Working Agile in an Ever Changing World

Working AGILE in an Ever Changing World 2015-11-05

Joakim Lindbom

Chief Technology Officer

Cees Bos

Insights & Data Lead

2 Copyright © Capgemini 2015. All Rights Reserved

Presentation Title | Date

Stuck in old ideas?



We’ll se more change the next 5 years than the previous 100 in the auto

industry.

Ian Robertson, Chairman of Rolls Royce

Chief of Sales and Marketing, BMW



Towards #ZeroDay

Now goes for attacks, but will expand



But who’s setting the pace?

The slowest component??!?



How to (not) buld for innovation



Continuous Simplification!



AGILE

A True Team Effort



Several valid motivations for wishing agile (can also be reached by other means)

Some common motivations

9

• Accelerated time-to-market – respond to client needs

• Enhanced ability to manage changes of priorities, scope and

requirements – Adapt to market requests

• More business participation – ensure alignment

• Early reduction of risks – FAIL FAST

• Improved project visibility

• Fewer co-ordination meetings

• More responsibility for teams and individuals

• Continuous delivery



What is Agile?



Agile



The Agile Alliance and Manifesto

What is the Alliance?

The Agile Alliance is a nonprofit organization with global membership, committed to

advancing Agile development principles and practices. They believe that Agile

approaches deliver higher value faster, and make the software industry more

productive, humane, and sustainable.

1

Individuals and interactions Processes and tools

Working software Documentation over

Customer collaboration Contract negotiation over

Responding to change Following a plan over

over

„That is, while there is value in the items on the right, we value the items on the left

more.“

http://www.agilealliance.org/the-alliance/the-agile-manifesto/



Agile approach

Deliver products more frequently – keeping up with higher change rate

Higher quality by frequent interaction with customer and avoiding long

timeframe from requirement to delivery

Impacts every role in the team

New framework on planning projects, managing time, cost and scope

Embracing change and managing risk

Challenges perception of certainty on projects

EM Club

d'Experts, 1© 2010 Capgemini. All



Agility changes the way a project interacts with the business

The process of agile developments requires a

extremely high degree of collaboration

Business needs to drive the processes by means of a

Product Owner who is empowered to make decisions

that stick

The focus is on solving a business issue and not on

delivering the most fancy IT system. Ongoing

business interaction/validation and prioritization of

requirements

An agile project targets at delivering working software

instead of the traditional deliverables

1



Practical implementation

Identify Separable business area’s/topics

Multi-discipinary teams around specific topics (Mortgage application,

Search Engine, etc) – Business and IT area’s

Clear end-to-end responsibility for teams

Create communities of specialiststs across teams (f.i. Data Analytics,

Product Management, etc) for guidelines, Way of working, Personal

Development, etc

Team Co-ordination within business area’s (f.i. Private Banking, etc)

Add Agile coaches to coach individuals and teams



2016 Top 10 CIO Concerns

IT and Business alignment

Security and privacy

Speed of IT Delivery and time to market

Innovation

Productivity and efficiency

IT Value proposition towards the business

IT Agility and Flexibility

IT Cost reduction and Controls

Business Agility and Flexibility

Business cost reduction and controls

7 Out of 10 can be influenced with AGILE!

Source: The Society for Information Management

polled 785 organizations to find out for its 2016 IT Trends Study



Culture (or pre-requisites…)

Agile Mindset and Capabilities

FAIL FAST

User/Business involvement

Executive Management Support &

Involvement

Ownership

1



5 year (release) plan ?

No more!



Go from

Transformation programmes

to Transformation Platforms

Changed mindset



Would you dare to cool?

or

How do you unleash enthusiasm?

#OpenSource mindset



Common Misconceptions

2

Agile is unsuited for big projects Projects successful executed

Misconception However…

Agile is unstructured

Highly disciplined teams are required

Agile does not deal with

architecture and design

Tight monitoring on architecture and design.

Embedded in the teams.

Agile is for developers only

Project management best practices needed

Agile projects easily go out of

scope

They are normally executed fixed date

Allowing for changes creates

overruns

By embracing change, keeping timelines and

prioritization overruns will be prevented

Agile projects are more difficult to

manage

Agile projects need special attention on project

management but are not more difficult to manage



Agile & Testing



Don’t plan for the unplannable!

Embrace #NoRequirements Embrace platforms Embrace OpenAPI Build on autonomous services Dare to be opportunistic Continous Simplification Complicated problems require simple solutions



Contact

Joakim Lindbom CTO | Enterprise Architect [email protected] 08-5368 3934 0708-166404 twitter: JoakimLindbom http://www.slideshare.net/JoakimLindbom http://www.linkedin.com/in/joakimlindbom

Cees Bos Insights & Data Lead Capgemini Sweden [email protected] 08-5368 4196 0725-516485



Image sources, marked as OK to use commercially

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https://c1.staticflickr.com/1/1/1118807_a751d65ba5_z.jpg?zz=1

https://upload.wikimedia.org/wikipedia/commons/4/4f/Eternal_clock.jpg

https://c1.staticflickr.com/9/8062/8189938256_2a683d2334_z.jpg

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hy_02.jpg

https://c2.staticflickr.com/6/5058/5490790304_dc3d7c2b91_z.jpg

http://www.dailymail.co.uk/tvshowbiz/article-1176568/Andrew-Sachs-thanks-Jonathan-Ross-Russell-

Brand-boosting-career.html

https://upload.wikimedia.org/wikipedia/commons/8/8b/CERN_Server.jpg

http://www.manufacturing-operations-management.com/manufacturing/2014/10/smart-manufacturing-

needs-a-real-time-integrated-enterprise.html

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https://upload.wikimedia.org/wikipedia/commons/9/99/Highway_at_night_slow_shutter_speed_photography_02.jpg





http://www.dailymail.co.uk/tvshowbiz/article-1176568/Andrew-Sachs-thanks-Jonathan-Ross-Russell-Brand-boosting-career.html






















http://www.manufacturing-operations-management.com/manufacturing/2014/10/smart-manufacturing-needs-a-real-time-integrated-enterprise.html




































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Level 1

Level 2

• Level 3

– Level 4

Master slide (not more than two lines)



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© 2015 Capgemini. All rights reserved.

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About Capgemini

With almost 180,000 people in over 40 countries,

Capgemini is one of the world's foremost providers of

consulting, technology and outsourcing services. The Group

reported 2014 global revenues of EUR 10.573 billion.

Together with its clients, Capgemini creates and delivers

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drive the results they want. A deeply multicultural

organization, Capgemini has developed its own way of

working, the Collaborative Business Experience™, and

draws on Rightshore®, its worldwide delivery model.

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Working Agile in an Ever Changing World

Technology

Transcript of Working Agile in an Ever Changing World