'My Case for Agile Methods & Tranformation' : Presented by Saikat Das
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Transcript of 'My Case for Agile Methods & Tranformation' : Presented by Saikat Das
Welcome!
AgendaMy High Level Agile Learnings
What guides Agile Transformation
Need for Culture
Challenges of Today
Transformation Strategies
Five Essential Steps of an Agile Transformation Journey
Questions
Engineering Practices to further Transformation
My High Level Agile Learnings
Predictive vs. Adaptive Planning
Predictive(Plan Driven)
Adaptive(Value Driven)
Fixed: Requirements Cost Schedule
Variable: Cost Schedule Scope
Quality is fixed!
– Its Adjective
Not Just Output
Show Contextual Leadership
Be Safe Do Incrementally
Basics Of Team Synergy is must
Don’t Be A Compete Agile Purist Or Zealot
You Ain’t Gonna Get Technical Improvement At All
Don’t Over Do Or Under Kill
– Ahead Of Everything Else
– Adaptive and Resilient mindset
– Avoid Silos And Heroism
– Practice Joint Decision Making
– Hands On and Embedded
– Continuous & Incremental Transformation
Agile adoption Agile Transformation ??
• Agile Adoption
• Agile Transformation
Agile Adoption Agile Transformation1. Daily Stand-up.2. Stories3. Story Grooming4. Sprint Retrospective
1. Flatter Structures2. DevOps Mentality.3. XP, CI/CD.4. Next steps from Sprint Retrospective Actioned upon….
Barriers to Agile
Common Missteps to FastTrack Agile Transformation
• Forklifting best practices
• Underestimating the need for an “Agile culture” -
• Ill-structured program governance
Common Missteps to FastTrack Agile Transformation
• Misaligned prioritization
rigid budgeting process
• No investment
What guides Agile Transformation
Commonality and Interoperability in Agile and Lean
–Improve service quality to eliminate customer impacting-incidents.
–Improve delivery predictability to drive stakeholder satisfaction.
–Improve ability to complete cost-saving initiatives.
–Reduce response time of to emerging business needs.
–Build organizational health & capability to evolve alongside the business.
–Reduce disruption of reallocating Investments between initiatives.
–Leverage employee engagement to improve overall results.
–Systemically reduce risk to establish compliance and confidence
© 2015 CA.WORLD
Agile and Lean Transformation Execution - Four Spheres of Influence
Defining Customer-Centricity
Need for Culture
Schneider Culture Model
Schneider Culture Model – Agile Compatibility
Team Discovery
Team Transformation Journey
Challenges of Today
“We need to deliver
more value driven
services”
“We need to offer
faster and more
responsive services”
“We need to reduce
our costs and
become more
efficient”
$
Incremental Development
Iterative Development
Scrum
eXtreme Programming
Kanban
Lean Software Development
Continuous Delivery
DevOps
Lean StartupFeature Driven Development
Home-brewed Small “a” agile Big “A” Agile Methods Leading Edge Agile
The agile ecosystem is diverse and complicated
What do each of
these really mean
to my
organization?
Imp
ac
t o
f C
ha
ng
e Medium
Low
Low
High
Medium
Medium
High
High
High
Process
People
Technology
Your agile isn’t my agile… the adoption of agile is uneven and inconsistent across IT organizations
The road to success? Take a different approach to agile change
• Being agile is about delivering greater business value and not just the process
• Your context matters, there is no one “right” approach to agile adoption
• The organization needs to own and define what agile means to them
X = agile method (Scrum, XP, Kanban, SAFE, DAD etc.)
X = Agile
Transformation Strategies
In your agile transformation you will spend much more effort addressing
people-oriented (being agile) issues than you will either of process (doing agile)
or tooling (supporting agile) issues.
Think of it like this: these three factors are effectively the legs of a stool, if you
don’t address all three then your agile transformation will fall over.
- March 21, 2016 by Scott Ambler.
(being agile) = BA; (doing agile) = DA; (supporting agile) = SA
(BA+, DA-, SA-)
(BA-, DA+, SA-)
(BA-, DA-, SA+)
(BA+, DA+, SA-)
(BA-, DA+, SA+)
(BA+, DA-, SA+)
Five Essential Steps of an Agile Transformation Journey
Opportunity Identification
Funding Decision
Plan and Sequence
Analysis
Design and Implement
Validate
Deploy
Business Implementation
Benefit Realization
Product lifecycle management (PLM) --
information management system that can
integrate data, processes, business systems
and, ultimately, people in an extended
enterprise.Sustainable
Shortest Lead Time
© 2015 CA.WORLD
Opportunity Identification
Funding Decision
Plan and Sequence
Analysis
Design and Implement
Validate
Deploy
Business Implementation
Benefit Realization
Step 1: Enterprise Scaling Agile and Lean Thinking
Stabilize Execution
Sustainable Shortest Lead
Time
© 2015 CA.WORLD
Opportunity Identification
Funding Decision
Plan and Sequence
Analysis
Design and Implement
Validate
Deploy
Business Implementation
Benefit Realization
Step 2: Agile Planning, Work Sequence and Devops
Delivery Agility
Sustainable Shortest Lead
Time
© 2015 CA.WORLD
Opportunity Identification
Funding Decision
Plan and Sequence
Analysis
Design and Implement
Validate
Deploy
Business Implementation
Benefit Realization
Step 3: Portfolio Agility
Extend Value Streams
Sustainable Shortest Lead
Time
© 2015 CA.WORLD
Opportunity Identification
Funding Decision
Plan and Sequence
Analysis
Design and ImplementValidate
Deploy
Business Implementation
Benefit Realization
Step 4: Full Value Stream Agility
Instill Relentless Improvement
Sustainable Shortest Lead
Time
Step 5: Sense and Respond to Change
Pursue Business Agility
Dynamic Reallocation of Capacity Across Value Streams
Engineering Practices to further Transformations
Questions??
Thank you
Linkedin - https://in.linkedin.com/in/saikatdas16
Twitter - @dsaikats
