[AUDIO] Agile Adoptions that Work...and Last - Jose Casal - BCS Agile Methods SG
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This document discusses why and how organizations adopt agile practices and ensure successful transformations. It explores how adopting agile can provide benefits like reduced time-to-market and increased quality. However, change is difficult and cultural transformations require an evolutionary approach starting from the current process. Frameworks and techniques must suit the specific context, and quality, product management, and testing are essential for sustainable agile adoption. Coaching and a collective journey are needed to evolve business cultures and processes towards agility.
[AUDIO] Agile Adoptions that Work...and Last - Jose Casal - BCS Agile Methods SG
- 1. Agile Adoptions that Work… …and Last Why, How and What 1
- 2. WHY DO WE ADOPT AGILE? 2
- 3. Process Complexity Diagram Far from Agreement Chaos Requirements Complex Close to Agreement Simple Close to Technology Far from Certainty Certainty “The Stacey Matrix”. Prof Ralph Stacey. 3
- 4. Organisational Waterfalls ANALYSE ANALYSTS DESIGN ARCHITECTS FEATURE BUILD DEVELOPERS COMPONENT TEST TESTERS DEPLOY OPERATIONS 4
- 6. 6
- 7. INDIVIDUALS & INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN 7
- 8. DO YOU HAVE A COMPELLING VISION FOR AGILE? 8
- 9. POSSIBLE BENEFITS OF AGILE 1. REDUCED TIME-TO-MARKET 2. INCREASED QUALITY 3. REDUCED WASTE 4. BETTER PREDICTABILITY 5. BETTER MORALE 9 “The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007
- 10. HOW DO WE ADOPT AGILE? 10
- 11. WHAT IS THE MOST DIFFICULT THING TO CHANGE IN YOUR ORGANISATION? 11
- 12. Change is not Easy http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png 12
- 13. DO YOU HAVE AN AGILE CHANGE PROGRAMME? 13
- 14. 14
- 15. ESSENTIAL TRANSFORMATION ENABLERS EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 15
- 16. START FROM WHERE YOU ARE NOW 16
- 17. Traditional Approach Agile Approach Quality - A known risk to be actively managed Quality of the solution agreed and fixed 17
- 18. Concept-to-Cash Business Flow IDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 18
- 19. The Agile Anomaly IDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 19
- 20. The Agile Anomaly IDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 20
- 21. 21
- 22. Distance, Resistance & Fragility Water-Scrum-Fall. Forrester Report 22
- 23. NOT AN ADOPTION, BUT A DEEP TRANSFORMATION 24
- 24. PEOPLE & CULTURE 25
- 25. Business Culture “The Reengineering Alternative”. William Schneider 26
- 26. Agile-Friendly Cultures “The Reengineering Alternative”. William Schneider 27
- 27. The Journey Towards Agility “The Reengineering Alternative”. William Schneider 28
- 28. The Vehicle for Cultural Change KANBAN KANBAN “The Reengineering Alternative”. William Schneider 29
- 29. 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 32
- 30. WHAT DO WE USE TO TRANSFORM TO AGILE? 33
- 31. USE FRAMEWORKS, TECHNIQUES & PRACTICES THAT SUIT YOUR CONTEXT 34
- 32. BEWARE THE SCRUMDAMENTALIST (...AND EVERY OTHER PROCESS FUNDAMENTALIST) 35
- 33. DO NOT JUST ADOPT THE PRACTICES, TRANSFORM EVERYTHING ONE SMALL STEP AT A TIME 36
- 34. ESSENTIAL DELIVERY ENABLERS UNCOMPROMISING QUALITY PRODUCT MANAGEMENT ROBUST TESTING SOFTWARE CRAFTSMANSHIP 37
- 35. ESSENTIAL TRANSFORMATION ENABLERS EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 38
- 37. Lean & Agile Training Book via radtac.co.uk/courses Promo code „BCS15‟ Certified Scrum Master (CSM) •11 – 12 Mar. Edinburgh •13 – 14 May. Manchester •TBC. Newcastle APMG Agile Project Management •TBC. Newcastle LKU-Accredited Kanban Practitioner •13 – 14 May. Manchester •TBC. Newcastle 40
Editor's Notes
- #2: ANY AGILE…TRAINERS?COACHES?PRACTITIONERS?DOUBTERS?HATERS?USING AGILE OUTSIDE IT?USING AGILE IN A TEAM AND LOVING IT?USING AGILE AND STRUGGLING TO SEE THE POINT OR MAKING IT WORK?TRIED IT AND IT DID NOT WORK?