Making agile work nicholas fourie
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Agile works, however many large-scale agile transformations are struggling and some have failed. If you’re a leader or aspiring leader of an agile team, this seminar will challenge you and provide you with some clear structure ideas and tools to ensure agile succeeds within your organisation.
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Making agile work nicholas fourie
- 1. BY NICHOLAS FOURIE 6 TIPS TO MAKE THE MOST OF AGILE BACKLOG IN PROGRESS DONE
- 2. AUCKLAND BOARD COMMITTEE (PRESENT) FOUNDER (PRESENT) FOUNDER / OWNER (PRESENT) ICT MANAGER – DEVELOPMENT (PRESENT) WHO AM I ? ICT OPERATIONS (PREVIOUS)
- 3. “The Department took risks to try to meet the short timescale and used a new project management approach which it had never before used on a programme of this size and complexity. It was unable to explain how it originally decided on its ambitious plans or evaluated their feasibility.” – National Audit Office Department for Work & Pensions - Universal Credit System £300,000,000 Software Costs £34,000,000 Written Off No real end in sight THE OBLIGATORY HORROR STORY
- 4. BUT WE KNOW AGILE WORKS BACKLOG IN PROGRESS DONE
- 5. AGILE ADOPTION HOWEVER … Success Rates 64% Traditional Methodologies 72% Agile - drdobbs.com
- 6. IT’S A CHALLENGING INDUSTRY 56% Less value than predicted 45% Over Budget 7% Over Time - McKinsey and the BT Centre for Major Programme Management at the University of Oxford
- 7. “a good teacher will lead the horse to water, an excellent teacher will make the horse thirst first” - Mario Cortes GET THE BUY-IN
- 8. • Start with your Leaders (no, not just the managers). You need key influencers! • Get the team excited about change (and the freedom to experiment) • Bring your Stakeholders along for the journey (get them to wave the Agile flag) • Partner with an Agile Consultancy GET THE BUY-IN
- 10. • Test the waters with a low risk, easy to manage project (not a £300,000,000 one) • Consider a team that will push the envelope and will want to experiment with more • Start with some core Agile fundamentals, and then add on more advanced ones KEEP IT SIMPLE
- 11. KEEP IT SIMPLE • Don’t forget the humble Kanban… • Old school is cool …
- 12. “agile is more than a tool or process, it’s a deeply ingrained culture” NATURAL AGILE BUILD BEHAVIOURS
- 13. • You can’t do this alone, look for champions who can lead the way • *Agile won’t get your teams in sync, sort this out before adopting a methodology • Look for creative ways to use Agile techniques BUILD NATRUAL AGILE BEHAVIOURS *Disclaimer …
- 14. • Look for creative ways to use Agile techniques BUILD NATRUAL AGILE BEHAVIOURS Total Story Points 227 Completed Story Points 23 Left Story Points 204 % Complete 11%
- 15. “own, nurture and champion the backlog” PASSIONATE PRODUCT OWNERSHIP
- 16. • Continuously communicate the backlog vision to the team and stakeholders (and get your stakeholders to back you up) • Inspect and adapt, it also applies to the Product Owner! • Pay attention and understand whether the backlog is actually achieving anything PASSIONATE PRODUCT OWNERSHIP
- 17. “routine does not allow us to progress” - unknown source IT UP MIX
- 18. • *Not every team or project is the same, different adaptations of Agile can be good • Be careful not to customize Agile practices, just because you cant master them • Consider using Agile for both the Project and the Programme MIX IT UP *Disclaimer …
- 19. • Consider using Agile for both the Project and the Programme MIX IT UP Project Story Points % Complete Points Left Points Complete Project # 1 12 25% 9 3 Project # 2 8 50% 4 4 Project # 3 20 10% 18 2 Total 40 28% 31 9
- 20. “put simply, Agile is not a silver bullet” - Derwyn Harris, jamasoftware.com ANDSET FORGET… …BAD IDEA
- 21. • Keep your finger on the pulse of all things Agile. Your team needs your inspiration. • Continuous perceived and accepted failure can destroy a truly Agile culture • Get the team to benchmark how they are doing, and where they can improve (retrospectives!) SET AND FORGET … BAD IDEA
- 22. GET THE BUY-IN KEEP IT SIMPLE BUILD NATRUAL AGILE BEHAVIOURS PASSIONATE PRODUCT OWNERSHIP MIX IT UP SET AND FORGET … BAD IDEA
Editor's Notes
- Agile works, however many large-scale agile transformations are struggling and some have failed. If you’re a leader or aspiring leader of an agile team, this seminar will challenge you and provide you with some clear structure ideas and tools to ensure agile succeeds within your organisation.
