Teams & Sticky Notes over Enterprise Agility

Many organisations adopt various agile practices, processes and methods. The question remains however, why and what are they trying to gain from it?

Agile practices are extremely popular in the IT departments of organisations and adoption rates are high within the development teams of organisations.

Does this IT obsession with Business on the fringes deliver the true organisational agility as expected or do many agile adoptions end up with agile practices on a team level only with limited organisational agility gained?

Transcript

1. teams  &  s(cky  notes   over  enterprise  agility  
2. Arrie  van  der  Dussen   Director  –  EOH  Kaizania  Academies   18  years  experience  in  IT,  Project  Management  and   Innova(on   Co-­‐founder  of  Kaizania  and  Kaizania  Academies    
3. why  change?  
4. Source:   Ian  Morris   Why  the  West  Rules  –  For  Now   Humani3es  capability   in  terms  of:     •  Energy  Capture   •  Organiza(on   •  Informa(on   Technology   •  Weaponry  
6. why  innovate?  
8. Constant REVOLUTION requires Constant ADAPTATION
9. your   products  &  services  &  processes   will  change  ever  faster   and  it  will   never  stop  
10. ADAPT   or   DIE  
12. WHY?   VersionOne:     3rd  Annual  Survey:  2008   “The  State  of  Agile  Development”   Conducted:  June-­‐July,  2008  
13. FEARS?   VersionOne:     3rd  Annual  Survey:  2008   “The  State  of  Agile  Development”   Conducted:  June-­‐July,  2008  
14. Adop9ng  agile  is  easy!   Or  is  it?       Common  issues  from  the  past  8  years  
15. Who  drives  the  bus?   •  95%  -­‐  IT   – Why?   who  is  driving  the  bus?  
16. silver  bullet  over  principles  and  values  
19. Cargo-­‐cul(ng   cargo-­‐cults  
20. don’t  just  do   change  as  well!  
21. do  not  get  sucked  into  the  tools,   processes  and  terminology  
22. Work  hard,  but  limited  change   •  We  are  stuck!   fooling  around  without  real   organisa9onal  change!  
23.                     Most  of  this  s(ll  Waterfall/Gated  Processing  and  Planning     Thus,  agile  does  not  realise  the  expected  benefits  through   empirical  process  control  in  order  to  deliver  fast  at  high  quality  in   a  constantly  changing  and  fast  paced  environment.           Limited  Agile   prac(ces  only   applied  at  this   level   Project  Ini3a3on   Project  Planning   Requirements   Defini3on   Archirecture   Design   Systems   Analysis   Development  
24. ease  up  on  the  hierarchical  management,  enable  self-­‐ organisa(on  &  decentralisa(on  of  decision  making  
25. Create  a  safe  environment  
27. Organisa3onal   Gravita3onal   Pull     will  slow  you   down!  
28. Stop  talking  and  listen   You  will  hear  what  needs  to  change  
29. Business  and  IT  –  Stop  the  silliness  and   share  the  risk  
30. agile  is  not  a  baseball   bat  to  hit  I.T  with!  
31. Barriers  to  wider  change?   VersionOne:     3rd  Annual  Survey:  2008   “The  State  of  Agile  Development”   Conducted:  June-­‐July,  2008  
32. enabling  sustainable  enterprise  change  
33. ins(tute  an   organisa3onal  culture   and  prac3ces  of   con3nuous   improvement     Culture  &   Mindset   Architecture   Organisa9onal   Structure   Tools  &   Techniques  
34. Lean   Agile   Tools  &   techniques   Engineering   prac(ces   An  organisa9onal  focus  on  
35. Value   Value  Stream   Flow   Pull   Perfec(on   Lean   Agile   Tools  &   techniques   Engineering   prac(ces   An  organisa9onal  focus  on  
