Agile Adoptions that Work and Last - Jose Casal - BCS Agile Methods SG
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Transcript of Agile Adoptions that Work and Last - Jose Casal - BCS Agile Methods SG
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Agile Adoptions that Work… …and Last
Why, How and What
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WHY DO WE
ADOPT AGILE?
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Organisational Waterfalls
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ANALYSE
DESIGN
BUILD
TEST
DEPLOY
ARCHITECTS
ANALYSTS
DEVELOPERS
TESTERS
OPERATIONS
COMPONENT TEAMS
CRO
SS-F
UN
CT
ION
AL
TEA
MS
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Pass the Bucket
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http://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/
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Process Complexity Diagram
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Simple
Complex
Close to Agreement
Far from Agreement
Req
uire
me
nts
Close to Certainty
Far from Certainty
Technology
Chaos
“The Stacey Matrix”. Prof Ralph Stacey.
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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
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DO YOU HAVE A COMPELLING
VISION FOR CHANGE?
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POSSIBLE BENEFITS OF AGILE
1. REDUCED TIME-TO-MARKET
2. INCREASED QUALITY 3. REDUCED WASTE
4. BETTER PREDICTABILITY 5. BETTER MORALE
“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007
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HOW DO WE
ADOPT AGILE?
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Change is not Easy
11 The Satir Change Model. http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png
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A BEGINNER WHO HAS LEARNED A NEW LANGUAGE ALWAYS TRANSLATES IT BACK
INTO ITS MOTHER TONGUE
KARL MARX
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DO YOU HAVE AN AGILE
CHANGE PROGRAMME?
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WHAT IS THE MOST
DIFFICULT THING TO CHANGE
IN YOUR ORGANISATION?
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Personal Change is Hard
16 http://it.toolbox.com/blogs/agile-pm/agile-adoption-across-the-organization-31698
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ESSENTIAL TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE
COLLECTIVE JOURNEY EXPERIENCED COACHING
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EVOLUTION OVER REVOLUTION
PEOPLE DON'T RESIST CHANGE. THEY RESIST BEING CHANGED.
PETER SENGE
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Distance, Resistance & Fragility
19 Water-Scrum-Fall. Forrester Report
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NOT AN ADOPTION, BUT A DEEP
TRANSFORMATION
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LEAN KANBAN APPROACH TO CHANGE
START WITH WHAT WE DO NOW AGREE TO PURSUE INCREMENTAL CHANGE INITIALLY RESPECT ALL CURRENT ROLES ENCOURAGE ACTS OF LEADERSHIP AT ALL LEVELS
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START FROM WHERE YOU ARE
NOW
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PEOPLE & CULTURE
CHANGE COMES FROM THE PEOPLE. THEIR BEHAVIOURS FORM THE CULTURE.
CHANGE NEEDS TO BE PEOPLE-CENTRIC.
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Business Cultures
25 “The Reengineering Alternative”. William Schneider
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Agile-Friendly Cultures
26 “The Reengineering Alternative”. William Schneider
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The Journey Towards Agility
27 “The Reengineering Alternative”. William Schneider
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The Vehicle for Cultural Change
28 “The Reengineering Alternative”. William Schneider
KANBAN
KA
NB
AN
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WHAT DO WE USE TO
TRANSFORM TO AGILE?
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USE FRAMEWORKS, TECHNIQUES &
PRACTICES THAT SUIT YOUR
CONTEXT
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BEWARE THE SCRUMDAMENTALIST
(...AND EVERY OTHER PROCESS FUNDAMENTALIST)
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DO NOT JUST ADOPT THE PRACTICES,
TRANSFORM EVERYTHING
ONE SMALL STEP AT A TIME
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ESSENTIAL DELIVERY ENABLERS
UNCOMPROMISING QUALITY
PRODUCT MANAGEMENT ROBUST TESTING
SOFTWARE CRAFTSMANSHIP
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ESSENTIAL TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE
COLLECTIVE JOURNEY EXPERIENCED COACHING
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radtac.co.uk & agile.bcs.org @jose_casal @radtacltd @bcs_agile
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