- About 14 years experience in the ICT Industry. Worked for some very large organizations
- High profile failures such as the UK governments welfare reform project – Universal Credit, are so high profile and costly (estimated final cost £2.4bn) that eventually, the truth leaks and after much speculation and political pressure, – investigations are carried out. In the case of Universal Credit the National Audit Office (NAO) review of the project clearly indicated that the failure of the project was an Agile Adoption failure with work culture failures mentioned. Secondly, a failure of procurement and contracting, reinforcing the heresay and rumors. One particular problem noted was a lack of transparency and a failure of performance reporting. These are of course are one and the same thing since a failure of performance reporting is a failure of transparency on project progress.
- One study, published in 2012 by Dr.Dobbs reported that Agile had a 72% success rate, compared to a 64% success using traditional methodologies. While better, an 8% improvement is hardly a revolution. In today’s competitive business environment, we need to do better in terms of success rate. A further study, conducted by McKinsey, reported that half of IT projects with budgets of over $15 million dollars run 45% over budget and deliver 56% less functionality than predicted.
- As IT systems become an important competitive element in many industries, technology projects are getting larger, touching more parts of the organization, and posing a risk to the company if something goes wrong. Unfortunately, things often do go wrong. Our research, conducted in collaboration with the University of Oxford, suggests that half of all large IT projects—defined as those with initial price tags exceeding $15 million—massively blow their budgets. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted. Software projects run the highest risk of cost and schedule overruns1 1.For another cut of the data—one focused on all IT projects in the database (not just the large ones)—see Alexander Budzier and Bent Flyvbjerg, “Why your IT project may be riskier than you think,” Harvard Business Review, September 2011. (Exhibit 1). These findings—consistent across industries—emerged from research recently conducted on more than 5,400 IT projects2 2.IT projects are continually added to the database. This round of research is based on the more than 5,400 projects that were in the database as of June 2012. by McKinsey and the BT Centre for Major Programme Management at the University of Oxford. After comparing budgets, schedules, and predicted performance benefits with the actual costs and results, we found that these IT projects, in total, had a cost overrun of $66 billion, more than the GDP of Luxembourg. We also found that the longer a project is scheduled to last, the more likely it is that it will run over time and budget, with every additional year spent on the project increasing cost overruns by 15 percent. http://www.mckinsey.com/insights/business_technology/delivering_large-scale_it_projects_on_time_on_budget_and_on_value
- You spend a 3rd of your life at work, it’s like a marriage. You’re potentially making a life changing decision, spend the quality time understanding your future family
- High profile failures such as the UK governments welfare reform project – Universal Credit, are so high profile and costly (estimated final cost £2.4bn) that eventually, the truth leaks and after much speculation and political pressure, – investigations are carried out. In the case of Universal Credit the National Audit Office (NAO) review of the project clearly indicated that the failure of the project was an Agile Adoption failure with work culture failures mentioned. Secondly, a failure of procurement and contracting, reinforcing the hearsay and rumors. One particular problem noted was a lack of transparency and a failure of performance reporting. These are of course are one and the same thing since a failure of performance reporting is a failure of transparency on project progress.
- High profile failures such as the UK governments welfare reform project – Universal Credit, are so high profile and costly (estimated final cost £2.4bn) that eventually, the truth leaks and after much speculation and political pressure, – investigations are carried out. In the case of Universal Credit the National Audit Office (NAO) review of the project clearly indicated that the failure of the project was an Agile Adoption failure with work culture failures mentioned. Secondly, a failure of procurement and contracting, reinforcing the heresy and rumors. One particular problem noted was a lack of transparency and a failure of performance reporting. These are of course are one and the same thing since a failure of performance reporting is a failure of transparency on project progress.
- Seeing the deep understanding that you know what you are getting yourself into
- If you own a television you are likely familiar with the phrase “set it and forget it.” The catchy slogan was popularized by the legendary pitchman and inventor Ron Popeil and was used to sell the Ronco Rotisserie oven. Popeil is one of the most savvy salespeople you will ever encounter
- To view this presentation, first, turn up your volume and second, launch the self-running slide show.