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Play on the Path to Agility Agilia conference 2014 Cesario Ramos | PST @cesarioramos [email protected]

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Page 1: Play on the Path to Agility · Play on the Path to Agility Agilia conference 2014 Cesario(Ramos(|(PST(@cesarioramos(cesario@agilix.nl

Play on the Path to Agility

Agilia conference 2014

Cesario  Ramos  |  PST  @cesarioramos  [email protected]  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

Senior  Management  Team  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

John  the  management  lead  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

The  world  of  John  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV 5

“To  be  compe@@ve,  companies  must  respond    quickly  and  nimbly  to  the  changing  environment  ...    their  ability  to  respond  to  market  movements    

is  core  to  sustainability.“  Organiza(onal  Agility  -­‐-­‐  The  Economist  

“If  you  are  not  moving  at  the  speed  of  the  marketplace    you’re  already  dead    

–  you  just  haven’t  stopped  breathing  yet.”    Jack  Welch    

 

Need  for  Agility  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV 6

Importance  of  Agility  

Global  survey  under  349  senior  execu@ves  –  Economist  Intelligence  unit  ,  2009  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

Sue  the  opera@onal  lead    

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The  world  of  Sue  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

Some  ques@ons  Sue  has  

•  How  does  John  know  that  the  organiza@on  is  making  progress  towards  its  objec@ves?  

•  How  do  I  know  the  organiza@on  is  becoming  more  Agile?  

•  How  can  I  jus@fy  the  investment  in  Agility?  

•  Which  prac@ces  do  we  need  to  adopt?  

•  How  and  where  do  we  start?  

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

Unfortunately  there  is  no  magic  box!  

We  do  know  how  to  setup  the  condi@ons  so  that  the  necessary  innova@ons  will  emerge!  

 

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

Path  to  Agility  needs  to  EMERGE  

•  Have  clear  objec@ves  to  reach    •  Amplify  organiza@onal  learning.  •  Do  not  impose  a  solu@on  upfront.  •  Do  not  use  a  defined  process  for  change.  

•  Create  condi@ons  for  engagement.  •  Have  a  senior  manager  as  change  leader.    

•  Use  Top-­‐down  and  Bo_om-­‐up  adop@on  simultaneously.  

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But first, do you understand what you want?

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©Scrum.org. All Rights Reserved. 2010-2014- AgiliX Agile Consulting BV

Game  principles  create  condi@ons  for  engagement  

•  Se`ng  challenging  goals  –  Change  vision  for  strategy  

•  Transparency  on  progress  towards  the  goals  – Measures  

•  Having  clear  rules  of  behavior  –  Shared  Values  for  culture  

•  Having  voluntary  par@cipa@on  –  Self-­‐organiza@on    

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agility-path.com

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©Scrum.org. All Rights Reserved. 15 2010-2014- AgiliX Agile Consulting BV 15

•  Revenue  per  Employee  •  Employee  Sa@sfac@on  •  Customer  Sa@sfac@on  •  ROI  

•  Release  Frequency  •  Release  Stabiliza@on  •  Turnaround  of  new  func@onality  

•  Installed  version  Index  •  Usage  Index  •  Innova@on  Rate  •  Total  defects  

Measures  John  could  use  Organiza@onal   Founda@onal  

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©"1993&2013"Scrum.org,"All"Rights"Reserved" 13"

25 © 1993-2013 Scrum.org, All Rights Reserved

•  Human Resources or department heads are a likely source of this data

•  Enter the number of employees in the organization as of date of current review.

•  Count full-time, part-time and consultants

Number of Employees

26 © 1993-2013 Scrum.org, All Rights Reserved

Employee Value Creation vs. Investment in Agility

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©Scrum.org. All Rights Reserved. 17 2010-2014- AgiliX Agile Consulting BV 17

Measures  for  evidence  

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©Scrum.org. All Rights Reserved. 18 2010-2014- AgiliX Agile Consulting BV

©"1993&2013"Scrum.org,"All"Rights"Reserved" 21"

41 © 1993-2013 Scrum.org, All Rights Reserved

•  If not measured, –  Track as zero or –  Make assumptions based on

what’s known and an educated estimate

Each metric is needed for the Agility Index

42 © 1993-2013 Scrum.org, All Rights Reserved

(Cumulative) Investment in Agility vs. Agility Index

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©Scrum.org. All Rights Reserved. 19 2010-2014- AgiliX Agile Consulting BV

Domains  that  could  impact  agility  

Domain   Func(ons  

Produc@vity   Sodware  and  product  development  

Value   Product  management,  release  management,  PMO,  Product  Owners  

Quality   Infrastructure,  architecture,  tools,  standards,  conven@ons,  QA  

Process   Scrum,  Co-­‐crea@on  

Enterprise   Above  plus  rest  of  organiza@on  

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©Scrum.org. All Rights Reserved. 20 2010-2014- AgiliX Agile Consulting BV 20

•  Diagnosing  current  prac@ces  across  5  domains  provides  a  picture  of  strengths  and  areas  for  improvement  

•  Ordering  into  a  Prac@ce  Backlog  provides  star@ng  point  for  highest  value  improvements  

Measures  Sue  could  use  

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©Scrum.org. All Rights Reserved. 21 2010-2014- AgiliX Agile Consulting BV 21

Improve  overall  prac@ces  that  lead  to  Agility  

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©Scrum.org. All Rights Reserved. 22 2010-2014- AgiliX Agile Consulting BV 22

Adop@ng  prac@ces  should  improve  domains  

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©Scrum.org. All Rights Reserved. 23 2010-2014- AgiliX Agile Consulting BV 23

   Evidence-­‐Based  Management    •  Transla@ng  principles  based  on  best  evidence  into  organiza@onal  prac@ces.  

Use  EBM  to  not  fall  over  into  chaos  

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©Scrum.org. All Rights Reserved. 24 2010-2014- AgiliX Agile Consulting BV 24

Think  about  a  team  you  witnessed  that  was  outstanding,  that  worked  together  well  and  where  people  learned  and  improved  because  of  team  work.    Now  think  about  a  team  that  was  very  poorly,  maybe  they  did  not  achieve  their  goals,  maybe  their  performance  deteriorated  over  @me  and  people  felt  frustrated  in  the  team.    

EBM  is  hard  

What  is  most  responsible  for  the  difference?  

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©Scrum.org. All Rights Reserved. 25 2010-2014- AgiliX Agile Consulting BV 25

Agile  is  building  the  wrong  thing  Faster

“Agile  is  about  building  the  WRONG  thing  FASTER…”  

Professor  John  Seddon  

“Use  EBM  with  Agile  to  avoid  

adop@ng  the  WRONG  thing  FASTER…”  

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©Scrum.org. All Rights Reserved. 26 2010-2014- AgiliX Agile Consulting BV 26

•  Setup  condi@ons  for  engagement.  

•  Define  measures  for  improvement.  

•  Assess  the  current  situa@on.  •  Order  the  prac@ce  backlog  to  start  learning.  

•  Prac@ce  EBM  to  discover  your  path  to  agility.  

Summarizing  Path  to  Agility  

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©Scrum.org. All Rights Reserved. 27 2010-2014- AgiliX Agile Consulting BV

Page 28: Play on the Path to Agility · Play on the Path to Agility Agilia conference 2014 Cesario(Ramos(|(PST(@cesarioramos(cesario@agilix.nl

Thank you!

Cesario  Ramos  |  PST  @cesarioramos  [email protected]