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The Agile Adoption Roadmap (Keynote by Tim Abbott)

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The Agile Adoption Roadmap (Keynote by Tim Abbott)

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Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.

This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.

We will discuss what to try, what not to avoid, and some general things to consider.

Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.

This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.

We will discuss what to try, what not to avoid, and some general things to consider.

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The Agile Adoption Roadmap (Keynote by Tim Abbott)

  1. 1. The Agile Adoption Roadmap Presented by Tim Abbott
  2. 2. Agile Adoption Roadmap Agenda AA Ground Rules GAO Guidance Why No Projects GAO AA Issues Discussion
  3. 3. Agile Adoption Ground Rules and General Advice Some initial guidance will help as guiding principles to keep everyone focused and grounded DON’TDO Use big name consultants with no Agile adoption experience Hide the goal or information Use component or functional teams Command and control what happens Use projects to manage delivery Embrace Learning and experimentation Coaching is critical Organize by cross functional feature teams Be extremely patent Train the teams, management, and executives j
  4. 4. Using Projects for Long Term Technology Products is Wrong • Projects assume we know the answer at the beginning • Projects have a specified end date with a fixed scope • Project teams are temporary, when we know that team development improves over time (forming, storming, norming, performing) • Projects are successful if they are on time and on budget without thinking about value captured from the projects • We know less at the beginning of product development than we know at any other time after that • Products and services prove their viability by solving real world problems • We need to track and measure outcomes, not completion • The world is changing rapidly and the ability to maintain value to customers by changing is a strength, not a weakness THE DREAM THE REALITY “It’s not just semantics. If you need to start a project, you’ve probably already failed.” Agile is for long term technology products that provide increased benefit over their lifetimes
  5. 5. Why Projects are Bad for Continuous Value Delivery Future state not known Imagine needing to maintain project artifacts for all of these versions, releases, etc. Technology has releases that capture additional value that is not known at the beginning
  6. 6. Why Projects are Bad for Continuous Value Delivery Traditional Project Management forces organizations to know at the beginning guaranteeing waterfall execution
  7. 7. Effective Practices and Federal Challenges in Applying Agile MethodsAgile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies 1 2 3 4 5 6 7 8 9 10 Start with Agile guidance and an Agile adoption strategy Enhance migration to Agile concepts using agile terms Continuously improve Agile adoption at both the product level and organization level Seek to identify and address impediments at the organization and product levels Obtain stakeholder/customer feedback frequently Empower small, cross-functional teams Include requirements related to security and progress monitoring in the backlog of unfinished work Gain trust by demonstrating value at the end of each iteration (delivery kills negativity) Track progress daily and visibly Track progress using tools and (outcome-based) metrics
  8. 8. Strategic Planning Recommendations from GAO Agile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies Gradually Adopt Agile Allow for gradual migration to Agile appropriate to your readiness Benchmark Others Observe and communicate with other organizations moving to Agile methods Use Change Methods Follow organizational change disciplines, such as establishing a sense of urgency and developing a change vision Be Agile Strive to be more Agile, rather than simply following Agile methods and steps. Change your mindset Agile Guidance Start with Agile guidance and an Agile adoption strategy Be Patient Be prepared for difficulties, regression, and negative attitudes 1 2 3 45 6
  9. 9. Organizational Commitment Recommendations from GAO Agile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies Ensure all teams include coaches or staff with Agile experience Identify an Agile champion within senior management Empower small, cross- functional teams Ensure everyone involved in Agile projects are committed to the organization’s Agile approach 2 3 4 1
  10. 10. Preparation Recommendations from GAO Agile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies 01 02 03 04 05 06 07 08 Make contracts flexible to accommodate your Agile approach Ensure that the definition of how a requirement will be determined to be done is comprehensive and objective Negotiate to adjust oversight requirements to a more Agile approach Identify measurable outcomes, not outputs of what you want to achieve Train the entire organization in your Agile approach and mindset, and train the Agile practitioners in your Agile methods Ensure the subject matter experts and business team members have the required knowledge Enhance migration to Agile concepts using Agile terms and examples Create a physical environment conducive to collaboration
  11. 11. Execution Recommendations from GAO Agile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies Use the same duration for each iteration Test early and often throughout the iteration Expedite delivery using automated tools Capture iteration defects in a tool such as a backlog Combine Agile frameworks such as Scrum and Extreme Programming Enhance early customer involvement Use emergent design methods and Test Driven Development Include requirements related to security and progress monitoring in the product backlog 01 02 03 04 05 06 07 08
  12. 12. Continuously improve Agile adoption at both the project level and organizational level Gain trust by demonstrating value at the end of each iteration Track progress using tools and metrics Obtain stakeholder / customer feedback frequently and closely Seek to identify and address impediments at the organization and project levels Track progress daily and visibly Determine project value based on customer perception and return on investment Evaluation Recommendations from GAO Agile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies
  13. 13. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 Teams had difficulty collaborating closely Teams had difficulty transitioning to self-directed work Staff had difficulty committing to more timely and frequent input Agencies had trouble committing staff Timely adoption of new tools was difficult Technical environments were difficult to establish and maintain Agile guidance was not clear Procurement practices may not support agile projects Customers did not trust iterative solutions Teams had difficulty managing iterative requirements Compliance reviews were difficult to execute within time frame Federal reporting practices do not align with Agile Traditional artifact reviews do not align with Agile Traditional status tracking does not align with Agile Challenges Noticed During Agile Adoption from GAO Agile Guidance Advice from US Government Accountability Office 2012 Study Across 5 Government Agencies
  14. 14. Product Process People Customer Centricity Adapt it to your needs and capture your audience's attention. Service / Business Model Product business and service models need constant refinement Agility The ability to rapidly change directions to capture much higher value opportunities Measurable Outcomes We want outcomes, not output that doesn’t add value Learning and Development Assess, train, challenge, and grow your people so they can be exceptional Attitude and Mindset Adaptive and collaborative people that work hard and strive to learn to improve, generally achieve more Compensation & Rewards Adapt it to your needs and capture your audience's attention. Reboot Traditional Processes HR, Legal, Audit, Finance, and Procurement (governance) will need to adjust Continuous Improvement We’re never perfect or done improving and neither is our Agility Agile Adoption Perfection Goal for Continuous Improvement Every aspect of an organization should improve the more Agile the organization becomes

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