36. •   Take  an  economic  view   •   Ac(vely  Manage  Queues   •   Exploit  Variability   •   Reduce  Batch  Size   •   Apply  WIP  Constraints   •   Control  Flow:  Cadence  and            Synchroniza(on   •   Apply  Fast  Feedback   •   Decentralize  Control   Lean   Agile   Tools  &   techniques   Engineering   prac(ces   An  organisa9onal  focus  on  
37. Scrum  or  Kanban?     Visual  management  to  foster  effec(ve   collabora(on     Self-­‐organising,  cross-­‐func(onal,   dedicated  teams     Effec(ve  physical  environment  setup     Governance  with  appropriate  toolsets     Lean   Agile   Tools  &   techniques   Engineering   prac(ces   An  organisa9onal  focus  on  
38. Automa(on   -­‐  Builds   -­‐  Version  control   -­‐  QA  builds   -­‐  Tests   Con(nuous  Integra(on   Modular  design     Teams  must  be  able  to  technically  work   together  effec(vely   Lean   Agile   Tools  &   techniques   Engineering   prac(ces   An  organisa9onal  focus  on  
39. Business  dominates  without   IT  understanding     -­‐  Upfront  deadlines   -­‐  Con(nuous  change   -­‐  Limited  collabora(on   -­‐  Big  batch  approach   -­‐  Want  all  this  by  then!   Strategy  and  Execu(on   disconnected   due  to  lack  of  Tac(cal   Collabora(on     Low  quality  delivery  to  meet   deadlines   Increase  bug  fixes,  briile  systems     Con3nuous  improvement  not   happening   FRAGILE!  
40. 40   lean  vs.  tradi9onal  focus   pure  waste   manufacturing  Industry   service  Industry   60%   5%   35  %   value  added   necessary  waste   49%   50%   total  lead  (me  through  value  stream  
41. 41   revolu3onary     non  standard  work empirical  process  control agile product  development Innova(on evolu3onary     standard  work defined  process  control lean opera(ons  management structured  problem  solving con(nuous  improvement doing   reviewing   adap3ng   planning   value   value   stream   flow   pull   perfec3on   opera&ng  exis&ng   products  and  services   more  efficiently   shortening  concept  to   cash  cycle   how  and  what?  
42. 42   con3nuous  improvement  (kaizen)   bake  the  same  million  cakes  more   efficiently  every  year   Opera9ng  exis9ng  products  and  services  more   efficiently  
43. 43   con3nuous  improvement    (kaizen)   take  new   successful   products   to  market   ever  faster   Shortening  concept  to  cash  cycle  9me  
44. Remove   waste   •  Principles   •  Values   •  Techniques   and  Tools   See  waste   •  Thinking   tools   •  Glasses   [  for  both  ]      opera3onal   con3nuous  improvement       [  and  ]      innova3ve  con3nuous   improvement  
45. 45   shortening  concept  to  cash  cycle  9me     waste,    principles,  techniques  and  economics   work  in  progress   extra  features   handovers  /  bureaucracy   task  switching   wai(ng  /  handling   movement   defects   relearning   take  an  economic  view   ac(vely  manage  queues   exploit  variability   reduce  batch  Size   apply  WIP  constraints   control  flow:  cadence  and   synchroniza(on   apply  fast  feedback   decentralise  control   eliminate  waste   build  quality  in   defer  commitment   deliver  fast   create  knowledge   respect  people   op(mize  the  whole  
46. plan   do   check   act   strategic   tac(cal   execu(on  
47. •   Shared  purpose   •   Honesty   •   Openness   •   Non-­‐hierarchical   •   Fact  based   •   Mutual  trust   •   Performance  orienta(on   •   Challenge   •   Meritocracy   •   Joint  Envisioning   •   Synchronised  Ceremonies  with            Cadence   •   Product  Councils   •   Mul(-­‐team  planning   •   Informa(on  radiators   •   Shared  commitments     Values    
48. Put  the  ‘A’  in  Agile   plan   do   check   Act  
49. Arrie  van  der  Dussen   083  700  2181   www.kaizaniaacademies.co.za   arrie@kaizaniaacademies.co.za