16 giugno 2014

WHO NEEDS AGILE Agile has become a bloated conceptual vortex

What do you think Agile is?

Then what is agile? Agile is the ability to adapt to changes as fast or faster than changes occur. Adapt or DIE An Adjective

 Daily Standups  Close contact with management  Face to face communication  Test Driven Development  Value Stream Mapping  Sustainable pace  Retrospectives  Pair development  …. What is all that other stuff?

A Broader Definition Change Cycle Build Cycle

 Respond to technology change  Reduce investment overhead  Respond to customer need  Drop bad business quickly  Improved predictability  Improved Quality  Try ideas quickly  Reduced Risk  Transparency  Faster Breakeven (ROI) Benefits of Agility

Management Innovation 1911-Fredick W. Taylor Scientific Management Industrial Revolution Pivot

Pivot Again 1911-Fredick W. Taylor Scientific Management Industrial Revolution Pivot

Mental Shifts

Types of Work

Part or Art Part workArt Work Predictable Assembly Focus on Conformance Low change rate Variation is bad Coordinate & Control End is CLEAR Purpose is to deliver Unpredictable Discovery Focus on Creativity High change rate Variation is good Inspect & Adapt End is Ambiguous Purpose is to discover

Part or Art Predictable Assembly Focus on Conformance Low change rate Variation is bad Coordinate & Control End is CLEAR Purpose is to deliver Unpredictable Discovery Focus on Creativity High change rate Variation is good Inspect & Adapt End is Ambiguous Purpose is to discover

Revisiting the Definition Change Cycle Build Cycle

Nested Agility Sequential I & I Sequential I & I = Iterative & Incremental

Practical Example  Shell  Engine Technology  Flight Guidance  Back of the Seat  Tires

1. Retrospectives 2. Teamwork 3. Standups 4. Servant Leadership 5. Value Stream Mapping 6. Long-Lived Teams 7. Collocation 8. Dedicated Teams 9. Pairing What can we learn from the movement?

Lessons Learned  Lessons Learned  Post Mortem  Results are  Project Specific  Team Specific  Domain Specific  Useful LL  Requirements  Communication  Resources (people) DON’T WORK

Retrospective  Frequent  Whole Team  Must be interesting  Project Specific  Team Specific  Domain Specific

Retro Process Set the Stage 1 Collect Data 2 Generate Insights 3 Decide What to do 4 Close 5

Open Q&A

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Joseph Flahiff, CEO  PMI-Agile Community of Practice Engagement Lead  Lean|Agile Coaching - Training - Consulting  Certified Provider of  Scaled Agile Framework (SAFe)  How NASA Builds Teams   Thank you