to con-
tinuously perform software development flaw-
lessly. The truth is, we struggle just like every-
one else.
Primavera has its roots in construction and
engineering. Our culture supported the com-
monly used waterfall development approach,
and the development team worked hard over
the years to distribute high-quality releases to
a growing, diverse market as quickly as possi-
ble. The team followed the typical cycle,
which usually resulted in working late nights
and weekends in an attempt to finish projects
on time.
Primavera’s project managers typically used
a command-and-control philosophy—a few
people, usually those farthest from the action,
made the decisions without directly involving
the developers doing the actual work. Further-
more, relationships between the development
team and other departments began to deterio-
rate because expectations were seldom ful-
focus 1
Primavera Gets Agile:
A Successful Transition to Agile
Development
P
rimavera Systems provides enterprise project portfolio manage-
ment solutions that help customers manage their projects, pro-
grams, and resources. Our development organization employs 90
business analysts, programmers, testers, documenters, and project
managers. When we decided to improve how we build software and in-
crease the quality of life for everyone on the team, we found our answer in
agile software development.
adapting agility
Bob Schatz and Ibrahim Abdelshafi, Primavera Systems
Primavera’s
development team
is a model for
others looking
to adopt agile
processes. Learn
how to deliver high-
quality software
while improving
your team’s quality
of life.
filled. So, in conjunction with a leadership
change in 2001, we took a hard look at the
many issues we had to resolve with respect to
the organization, its people, and its processes.
In particular, we had to improve the com-
pany’s perceptions of its own development
team, and the team itself had to reduce its
deep-rooted dependency on the organizational
hierarchy and break down functional silos
with ...
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organisational Programmes in leadership/culture change 2016
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Give your organisation an agile boost 1.0
- 1. Agile Boost! Agile Methods Conference | 25th Feb 2016 | London Digital Ambassador, MSLGROUP UK @inspiredagile Leanne Page, Agile Transformation Lead, Senior Project/Programme manager, Certified Scrum Master
- 2. Hello
- 3. In our current model we follow and give instruction. How do we work with intent and allow people to think? Being Agile
- 4. Servant Leader Transition from command and control to servant leadership, how do we make the switch?
- 5. Our environment Being someone who evolves and evolves others is demanding of everyone, what keep us going? Why do we do this?
- 6. Focus What part of the agile manifesto do you want to focus on and make stick? What can you do tomorrow? be specific.
- 7. Scrumban One team, archaic environment, frequent change and hard deliverables
- 8. The Team Best Principles of the team; Focused, Flexible, Autonomous, Small, Talented, Established, Stable & Together
- 10. Collaboration Build a framework to start with that everyone can follow easily.
- 12. Focus What part of the agile manifesto do you want to focus on and make stick? Exersise> What can you do tomorrow? be specific.
- 13. Thank You