The Past & Future of AgilityLean and Agile Trends and Prognostication

A Bit About your Speaker

Arlen Bankston• Co-Founder of LitheSpeed, LLC• User experience & product

development background• 16 years of Agile experience• Certified Scrum Trainer, Lean Six

Sigma Master Black Belt• Entrepreneur, trainer and consultant

Preparefor:

• A Brief Timeline of Agility

• But…

• The Future of Agility

A Brief Timelineof Agility

TheRAD80sRapid Application Development –James Martin

The Goal – Eliyahu Goldratt

The New New Product Development Game – Nonaka & Takeuchi

Spiral Model of Software Development and Enhancement –Barry Boehm

No Silver Bullet – Fred Brooks

1981

1984

1986

1986

1986

TheExtreme90sLean Thinking – Womack & Jones

Jeff Sutherland introduces Scrum at Easel Corp

Dynamic Systems Development Method created

Extreme Programming Explained –Kent Beck

Adaptive Software Development – Jim Highsmith

1991

1993

1995

1999

1999

TheMainstreamMillenium

The Agile Manifesto is written

Agile Alliance 20xx conferences begin

Declaration of Interdependence is written

Kanban: Successful Evolutionary Change for your Business – David Anderson

2001

2005

2005

2010

GovernmentAgileAdoption isIncreasingInfor mation Technology

Finance

41%

1 2%

Gov ernment

Healthca re

Telecommunications

Construction

6%

6%

5 %

4 %

Other 8 %

“TheGovernmentintendstouseagileininformationandcommunicationstechnology(ICT)procurementanddeliverytoreducetheriskofprojectfailure.

[Agile isnot]solelyamethodforimprovingsoftwaredevelopment. Itisalsoatechnique forsuccessfulICT-enabledbusinesschange.“

UnitedKingdomNationalAuditOffice(NAO)

ScrumAllianceStateofScrumReport2013https://www.scrumalliance.org/why-scrum/state-of-scrum-report

Thepastdecadehasseenabigriseinagilecertifications.

Leadingcertifications:• ScrumAllianceCertified

ScrumMaster, ProductOwner,Developer &Professional

• SAFe Program Consultant• Lean-Kanban University• PMI AgileCertified Practitioner• Scrum.org• ICAgile

Source:TheScrumAlliance

AgileCertificationTrends

CommercialSuccessofAgileMethods

ThankstoVersionOne,20159th AnnualStateofAgileDevelopmentSurvey

Who’sAdoptedAgile?

Companieslarge&small,acrossindustries.• Blizzard• BMCSoftware• Boeing• BritishTelecom• BusinessWeek• CapitalOne• CCPGames• CDC• CSC• DTEEnergy• EPA• GeneralDynamics• Google

• Marriott• Microsoft• NationalGeographic• Nationwide• OPower• Primavera• Shell• Siemens• USAA• USCIS• USPTO• USVeteransAffairs• Yahoo!

• Largeandsmallcompaniesacrossindustries

• Publicandprivatesectors• Life- andmission-critical

projects• Collocatedanddistributed

teams• ITdepartments,product

companies,consultancies• Softwareandnon-software

projects

Today:AgileisWidespreadandCommonplace…

…butoftenshallow.

ThankstoVersionOne,20159th AnnualStateofAgileDevelopmentSurvey

But…The Not-All-Wine-and-Roses Disclaimer

1. Only 13% of all employees are “highly engaged.” 26% are “actively disengaged.”1

2. Only 54% of employees recommend their company.2

3. In hi-tech, two-thirds of all workers believe they could find a better job in less than 60 days.3

4. 80% believe their employees are overwhelmed with information and activity at work.4

5. More than 70% of Millennials expect their employers to focus on societal or mission-driven problems.5

Gallup2014, Glassdoor,Dice,TechSalarySurvey,DeloitteHumanCapitalTrends2014,Deloitte,TheMillennialSurvey2014http://www.forbes.com/sites/joshbersin/2014/04/04/the-five-elements-of-a-simply-irresistible-organization/

TheBadNews

Would leave tomorrow or actively looking

Old-Fashioned Management Styles

Working Environment

Feeling Disengaged

Uninspiring Work

ImagefromHuffingtonPost

Depression,Complaints&Disillusionment

85%

79%

75%

70%

50%

An Age of Creative Destruction…Atthisrate,75%oftheS&P500shouldbereplacedby2027.

Source:http://www.innosight.com/innovation-resources/strategy-innovation/upload/creative-destruction-whips-through-corporate-america_final2012.pdf

AverageLifespanonS&PinYears:

The Future of Agility

Organizational Agility

AgileSoftwareDevelopmentManifesto

Individuals &interactions Processes &toolsover

Working software Comprehensivedocumentationover

Customercollaboration Contractnegotiationover

Responding tochange Followingaplanover

Thatis,whilethereisvalueintheitemsontheright,wevaluetheitemsontheleftmore.

