This document discusses concepts related to organizational agility through a series of tweets and quotes from various sources. It explores definitions of agility, the key ingredients to enabling agility, agile mindsets, principles of agile and DevOps practices like continuous delivery. Overall it provides an overview of the essential elements needed to build an agile organization, including a focus on customers, collaboration, learning and adapting to change.

1. What does organizational
agility mean to you?
#orgagility @PMIWDC

2. Salah Elleithy
The 3 Key Ingredients
To Enabling Organizational Agility
@selleithy
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3. It is not necessary to change.
Survival is not mandatory.
-E. Edwards Deming

4. Agility is the ability to
both create and
respond to change in
order to profit in a
turbulent business
environment.
- Jim Highsmith
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5. Agility is the ability of an
organization to renew itself,
adapt, change quickly, and
succeed in a rapidly changing,
ambiguous, turbulent
environment.
Aaron De Smet. McKinsey & Company
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6. Source: Forbes
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7. #orgagility @PMIWDC

8. Doing Agile
(Experiment)
Continuous
Delivery
(Focus on outcomes)
Being Agile
(Learn)
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9. Source: h6p://www.forbes.com/sites/stevedenning/2016/04/21/hbrs-embrace-of-agile/#3056d5c527fe
Steve Denning
Agile is a mindset. Agile isn’t just a
methodology to be implemented
within the exisLng management
framework. Agile is a dramaLcally
different framework for
management itself.
“The highest priority,” as the Agile
Manifesto states, “is to saLsfy the
customer.”
This is a revoluLonary declaraLon. In most
public firms today, the highest priority is
not to saLsfy the customer. The highest
priority is to maximize shareholder value as
reflected in the stock price.
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10. A mindset is an
established set of
attitudes and
habits about how
we accomplish work.
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11. - Avoid failure
- Look smart
- Stick to what I know
- Failure means lack of
talent
- Criticism is personal
- Not afraid to fail
- Exert effort to learn
- Continuous learning
- Embrace challenges
- Ask for feedback
- Criticism is about
capabilities
Fixed Growth
Inherent and static Can grow
Source: Agile Mindset. Ahmed Sidky, PhD.
Mindset. Carol Dweck. h6p://blogs.hbr.org/2012/01/the-right-mindset-for-success/
Mindset
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12. #orgagility @PMIWDC

13. #orgagility @PMIWDC

14. We are uncovering better ways
of developing software by doing it and
helping others do it. Through this work
we have come to value:
Individuals and interactions
Working software
Customer collaboration
Responding to change
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
Source: agilemanifesto.org
That is, while there is value in the items on the right, we value the items on the le: more.
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15. 15
Source: agilemanifesto.org
1. Our highest priority is
to saLsfy the customer
through early and
con;nuous delivery of
valuable so:ware.
5. Build projects around
mo;vated individuals.
Give them the
environment and
support they need, and
trust them to get the
job done.
2. Welcome changing
requirements, even late
in development. Agile
processes harness
change for the
customer’s compe;;ve
advantage.
6. The most efficient
and effecLve method of
conveying informaLon
to and within a
development team is
face-to-face
conversa;on.
3. Deliver working
so:ware frequently,
from a couple of weeks
to a couple of months,
with a preference to
the shorter Lmescale.
4. Business people and
developers work
together throughout
the project.
Agile Principles
7. Working so:ware
is the primary
measure of progress.
8. Agile processes
promote sustainable
development. The
sponsors, developers,
and users should be
able to maintain a
constant pace
indefinitely.
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16. 16
Source: agilemanifesto.org
10. Simplicity--the art
of maximizing the
amount of work not
done--is essen;al.
11. The best
architectures,
requirements, and
designs emerge from
self-organizing teams.
12. At regular intervals,
the team reflects on
how to become more
effecLve, then tunes
and adjusts its
behavior accordingly.
Agile Principles (cont.)
9. Con;nuous
aIen;on to technical
excellence and good
design enhances agility.
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17. Source: pmdoi.org
17
We are a community of project leaders that are highly successful at delivering results. To
achieve these results:
We increase return on
investment by making
con;nuous flow of
value our focus.
We deliver reliable
results by engaging
customers in frequent
interac;ons and shared
ownership.
We expect uncertainty
and manage for it
through itera;ons,
an;cipa;on, and
adapta;on.
We unleash crea;vity and
innova;on by recognizing
that individuals are the
ulLmate source of value,
and creaLng an
environment where they
can make a difference.
We boost performance
through group
accountability for results
and share responsibility for
team effecLveness.
We improve effec;veness
and reliability through
situaLonally specific
strategies, processes and
pracLces.
Declaration of Interdependence
(DOI)
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18. 18
Source:modernagile.com #orgagility @PMIWDC

