Many organisations adopt various agile practices, processes and methods. The question remains however, why and what are they trying to gain from it? Agile practices are extremely popular in the IT departments of organisations and adoption rates are high within the development teams of organisations. Does this IT obsession with Business on the fringes deliver the true organisational agility as expected or do many agile adoptions end up with agile practices on a team level only with limited organisational agility gained?

1. teams & sticky notes
over enterprise agility

2. Arrie van der Dussen
Director – EOH Kaizania Academies
18 years experience in IT, Project Management and
Innovation
Co-founder of Kaizania and Kaizania Academies

3. why change?

4. Source:
Ian Morris
Why the West Rules – For Now
Humanities capability
in terms of:
• Energy Capture
• Organization
• Information
Technology
• Weaponry

6. why innovate?

8. Constant REVOLUTION
requires
Constant ADAPTATION

9. your
products & services & processes
will change ever faster
and it will
never stop

10. ADAPT
or
DIE

12. WHY?
VersionOne:
3rd Annual Survey: 2008
“The State of Agile Development”
Conducted: June-July, 2008

13. FEARS?
VersionOne:
3rd Annual Survey: 2008
“The State of Agile Development”
Conducted: June-July, 2008

14. Adopting agile is easy!
Or is it?
Common issues from the past 8 years

15. Who drives the bus?
• 95% - IT
– Why?
who is driving the bus?

16. silver bullet over principles and values

19. Cargo-culting
cargo-cults

20. do not get sucked into the
tools, processes and terminology

21. Work hard, but limited change
• We are stuck!
fooling around without real
organisational change!

22. Most of this still Waterfall/Gated Processing and Planning
Thus, agile does not realise the expected benefits through
empirical process control in order to deliver fast at high quality in a
constantly changing and fast paced environment.
Limited Agile
practices only
applied at this
level
Project
Initiation
Project Planning
Requirements
Definition
Archirecture
Design
Systems
Analysis
Development

23. ease up on the hierarchical management, enable self-
organisation & decentralisation of decision making

24. Create a safe environment

26. Organisational
Gravitational
Pull
will slow you
down!

27. Stop talking and listen
You will hear what needs to change

28. Business and IT – Stop the silliness and
share the risk

29. agile is not a baseball
bat to hit I.T with!

30. Barriers to wider change?
VersionOne:
3rd Annual Survey: 2008
“The State of Agile Development”
Conducted: June-July, 2008

31. enabling sustainable enterprise change

32. institute an
organisational culture
and practices of
continuous
improvement
Culture &
Mindset
Architecture
Organisational
Structure
Tools &
Techniques

33. Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on

34. Value
Value Stream
Flow
Pull
Perfection
Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on

35. • Take an economic view
• Actively Manage Queues
• Exploit Variability
• Reduce Batch Size
• Apply WIP Constraints
• Control Flow: Cadence and
Synchronization
• Apply Fast Feedback
• Decentralize Control
Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on

36. Scrum or Kanban?
Visual management to foster effective
collaboration
Self-organising, cross-
functional, dedicated teams
Effective physical environment setup
Governance with appropriate toolsets
Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on

37. Automation
- Builds
- Version control
- QA builds
- Tests
Continuous Integration
Modular design
Teams must be able to technically work
together effectively
Lean
Agile
Tools &
techniques
Engineering
practices
An organisational focus on

38. Business dominates without
IT understanding
- Upfront deadlines
- Continuous change
- Limited collaboration
- Big batch approach
- Want all this by then!
Strategy and Execution
disconnected
due to lack of Tactical
Collaboration
Low quality delivery to meet
deadlines
Increase bug fixes, brittle systems
Continuous improvement not
happening
FRAGILE!

39. 40
lean vs. traditional focus
pure waste
manufacturing Industry
service Industry
60% 5%35 %
value addednecessary waste
49%
1
%
50%
total lead time through value stream

40. 41
revolutionary
non standard work
empirical process control
agile
product development
Innovation
evolutionary
standard work
defined process control
lean
operations management
structured problem solving
continuous improvement
doing
reviewing
adapting
planning
value
value
stream
flow pull perfection
operating existing
products and services
more efficiently
shortening concept to
cash cycle
how and what?

41. 42
continuous improvement (kaizen)
bake the same million cakes more
efficiently every year
Operating existing products and services more
efficiently

42. 43
continuous improvement (kaizen)
take new
successful
products
to market
ever faster
Shortening concept to cash cycle time

43. Remove
waste
• Principles
• Values
• Techniques
and Tools
See waste
• Thinking
tools
• Glasses
[ for both ]
operational
continuous improvement
[ and ]
innovative
continuous improvement

44. 45
shortening concept to cash cycle time
waste, principles, techniques and economics
work in progress
extra features
handovers / bureaucracy
task switching
waiting / handling
movement
defects
relearning
take an economic view
actively manage queues
exploit variability
reduce batch Size
apply WIP constraints
control flow: cadence and
synchronization
apply fast feedback
decentralise control
eliminate waste
build quality in
defer commitment
deliver fast
create knowledge
respect people
optimize the whole

45. plan
do
check
act
strategic
tactical
execution

46. • Shared purpose
• Honesty
• Openness
• Non-hierarchical
• Fact based
• Mutual trust
• Performance orientation
• Challenge
• Meritocracy
• Joint Envisioning
• Synchronised Ceremonies with
Cadence
• Product Councils
• Multi-team planning
• Information radiators
• Shared commitments
Values

47. Put the ‘A’ in Agile
plan
do
check
Act

48. Arrie van der Dussen
083 700 2181
www.kaizaniaacademies.co.za
arrie@kaizaniaacademies.co.za