Agilising the Organisation How Hard Can it be ? Embedding Agile Methods in Your Organisation London 12 May 2009

Clive Trounson 20 Years of application delivery experience 6 years of agile Both inhouse and as a supplier Dedicated, contract, matrixed & offshore teams Public and Private sector experiences:

Why does the organisation want agile ? Happy clients through delivery – on time, on budget, on spec and working !! A better way of doing things that: –has a partnership with customer –is flexible –is able to respond quickly –doesn’t drown in administrative overhead –keeps compliance and auditors happy –uses the existing organisational model –follows standards (set by architecture ?)

Agile is Easy…. 1.Get a team…of multi disciplined employees 2.Put them together….in a room 3.Get a suitably empowered customer (aka Product Owner) 4.Decide what to build in next iteration 5.Built it, demo it, optionally release it 6.Repeat until done Widge t 2.0

Agile Organisation Framework Organisatio n Customer Peopl e Proces s Solution s Tool s Organisatio n Customer Peopl e Proces s Solution s Tool s Organisatio n Customer Peopl e Proces s Solution s Tool s Organisation Customer People Proces s Solutions Tools

1.Self Organising vs Top down 2.What department owns this change ? 3.Build a vision with passion and celebrate 4.Communicate the programme and projects successes 5.Take the SCRUM approach: create a Backlog and Owner 6.Start Small or Big ? 7.What agile process ? 8.Training vs Coaching 9.What about space for agile teams 10.Disparate Geography / Offshore Organisation

1.Don’t like change 2.May not be skilled enough/ don’t want to show it 3.Want to develop & grow 4.Need to see a reason (for change) 5.Want a life….but should be challenged 6.Motivate and reward 7.Activity Based Teams are not agile 8.Minimise the risk of Resource Utilisation 9.Can they form self organising teams ? 10.What to do with the Managers ? People

Process Good people are better then good processes and everyone wants light weight non- bureaucratic process but… Organisational Process 1.Governance is needed 2.and so is Compliance 3.Publish and Support the ones to enforce 4.Train and support centrally 5.Adjust at end of each project Project Process 6.Tailor process for each project 7.Get a Process Engineer to help 8.Adjust at end of each iteration 9.Feedback to the Change Manager at end of project Customer Process 10.What does the customer require ?

1.Aim for fungibility 2.Standardise envirostructure 3.Centrally sponsored projects to standardise quickly 4.Make it friction free 5.Support it centrally 6.Use it wisely 7.Enforce it 8.But don’t make tool implementation a heavy waterfall project 9.Bring in the cool stuff one interation/sprint at a time 10.And control the target environment too if you can Tools

Solutions (aka Architecture) 1.You need firm ground before you sprint… 2.Great Artists steal 3.Drive from requirements not all the future 4.Prove it early, spike if needed 5.Soln Architect is part of Team (owns the architecture) 6.EA maintains oversight, covers blindspots/ see’s bigger picture 7.Don’t confuse architecture with design 8.Reward contribution to architecture 9.Pack for the journey 10.Review as you go Business Model & Organisational Vision Standards Contribution Collaborate

Customer 1.Understand their business (case) 2.Understand their purchasing options; T&M, Fixed, Re-quote, etc 3.Educate and explain it will be messy 4.Encourage top down approach to agile 5.Engage them 6.Or…appoint proxies 7.Give them options to understand and choose 8.Don’t let them dither… 9.Caution over gold plating 10.But it’s not just about technology…

Summary Top Down Empowered & Resourced Change Manager Commitment & Effort Customer preferences

Questions

Clive Trounson: Contact Details