19. Ten things we know to be true @Google
1. Focus on the user and all else will follow.
2. It’s best to do one thing really, really well.
3. Fast is be6er than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There’s always more informaLon out there.
8. The need for informaLon crosses all borders.
9. You can be serious without a suit.
10. Great just isn’t good enough.
19 Source: h6ps://www.google.com/about/company/philosophy/ #orgagility @PMIWDC

20. Source: playbook.cio.gov
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21. Doing Agile
(Experiment)
Continuous
Delivery
(Focus on outcomes)
Being Agile
(Learn)
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22. Novice
Advanced
Beginner
Competent
Proficient
Expert
Dreyfus Model of Skill Acquisi;on
"rigid adherence to taught rules or plans"
limited "situaLonal percepLon"
holisLc view
of situaLon
"coping with
crowdedness" (mulLple
acLviLes, accumulaLon of
informaLon)
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23. Source: wikepidia.com #orgagility @PMIWDC

24. Source: Jason Li6le. Lean Change Management #orgagility @PMIWDC

25. Source: openspaceagility.com

26. Scrum vs. Kanban (Differences)
Scrum Kanban
Timeboxed itera;ons prescribed. Timeboxed itera;ons op;onal. Event driven
instead of Lme-boxed.
Team commits to a specific amount of work
for this iteraLon.
Commitment is op;onal.
Uses Velocity as default metric for planning
and process improvement.
Uses Lead ;me as default metric for
planning and process improvement.
Cross-func;onal teams prescribed. Cross-func;onal teams op;onal. Specialist
teams allowed.
Items must be broken down so they can be
completed within 1 sprint.
No par;cular item size is prescribed.
Burndown chart prescribed. No par;cular type of diagram is prescribed.
Es;ma;on prescribed Es;ma;on op;onal
Cannot add items to ongoing itera;on. Can add new items whenever capacity is
available.
A sprint backlog is owned by one specific
team.
A kanban board may be share by mul;ple
teams or individuals.
Prescribes 3 roles (PO/SM/Team) Doesn’t prescribe any roles
A Scrum board is reset between each sprint A kanban board is persistent
Prescribes a priori;zed product backlog Priori;za;on is op;onal

27. Source: agile alliance

28. Doing Agile
(Experiment)
Continuous
Delivery
(Focus on Outcomes)
Being Agile
(Learn)

29. ConLnuous Delivery is the ability to
get changes of all types—including
new features, configuraLon changes,
bug fixes and experiments—into
producLon, or into the hands of users,
safely and quickly in a sustainable
way.
Our goal is to make deployments—
whether of a large-scale distributed
system, a complex producLon
environment, an embedded system,
or an app—predictable, rouLne affairs
that can be performed on demand.
- Jez Humble
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30. #orgagility @PMIWDC

31. Con;nuous Delivery Principles
There are five principles at the heart of conLnuous
delivery:
1. Build quality in
2. Work in small batches
3. Computers perform repeLLve tasks, people solve
problems
4. Relentlessly pursue conLnuous improvement
5. Everyone is responsible
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32. Faster delivery (cycle ;me)
To Do Doing Done
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33. BeIer quality (zero defects)
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34. Frequent deployment to produc;on
Amazon deploys every 11.6 seconds
Facebook releases to producLon
twice a day
Google releases mulLple Lmes a
week
Source: h6ps://www.thoughtworks.com/insights/blog/case-conLnuous-delivery #orgagility @PMIWDC

35. How to get started?
1. Start with what you do now
– map your work flow
2. Limit Work in Progress
(WIP)
3. Manage Flow (introduce
small and incremental
changes such as queues for
development or test work)
4. Con;nuously refine &
improve
Advanced Simple

36. Doing Agile
(Experiments)
Continuous
Delivery
(Focus on outcomes)
Being Agile
(Learn)
#orgagility @PMIWDC

37. #orgagility @PMIWDC

39. Salah Elleithy
salah@sparkagility.com
twi6er.com/@selleithy
linkedin.com/in/selleithy
#orgagility @PMIWDC