Weareuncoveringbetterwaysofdevelopingsoftwarebydoing itandhelpingothersdoit.Through thisworkwehavecometovalue:

http://www.agilemanifesto.org

DeclarationofInterdependence

CraftedbyDavidAnderson,Sanjiv Augustine,ChristopherAvery,AlistairCockburn,MikeCohn,DougDeCarlo,DonnaFitzgerald,JimHighsmith,OleJepsen,LowellLindstrom,ToddLittle,KentMcDonald,Pollyaanna Pixton,PrestonSmithandRobertWysocki

Redmond,WA,February2005,http://pmdoi.org/

• Increasereturnoninvestmentbymakingcontinuousflowofvalueourfocus.• Deliverreliableresultsbyengagingcustomersinfrequentinteractionsand

sharedownership.• Expectuncertaintyandmanageforitthroughiterations,anticipationand

adaptation.• Unleashcreativity andinnovationbyrecognizingthatindividualsarethe

ultimatesourceofvalue,andcreatinganenvironmentwheretheycanmakeadifference.

• Boostperformance throughgroupaccountabilityforresultsandsharedresponsibilityforteameffectiveness.

• Improveeffectiveness andreliabilitythroughsituationally specificstrategies,processesandpractices.

Where HaveLean&AgilePrinciplesFlourished?

InfrastructureOperationsDevelopment Finance HR

MarketingSupplyChainLegal

Sales StrategicLeadership

Frequent deliveries

Small batches

Timeboxing

Standups

Retrospectives

Collaborative design

Value stream orientation

Self management

Transparency…

TheManifestoforOrganizationalAgility

Experiments Business Casesover

Product&ServiceFlow TransientProjectsover

IterationbyObservation IterationbyOpinionover

HolisticProductTeams UnilateralProductOwnersover

SelfManagement Hierarchyover

Wholeness WorkFocusAloneover

Evolutionary Purpose StaticMissionsover

PORT

FOLI

OM

ANAG

EMEN

T

ORG

ANIZ

ATIO

NAL

DESI

GN&

LE

ADER

SHIP

PRO

DU

CTDE

SIG

N

Laloux’s OrganizationalLevelsModel KeyBreakthroughs

TEALEvolutionary

SelfManagement,Wholeness,EvolutionaryPurpose

GREENCultureDrivenOrganizations

Empowerment, ValueDrivenCulture,Stakeholder Model

ORANGELargeCorporations,CharterSchools

Innovation,Accountability,Meritocracy

AMBERGovernments,Churches,Public Schools

FormalRoles, Hierarchies,Processes

REDGangs, Mafias,Mercenaries

Division ofLabor,Command Authority

Laloux ModelfromReinventingOrganizations,ImagefromPhilippeBailleur

SelfManagementoverHierarchy

Examples: • FAVI• Morning Star• Holacracy

Keep hierarchies as flat as possible, but support meaningful commitments through:• Clear localized decision-making policies• Dynamic role allocation• Pull systems with visible rules

WholenessoverWorkFocusAlone

Examples: • Patagonia• Motley Fool• Nike

Support employees’ well being, motivation, growth and value orientation through:• Organic, human work environments• Flexible hours, workspaces, tools, approaches• Connection to a resonating purpose

EvolutionaryPurposeoverStaticMissions

Examples: • Whole Foods• Semco

Let missions and roles evolve organically, from within, based upon demand by:• Encouraging experimentation• Enhancing and speeding feedback loops

ExperimentsoverBusinessCases

Examples: • Capital One

Digital Labs• Google Labs

Prototype and test ideas before funding them through:• Agile portfolio management• Lean startup, UX approaches, hackathons• DevOps-style integrated, flexible capabilities

Supporting Experiments through DevOpsSome starting points for adopting DevOps:• Culture – Drive willing collaboration and support between

related groups like development and ops• Automation – Free valuable humans from rote testing,

deployment, and infrastructure work• Lean – Shrink batch sizes, drive rapid feedback with end

users, and improve processes iteratively• Measurement – Illustrate improvements & trends• Sharing – Support transparency and openness between all

involved parties

ProductFlowoverTransientProjects

Examples: • Nationwide ADC• Facebook• Etsy

Establish stable teams and feed them dynamic flows of work via:• Versatile, standing teams• Agile portfolio management• Continuous delivery/deployment

IterationbyObservationratherthanOpinion

Examples: • Amazon• Netflix• Spotify

Get feedback through real-life usage and empirical data, not just internal demos via:• Continuous delivery• Lean startup-style techniques• Lean UX

HolisticProductTeamsoverUnilateralProductOwners

Examples: • Pixar• Blizzard• IDEO

Usethewholeteamtodriveproductdesign,withfacilitativeratherthandictatorialleaders:• Designthinking• Collaborativedesignpatterns• Storymapping

Thanks!and Good Luck in The Future

ContactLitheSpeedforFurtherInformation

Arlen BankstonArlen.Bankston@lithespeed.com

www.lithespeed.com

Howwecanhelp:• Training– AgileLeadership

Academy,Scrum,SAFe,customworkshops…

• Coaching– Team,Program&Portfolioconsulting

• GovernmentConsultingCreatearobustagiledelivery&supportcapability

UpcomingEventsLeanEnterpriseMeetup

LitheSpeedHeadquarters,2nd ThursdayofEveryMonth

PMIHoustonAnnualExpoHouston,TX,June8-10,2015

AgileExecutiveForumCIT,HerndonVA,August3,2015

AgileAlliance’s2015AnnualConferenceNationalHarbor,MDAugust3-7,2015

AgileDCWashington,DC,October2015

AgileDCExecutiveSummitCIT,November2015