This document discusses how to introduce Agile practices into non-Agile organizations. It emphasizes that change takes time and must be an evolutionary process rather than a revolution. Key steps include starting with current practices, pursuing gradual change, respecting existing roles, and encouraging leadership at all levels. Above all, change programs must attend to people's needs to be successful. Introducing Agile requires enabling transformation through evolution not revolution, focusing on people and culture, making it a collective journey, and providing experienced coaching.

1. Using Agile
in non-Agile Organisations
Jose Casal

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@jose_casal
@bcs_agile
!
jose.casal@bcs.org

3. What is an organisation?
3
Image Source: Radtac - bit.ly/AgileOrgs2013

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DRUCKER CHALLENGE:
50x PRODUCTIVITY
INCREASE IN
KNOWLEDGE INDUSTRY
IN THE 21ST CENTURY
Further Info: Peter F. Drucker - http://en.wikipedia.org/wiki/Peter_Drucker

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THE BASELINE

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THE “MODEL T” PHASE
!
BLOATED PRODUCTS
PRODUCED BY
INEFFECTIVE ORGANISATIONS

7. Wasteful Products
7
Image Source: Radtac - bit.ly/1pZBqLc
Further Info: Standish Group Chaos Report (2002)

8. Ineffective organisations
8
Image Source: Lean Kanban University
Test
Ready
F
H E
C A
I
G
D
Customer Lead Time
Waiting Waiting WaitingWorking
Ideas
Dev
Ready
Ongoing
Development Testing
Done
UAT
Delivery
Ready
Working WaitingWorking

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1% - 5%
TYPICAL
EFFICIENCY
Further Info: Zsolt Fabok, Lean Agile Scotland, Sep 2012 & Hakan Forss, Lean Kanban France, Oct 2013

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DISTANCE
WAITING
HANDOVER
TASK-SWITCHING
HIGH UTILISATION
DEFECTS

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Image Source: http://bit.ly/TRjs2V

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INDIVIDUALS & INTERACTIONS
OVER PROCESSES AND TOOLS
!
WORKING SOFTWARE
OVER COMPREHENSIVE DOCUMENTATION
!
CUSTOMER COLLABORATION
OVER CONTRACT NEGOTIATION
!
RESPONDING TO CHANGE
OVER FOLLOWING A PLAN
Further Info: The Agile Manifesto - agilemanifesto.org

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!
!
!
!
BEWARE THE
SCRUMDAMENTALIST
(...AND EVERY OTHER PROCESS FUNDAMENTALIST)

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Further Info: Standish Group Chaos Report (2002) and Cutter Consortium (2007)
Image Source: Radtac - bit.ly/1pZBqLc

15. What is an organisation?
15
Image Source: Radtac - bit.ly/AgileOrgs2013

16. The traditional organisation
16
Image Source: Radtac - bit.ly/AgileOrgs2013

17. Let’s go Agile!
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Further Info: ‘Water-Scrum-Fall’. Forrester Reports - http://www.sdtimes.com/content/article.aspx?ArticleID=36195
Image Source: Radtac - bit.ly/AgileOrgs2013

18. Change is not easy
18
Image Source: http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png

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80%
OF CHANGE
PROGRAMMES
FAIL

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Further Info: ‘Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf,
Image Source: Radtac - bit.ly/1pZBqLc

21. Business Cultures
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Further Info: “The Reengineering Alternative”. William Schneider

22. Agile-Friendly Cultures
22
Further Info: “An Agile Adoption and Transformation Survival Guide” - Michael Sahota

23. The Journey Towards Agility
23

24. Introducing Agile
24
Image Source: Radtac - bit.ly/AgileOrgs2013

25. Change takes time
25
Image Source: Radtac - bit.ly/AgileOrgs2013

26. Evolution, not revolution
26
Image Source: it-agile.de (Viva La Evolución)

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APPROACH TO CHANGE
!
START WITH WHAT WE DO NOW
AGREE TO PURSUE EVOLUTIONARY CHANGE
INITIALLY RESPECT ALL CURRENT ROLES
ENCOURAGE ACTS OF LEADERSHIP AT ALL LEVELS
Further Info: ‘Kanban. Successful Evolutionary Change for your Technology Business’. David J. Anderson (2010)

28. How about outsourcing?
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Image Source: Radtac - bit.ly/AgileOrgs2013

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ABOVE ALL,
ATTEND TO
PEOPLE’S NEEDS
Further Info: ‘The Anti-Matter Principle’. Bob Marshal - flowchainsensei.wordpress.com/category/antimatter-principle/

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ESSENTIAL
TRANSFORMATION
ENABLERS
!
EVOLUTION, NOT REVOLUTION
PEOPLE & CULTURE
COLLECTIVE JOURNEY
EXPERIENCED COACHING

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Further Info: youtube.com/playlist?list=PLVsUnwOzPqiRZ2cnrzfKFnDEDTqL3pr5-

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THANK YOU
!
linkedin.com/in/jcasal/
jose.casal@bcs.org
!
!
LEAN AGILE SCOTLAND - 11 & 12 Sep 2014
LEAN KANBAN UK - 3 & 4 Nov 2014
LONDON LEAN KANBAN DAY - 20 Apr 2015