pmiwdc 3key-ingredients-to-organizational-agility
TRANSCRIPT
What does organizational agility mean to you?
#orgagility @PMIWDC
Salah Elleithy
The 3 Key Ingredients To Enabling Organizational Agility
@selleithy
#orgagility @PMIWDC
Itisnotnecessarytochange.Survivalisnotmandatory.
-E.EdwardsDeming
Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. - Jim Highsmith
#orgagility @PMIWDC
Agility is the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Aaron De Smet. McKinsey & Company
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Source: Forbes
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#orgagility @PMIWDC
Doing Agile (Experiment)
Continuous Delivery
(Evaluate)
Being Agile (Learn)
#orgagility @PMIWDC
Source:h6p://www.forbes.com/sites/stevedenning/2016/04/21/hbrs-embrace-of-agile/#3056d5c527fe
SteveDenning
Agileisamindset.Agileisn’tjustamethodologytobeimplementedwithintheexisLngmanagementframework.AgileisadramaLcallydifferentframeworkformanagementitself.
“Thehighestpriority,”astheAgileManifestostates,“istosaLsfythecustomer.”
ThisisarevoluLonarydeclaraLon.Inmostpublicfirmstoday,thehighestpriorityisnottosaLsfythecustomer.Thehighestpriorityistomaximizeshareholdervalueasreflectedinthestockprice.
#orgagility @PMIWDC
A mindset is an
established set of
attitudes and habits about how we accomplish work.
#orgagility @PMIWDC
- Avoid failure - Look smart - Stick to what I know - Failure means lack of talent - Criticism is personal
- Not afraid to fail - Exert effort to learn - Continuous learning - Embrace challenges - Ask for feedback - Criticism is about capabilities
Fixed Growth Inherent and static Cangrow
Source:AgileMindset.AhmedSidky,PhD.Mindset.CarolDweck.h6p://blogs.hbr.org/2012/01/the-right-mindset-for-success/
Mindset
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#orgagility @PMIWDC
#orgagility @PMIWDC
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactionsWorking software
Customer collaborationResponding to change
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
Source:agilemanifesto.org
Thatis,whilethereisvalueintheitemsontheright,wevaluetheitemsonthele:more.
#orgagility @PMIWDC
15Source: agilemanifesto.org
1.Ourhighestprior
ityis
tosaLsfythecustom
er
throughearlyand
con;nuousdelivery
of
valuableso:ware.
5.Buildprojectsar
ound
mo;vatedindividual
s.
Givethemthe
environmentand
supporttheyneed,
and
trustthemtogetthe
jobdone.
2.Welcomechanging
requirements,evenlate
indevelopment.Agile
processesharness
changeforthe
customer’scompe;;ve
advantage.
6.Themostefficient
andeffecLvemethodof
conveyinginformaLon
toandwithina
developmentteamis
face-to-face
conversa;on.
3.Deliverworking
so:warefrequentl
y,
fromacoupleofweeks
toacoupleofmonths,
withapreferenceto
theshorterLmescale.
4.Businesspeoplea
nd
developerswork
togetherthroughou
t
theproject.
Agile Principles
7.Workingso:ware
istheprimary
measureofprogress.
8.Agileprocesses
promotesustainable
development.The
sponsors,develope
rs,
andusersshouldbe
abletomaintaina
constantpace
indefinitely.
#orgagility @PMIWDC
16 Source: agilemanifesto.org
10.Simplicity--theart
ofmaximizingthe
amountofworknot
done--isessen;al.
11.Thebest
architectures,
requirements,and
designsemergefrom
self-organizingteam
s.
12.Atregularinterv
als,
theteamreflectson
howtobecomemore
effecLve,thentune
s
andadjustsits
behavioraccording
ly.
Agile Principles (cont.)
9.Con;nuous
aIen;ontotechni
cal
excellenceandgood
designenhancesag
ility.
#orgagility @PMIWDC
Source:pmdoi.org
17
Weareacommunityofprojectleadersthatarehighlysuccessfulatdeliveringresults.Toachievetheseresults:
Weincreasereturnon
investmentbymaking
con;nuousflowof
valueourfocus.
Wedeliverreliable
resultsbyengaging
customersinfrequent
interac;onsandsh
ared
ownership.
Weexpectuncertainty
andmanageforit
throughitera;ons,
an;cipa;on,and
adapta;on.
Weunleashcrea;vity
and
innova;onbyrecog
nizing
thatindividualsare
the
ulLmatesourceofvalue,
andcreaLngan
environmentwhere
they
canmakeadifference.
Weboostperformance
throughgroup
accountabilityforre
sults
andshareresponsib
ilityfor
teameffecLveness.
