To be agile or not to be, that is not the question webinar
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An APM webinar arranged by the Scotland Branch on 22 June 2021. For Hamlet it was life or death. For agile evangelists it sometimes seems to be the same. How do you introduce agile safely? I am curious about new ways of working, but also cautious of going too far. You may be wondering what new agile practices to adopt. Perhaps you are already making the same discoveries I have over the past six years. I work in the middle of the organisation, and have moved from a civil engineering waterfall background to introducing agile in change management. I would like to share with you this story of planting many agile seeds and helping them grow: Is it practical to choose agile for our change projects? Can we effectively use it for design and construction projects or indeed anything we do in the business? Should we continue to use some waterfall techniques? Can we sprinkle some agile thinking into the waterfall domain? You may recognise some of the challenges I experienced. Often the lessons come from where it didn’t go as planned. There are also many success stories; memorable moments when it all clicks together and spurs us on in the next step of our maturity. Speakers Peter Faulks Natalie Le Saux Stoner Alan Crilly https://www.apm.org.uk/news/to-be-agile-or-not-to-be-that-is-not-the-question-webinar/ https://youtu.be/-okoAWd5guA
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To be agile or not to be, that is not the question webinar
- 1. SW Internal To be agile or not to be, that is not the question
- 3. SW Internal So you want to be agile?
- 4. SW Internal So you want to be agile? Daily plan Daily plan D a i l y p l a n D a i l y p l a n D a i l y p l a n Daily plan D a i l y p l a n D a i l y p l a n Review Retro D a i l y p l a n Daily plan Planning Planning
- 5. SW Internal Do you want to be agile? 1. Not considered 2. Considering 3. Early stages 4. Ongoing maturity 5. Tried and stopped Where are you with agile?
- 6. SW Internal Do you want to be agile? Waterfall vs agile
- 7. SW Internal Do you want to be agile? Two cultures
- 8. SW Internal Do you want to be agile? Two cultures
- 9. SW Internal Do you want to be agile? Two cultures
- 10. SW Internal Do you want to be agile? Spectrum
- 11. SW Internal Manifesto & Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable products. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. Deliver working products frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Continuous attention to technical excellence and good design enhances agility. Simplicity–the art of maximizing the amount of work not done–is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working products is the primary measure of progress. Agile processes promote sustainable development.The sponsors, developers, and users should be able to maintain a constant pace indefinitely. We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working products over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 12. SW Internal Agile techniques for waterfall projects, waterfall techniques for agile projects
- 13. SW Internal Where do you start?
- 14. SW Internal Unintentionally agile “We have collaborated like this before when…” “We used to do daily meetings…” “We did frequent lessons learned…” “This is just good practice project management”
- 15. SW Internal Teams focused on common goal? Transparency of information for all Working iteratively adapting to changes Applying lessons learned frequently Empowered to make changes Using a Kanban board Focus on outcomes, not output Frequent customer feedback and adjust Unintentionally agile Work collaboratively - one single multidisciplinary team Dedicated team work area Create a War room – put the work on the wall Environment of a motivated, trusted and supported team Preference for face to face conversations Measure progress by completed work Team working at sustainable pace Check quality as you go Remove waste from the process Allow team to manage themselves Respond to change rather than just following the plan Set a weekly plan Set the team up to completely finish and then move on
- 16. SW Internal But it has a name, …and some of it is different
- 17. SW Internal But it has a name, …and some of it is different e.g. agile planning High level Built around user value Sequence of releases Relative estimating Planning every sprint Daily planning Plan as a team
- 18. SW Internal yet some of it is different Unintentionally agile
- 22. SW Internal Follow it Coaching Continually improve Adapt when ready Using frameworks Where should you use agile?
- 23. SW Internal Where should you use agile? Complex Complicated Chaotic Simple probe – sense - respond sense – analyst - respond sense – categorise - respond act – sense - respond
- 25. Design & Construction 5 Values for Success
- 27. 1. Desire to promote agility for benefit 3.Agile method mechanism followed 2. Moving people into agile method 5. Broadly perceived achievement 9. Full benefits realised 8. Long term embedment 6. Intrinsically understand 7. being agile B2 R2 R1 4. initial benefits realised System Thinking Introducing agile
- 28. SW Internal Scaling agile System Planning Medium to Long- term Predictions Confidence & Trust Investment Plans and Projects Stakeholder Engagement Benefits Framework Asset & Service Strategy Asset Data Cost Data Investment Planning Investment Appraisal Operational & Capital Information
- 30. SW Internal Scaling agile AMTR Delivering SIDM Leadership Group Steering Group Collaborative Space Temporary Core Team System Architecture Release Train Engineer Product Manager RS JC THC TH KD AD AZ/IS POs Shared Shared Shared Business Owners
- 31. To be agile or not to be, that is not the question