The document discusses key principles of an Agile vision and body, including:
- The brain of Agile focuses on leadership, self-organization, and developing an Agile mindset.
- The heart emphasizes using short time boxes for iterations, releases, meetings and other activities.
- The legs represent running lean by using minimum viable products, pivoting when needed, and eliminating waste.
- The senses refer to the importance of measuring to improve.
- The family represents scaling Agile through teams using Agile release trains.
- Protection involves managing risks through practices like estimation, complexity analysis, and change management.
How cynefin model improves lean implementationPierre E. NEIS
Implementing Lean is a journey witch encourters several pitfalls related to changing paradigms.
Lean aim is linking the Product to the Market and change your structure as a production system. But this is not all what lean provides.
Organisations are a living system with a purpose built on people, processes and tools. The big picture always looks amazing and since the beginning blockings are emerging and question rises up: why is the process not applied? What about predictability? How can I engage the stakeholders? Why are people lost?
The Cynefin model, designed for cognitive people interactions highlight those blockings and help to design a way out.
This presentation will show you an example of a Lean Implementation
How cynefin model improves lean implementationPierre E. NEIS
Implementing Lean is a journey witch encourters several pitfalls related to changing paradigms.
Lean aim is linking the Product to the Market and change your structure as a production system. But this is not all what lean provides.
Organisations are a living system with a purpose built on people, processes and tools. The big picture always looks amazing and since the beginning blockings are emerging and question rises up: why is the process not applied? What about predictability? How can I engage the stakeholders? Why are people lost?
The Cynefin model, designed for cognitive people interactions highlight those blockings and help to design a way out.
This presentation will show you an example of a Lean Implementation
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
The Empowering Agile Teams Presentation has been presented at numerous Agile Conferences and has been VERY well received. Many teams get frustrated due to the lack of understanding of what they are expected to deliver vs what has been perceived. Gone are the days of opacity. Teams are better equipped to handle the day to day workload and are less fearful of commitment in an environment where healthy team relationships are valued.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
The Empowering Agile Teams Presentation has been presented at numerous Agile Conferences and has been VERY well received. Many teams get frustrated due to the lack of understanding of what they are expected to deliver vs what has been perceived. Gone are the days of opacity. Teams are better equipped to handle the day to day workload and are less fearful of commitment in an environment where healthy team relationships are valued.
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
ITSM Academy Webinar - Lead Success, Don't Manage Failure!ITSM Academy, Inc.
Carlos Casanova, K2 Solutions Group, Inc., Solutions Architect and President
The virtues of successful executives are those that express confidence, trust, stability and leadership; and this don't come with just having the title. Embarking on the Service Management path requires executives to be fully committed to the cultural transformation they are asking of their organization. They must be active participants in changes that transform the organizational culture not just the organizational chart.
The itSMF Higher Education SIG invites you to attend an online presentation by John Borwick, Manager at Higher Education IT Management, LLC, discussing how to build an organizational capability with practical considerations, and stay energized as the change agent.
How do you cope, and excel, when you know how your IT department needs to evolve but no one else seems to understand? The process of introducing an organization to a new way of doing things can be very frustrating and uncomfortable.
This presentation is a pragmatic complement to improvement frameworks such as the ITIL CSI model and John Kotter’s 8-step change model. This webinar focuses on what it’s like to be the person pushing for change, and how to build short-term wins, “anticipated pains,” and feedback loops to successfully “ride the maturity model wave” from one level to the next.
Speaker Biography: John Borwick has worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012, where he was a systems administrator, team lead, assistant director for data delivery, associate director for continual service improvement, director of service management, and finally director of the portfolio management office (including service management and project management).
Using lean startup model to foster Agile adoption in multinational organizationsAngel Diaz-Maroto
In this session I’m showing a model that multinational organizations can use to foster the adoption of agile. This model is based on lean startup, understandig Agile initiatives from different countries as startups, it uses the validated learning cycles of every organization to create a validated learning knowledge base with the performed experiments of agile practices. This “”validated learning knowledge base”" is co-created by the members of the internal international Agile community.
2. The Agile Body
The Brain:
Agile Leadership, Self Organization and
personal agile mindset
The Heart: Short Time Box in everything
The Legs: Running Lean, use MVPs and
have alternatives(pivot)
The Senses: you cannot improve if you do
not measure
The Family: Scaling Agile in teams using
Agile Release Trains
A Protector: Risk Management
3. Agile Leadership
Did you miss opportunities?
Do the Do the
Agile
right thing
Leadership thing right
Do it
Is this low quality? fast
Is this too expensive?
Anyone use/likes it?
Is this a quick ….crap?
Is this high quality quick …crap?
4. Self Org & Delegation
Chaos Complexity Order
Anarchy Governance
D
Good intentions What we delegate:
are not an excuse Inquire Authority or Tasks
for incompetence ! ?
Advice
Agree
Consult
Sell
Tell
See: “Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn))”
5. Agile mindset
Agile Adoption or Agile Transformation ?
- Agile Principles – please re read them
- An Agile Adoption and Transformation Survival Guide
Do we react to things, or move things ?
Two traps during OUR transformation
- Personal: get to know me better (SWOT, priorities,…)
- Team: Vulnerability at the middle of the road
Video summary: http://www.youtube.com/watch?v=tqjKyyP_kT
6. Short time box
Iterations
Releases
Meetings
…
…
…
Time box & Creativity
Remember the PM triangle of Scope/Time/Cost
7. Running Lean
See: “Lean Software Development: An Agile Toolkit”
• Is this valuable ? (for customer, …),
Eliminate Waste Am I efficient with resources ?
7 Key Principles of Lean
Software Development
Build Quality In • Do you learn (Inspect& Adapt) enough ?
• Do you have habits or processes to store and
Create Knowledge spread the knowledge?
• Delay decisions until assumptions become
Defer Commitment facts
Deliver Fast • Quicker delivery of results and fast feedback
• Perceived and Conceptual Integrity of the
Build integrity in system, easy refactoring, CI/CD
• See everything as a whole not as a sum of its
Optimize the Whole parts
Video summary: http://www.youtube.com/watch?v=t3kKechcwYM
8. Use MVPs and Pivots
Running Lean: iterations from Plan A to a plan that
works, before running out of resources
- speed, learning and focus
- continuous testing and measuring if your vision is still OK
- make sure the team/your colleagues are engaged
- discipline and rigor / focus
Lean Startup: use smaller and faster iterations to test your
vision
Run experiments
MVP is not a product, but a strategy
see also: http://radoff.com/blog/2010/05/04/minimum-viable-product-rant/
9. Measure and Observe
1. Metrics
2. Some metrics I found relevant
personal efficiency / productivity
team agility : running tested features