Weimproveeffec;veness
andreliabilitythrou
gh
situaLonallyspecific
strategies,processe
sand
pracLces.
Declaration of Interdependence (DOI)
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18Source:modernagile.com #orgagility @PMIWDC
Ten things we know to be true @Google
1. Focusontheuserandallelsewillfollow.2. It’sbesttodoonethingreally,reallywell.3. Fastisbe6erthanslow.4. Democracyonthewebworks.5. Youdon’tneedtobeatyourdesktoneedananswer.6. Youcanmakemoneywithoutdoingevil.7. There’salwaysmoreinformaLonoutthere.8. TheneedforinformaLoncrossesallborders.9. Youcanbeseriouswithoutasuit.10. Greatjustisn’tgoodenough.
19Source:h6ps://www.google.com/about/company/philosophy/ #orgagility @PMIWDC
Source:playbook.cio.gov#orgagility @PMIWDC
Doing Agile (Experiment)
Continuous Delivery
(Evaluate)
Being Agile (Learn)
#orgagility @PMIWDC
Novice
AdvancedBeginner
Competent
ProficientExpert
DreyfusModelofSkillAcquisi;on
"rigidadherencetotaughtrulesorplans"
limited"situaLonalpercepLon"
holisLcviewofsituaLon
"copingwithcrowdedness"(mulLpleacLviLes,accumulaLonofinformaLon)
#orgagility @PMIWDC
Source:wikepidia.com #orgagility @PMIWDC
Source:JasonLi6le.LeanChangeManagement #orgagility @PMIWDC
Source:openspaceagility.com
Scrumvs.Kanban(Differen
ces)
Scrum Kanban
Timeboxeditera;onsprescribed. Timeboxeditera;onsop;onal.EventdriveninsteadofLme-boxed.
TeamcommitstoaspecificamountofworkforthisiteraLon.
Commitmentisop;onal.
UsesVelocityasdefaultmetricforplanningandprocessimprovement.
UsesLead;measdefaultmetricforplanningandprocessimprovement.
Cross-func;onalteamsprescribed. Cross-func;onalteamsop;onal.Specialistteamsallowed.
Itemsmustbebrokendownsotheycanbecompletedwithin1sprint.
Nopar;cularitemsizeisprescribed.
Burndownchartprescribed. Nopar;culartypeofdiagramisprescribed.
Es;ma;onprescribed Es;ma;onop;onal
Cannotadditemstoongoingitera;on. Canaddnewitemswhenevercapacityisavailable.
Asprintbacklogisownedbyonespecificteam.
Akanbanboardmaybesharebymul;pleteamsorindividuals.
Prescribes3roles(PO/SM/Team) Doesn’tprescribeanyroles
AScrumboardisresetbetweeneachsprint Akanbanboardispersistent
Prescribesapriori;zedproductbacklog Priori;za;onisop;onal
Source:agilealliance
Doing Agile (Experiment)
Continuous Delivery
(Evaluate)
Being Agile (Learn)
ConLnuousDeliveryistheabilitytogetchangesofalltypes—includingnewfeatures,configuraLonchanges,bugfixesandexperiments—intoproducLon,orintothehandsofusers,safelyandquicklyinasustainableway.
Ourgoalistomakedeployments—whetherofalarge-scaledistributedsystem,acomplexproducLonenvironment,anembeddedsystem,oranapp—predictable,rouLneaffairsthatcanbeperformedondemand.
-JezHumble
#orgagility @PMIWDC
#orgagility @PMIWDC
Con;nuousDeliveryPrinciples
TherearefiveprinciplesattheheartofconLnuousdelivery:
1. Buildqualityin2. Workinsmallbatches3. ComputersperformrepeLLvetasks,peoplesolve
problems4. RelentlesslypursueconLnuousimprovement5. Everyoneisresponsible
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Fasterdelivery(cycle;me)
ToDo Doing Done
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BeIerquality(zerodefects)
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Frequentdeploymenttoproduc;on
Amazondeploysevery11.6seconds
FacebookreleasestoproducLontwiceaday
GooglereleasesmulLpleLmesaweek
Source:h6ps://www.thoughtworks.com/insights/blog/case-conLnuous-delivery #orgagility @PMIWDC
Howtogetstarted?
1. Startwithwhatyoudonow–mapyourworkflow
2. LimitWorkinProgress(WIP)
3. ManageFlow(introducesmallandincrementalchangessuchasqueuesfordevelopmentortestwork)
4. Con;nuouslyrefine&improve
Advan
cedSim
ple
Doing Agile (Experiments)
Continuous Delivery
(Evaluate)
Being Agile (Learn)
#orgagility @PMIWDC
#orgagility @PMIWDC
