The document discusses how agile can help organizations adapt to changes in the digital era by being more responsive. It notes that traditional causes of over budget and delayed projects include lack of communication, discipline, efficiency, and focus on business value. The document proposes an interaction concept for implementing agile that focuses on creating regular interactions with stakeholders, developing with discipline and rituals, focusing efforts, removing redundant work, and changing outdated paradigms. Coaches are identified as a key success factor for helping organizations transition to this integrated agile approach.

2. Agile as a metabolism
The complexity in the simplicity of Agile
HOTEL EUROPE, October 21st

3. FACTS
• NOT what the business needs
• A lot of hindering errors
• Development over budget
• Development over time
CAUSES
• Business needs = communication
• A lot of hindering errors = discipline
• Development runs over budget = efficiency
• Development of the solution over time = business value
THE HERE AND NOW
• Digital era = transformation in process or in to be started
• Agile = facilitates digital transformation
• Agile = needed to be responsive in the digital world
• Agile = has to be an integrated corporate approach

4. SHORTER TIME TO
MARKET
TECHNOLOGY
& INNOVATION
SHORTER PRODUCT LIFE
CYCLE
GLOBALIZATION
& COMPETITION

5. We need it

6. EXPLOREwhile developing
YOU NEED IT

7. BRIDGE THE GAPend-to-end
FOR EFFICIENCY

8. THE INTERACTION CONCEPT

9. CREATE INTERACTION WITH
THE RIGHT PEOPLE
Content with all stakeholders
For validation & verification
Progress with Solution development team
to inform and to solve
Estimation with all producing
To become predictable

10. CREATE QUALITY BY DISCIPLINE
• Rituals
• DoD
• Respecting WIP limits

11. CREATE VALUE THROUGH FOCUS
• Want vs. needs
• Limited WIP
• Deliver frequently

12. CREATE EFFICIENCY BY
TAKING OUT REDUNDANT
WORK
• Documentation
• Maximising work not done

13. AN INTERACTION CONCEPT
• Stay in touch
• Transparancy is the carrier
• Technique is the facilitator
• Replace paradigms for a new metabolism
• Technology can make you excel

14. SOME PARADIGMS
• Documentation vs MS-Word
• Reporting format vs old paterns
• Regular job evaluation
• Identity crisi
• Individual task vs team responsibility
• Requirements thinking vs objectives
• Maximising work not done vs silo’s
• Limiting WIP vs “it’s important”
• “It’s a must”
• Integrated testing vs. silo’s
• Directing people vs trust
• “You know what I want”

15. To make sure you have the right starting point
To make sure you have a foundation for choices
To be able to test if we do the right thing
THIS IS A PRE-CONDITION
SMART OBJECTIVES

16. Daily’s
The platform for:
• Move from individual to team
• Know where we are in the process
• Make hindering factors surface
FOR EFFICIENCY

17. Heart beats
Facilitated sessions, focus on the content of the solution
For iterative, validation & verification
For acceptance, ROI
Creates speed, productivity and quality
Creates consenus, ownership (acceptance) and overview
The platform for:
• Decision making
• Estimations
• MoSCoW
• Reviewing
• Demo
• etc.
NO EXCUSES

18. Integrated testing
IT IS NOT A MINI WATERFALL

19. XP practices
CREATE SHARED SOLUTION KNOWLEDGE

20. PRIORITISEQUANTIFY VALUE

21. INTEGRATED AGILE
TO TRACK DEPENDENCIES

22. (DE-) SELECT
A TEAM IS LIKE A BUCKET

23. LIMIT WIP
STOP STARTING, START FINISHING

24. www.integratedagile.com

25. Key success factor: coaches
Management coach Organization coach
Team coach Development coach
40% Agile experts
60% Behavior scientist

26. Q &
• Wemanity
• The Agile Driving Force
• arie@wemanity.com
• www.integratedagile.com
• www.wemanity.com
• #arievanbennekum

27. THANK YOU!