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16 giugno 2014. WHO NEEDS AGILE Agile has become a bloated conceptual vortex.

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Presentation on theme: "16 giugno 2014. WHO NEEDS AGILE Agile has become a bloated conceptual vortex."— Presentation transcript:

1 16 giugno 2014

2 WHO NEEDS AGILE Agile has become a bloated conceptual vortex

3 What do you think Agile is?

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

5  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?

6 A Broader Definition Change Cycle Build Cycle

7  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

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

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

10 Mental Shifts

11 Types of Work

12 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

13 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

14 Revisiting the Definition Change Cycle Build Cycle

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

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

17 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?

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

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

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

21 Open Q&A

22  Agile Community of Practice  Over 32,000 members  Webinars  Experience Reports  Blogs  Wiki  Discussions PMI Agile CoP

23 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


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