'My Case for Agile Methods & Tranformation' : Presented by Saikat Das
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This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects. Competency models for the team and how to choose specific practices against the model. He describes what has worked for him and why, and he describes what hasn’t worked and why. Highlights: A different Approach to look into Agile practices and Transformation. The difference between Agile Adoption and Agile Transformation. The real goal of Agile change initiatives. Adapting Practices in Agile.
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'My Case for Agile Methods & Tranformation' : Presented by Saikat Das
- 2. Welcome!
- 3. Agenda My High Level Agile Learnings What guides AgileTransformation Need for Culture Challenges ofToday Transformation Strategies Five Essential Steps of anAgileTransformation Journey Questions Engineering Practices to furtherTransformation
- 5. My High LevelAgile Learnings
- 6. Predictive vs. Adaptive Planning Predictive (Plan Driven) Adaptive (Value Driven) Fixed: Requirements Cost Schedule Variable: Cost Schedule Scope Quality is fixed!
- 7. – Its Adjective Not Just Output Show Contextual Leadership Be Safe Do Incrementally Basics Of Team Synergy is must Don’t Be A Compete Agile Purist Or Zealot You Ain’t Gonna Get Technical Improvement At All
- 8. Don’t Over Do Or Under Kill – Ahead Of Everything Else – Adaptive and Resilient mindset – Avoid Silos And Heroism – Practice Joint Decision Making – Hands On and Embedded – Continuous & IncrementalTransformation
- 9. Agile adoption Agile Transformation ?? • Agile Adoption • AgileTransformation Agile Adoption AgileTransformation 1. Daily Stand-up. 2. Stories 3. Story Grooming 4. Sprint Retrospective 1. Flatter Structures 2. DevOps Mentality. 3. XP, CI/CD. 4. Next steps from Sprint RetrospectiveActioned upon….
- 11. Common Missteps to FastTrack AgileTransformation • Forklifting best practices • Underestimating the need for an “Agile culture” - • Ill-structured program governance
- 12. Common Missteps to FastTrack AgileTransformation • Misaligned prioritization rigid budgeting process • No investment
- 14. Commonality and Interoperability in Agile and Lean
- 15. –Improve service quality to eliminate customer impacting-incidents. –Improve delivery predictability to drive stakeholder satisfaction. –Improve ability to complete cost-saving initiatives. –Reduce response time of to emerging business needs. –Build organizational health & capability to evolve alongside the business. –Reduce disruption of reallocating Investments between initiatives. –Leverage employee engagement to improve overall results. –Systemically reduce risk to establish compliance and confidence © 2015 CA.WORLD
- 16. Agile and LeanTransformation Execution - Four Spheres of Influence
- 18. Need for Culture
- 23. Schneider Culture Model – Agile Compatibility
- 27. Team Discovery
- 30. “We need to deliver more value driven services” “We need to offer faster and more responsive services” “We need to reduce our costs and become more efficient” $
- 31. Incremental Development Iterative Development Scrum eXtreme Programming Kanban Lean Software Development Continuous Delivery DevOps Lean StartupFeature Driven Development Home-brewed Small “a” agile Big “A” Agile Methods Leading Edge Agile The agile ecosystem is diverse and complicated What do each of these really mean to my organization? ImpactofChange Medium Low Low High Medium Medium High High High Process People Technology Your agile isn’t my agile… the adoption of agile is uneven and inconsistent across IT organizations
- 32. The road to success?Take a different approach to agile change • Being agile is about delivering greater business value and not just the process • Your context matters, there is no one “right” approach to agile adoption • The organization needs to own and define what agile means to them X = agile method (Scrum, XP, Kanban, SAFE, DAD etc.) X = Agile
- 33. Transformation Strategies In your agile transformation you will spend much more effort addressing people-oriented (being agile) issues than you will either of process (doing agile) or tooling (supporting agile) issues. Think of it like this: these three factors are effectively the legs of a stool, if you don’t address all three then your agile transformation will fall over. - March 21, 2016 by Scott Ambler. (being agile) = BA; (doing agile) = DA; (supporting agile) = SA
- 34. (BA+, DA-, SA-) (BA-, DA+, SA-)
- 35. (BA-, DA-, SA+) (BA+, DA+, SA-)
- 36. (BA-, DA+, SA+) (BA+, DA-, SA+)
- 38. Five Essential Steps of an Agile Transformation Journey
- 39. Opportunity Identification Funding Decision Plan and Sequence Analysis Design and Implement Validate Deploy Business Implementation Benefit Realization Product lifecycle management (PLM) -- information management system that can integrate data, processes, business systems and, ultimately, people in an extended enterprise. Sustainable Shortest Lead Time
- 40. © 2015 CA.WORLD Opportunity Identification Funding Decision Plan and Sequence Analysis Design and Implement Validate Deploy Business Implementation Benefit Realization Step 1: Enterprise Scaling Agile and LeanThinking Stabilize Execution Sustainable Shortest Lead Time
- 41. © 2015 CA.WORLD Opportunity Identification Funding Decision Plan and Sequence Analysis Design and Implement Validate Deploy Business Implementation Benefit Realization Step 2: Agile Planning,Work Sequence and Devops Delivery Agility Sustainable Shortest Lead Time
- 42. © 2015 CA.WORLD Opportunity Identification Funding Decision Plan and Sequence Analysis Design and Implement Validate Deploy Business Implementation Benefit Realization Step 3: Portfolio Agility ExtendValue Streams Sustainable Shortest Lead Time
- 43. © 2015 CA.WORLD Opportunity Identification Funding Decision Plan and Sequence Analysis Design and ImplementValidate Deploy Business Implementation Benefit Realization Step 4: FullValue Stream Agility Instill Relentless Improvement Sustainable Shortest Lead Time
- 44. Step 5: Sense and Respond to Change Pursue Business Agility Dynamic Reallocation of Capacity AcrossValue Streams
- 45. Engineering Practices to further Transformations
- 49. Questions??
- 50. Thank you Linkedin - https://in.linkedin.com/in/saikatdas16 Twitter - @dsaikats