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Agile 2012 - An Agile Adoption and Transformation Survival Guide

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This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation.

As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.

Publicado en: Empresariales, Tecnología
  • Except for the cake (i see control inside and a collaborative hull around) and that I doubt that Kanban is not agile I agree. Interestingly I independently came to the same conclusions.
    Still thinking that evolutionary change helps you to improve where you are (i.e. get a better control culture than the one that you're in now), but i doubt that you can change the Schneider-quadrant without strong leadership and top-down. And it definitely takes years to do so except if the social system is in a crisis.
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Agile 2012 - An Agile Adoption and Transformation Survival Guide

  1. 1. Agile 2012 Grapevine, TX@MichaelSahota
  2. 2. About Michael STRATEGIC PLAY®
  3. 3. Session Outline
  4. 4.
  5. 5. Quick Survey – What Agile AdoptionSuccess have you seen?• 5 = Every time a success• ...• 0 = Every time a failure• Raise your hand when your number Photo CC comes up… _catherine/5808320129
  6. 6. XP Toronto Mtg 2011Agile Tour Toronto 2011 Agile New England 2011
  7. 7. Causes of Agile Failure
  8. 8. Barriers to Further Agile Adoption Copyright VersionOne 2011
  9. 9.
  10. 10. Why is Culture Important? “If you do not manage “The only thing of culture, it manages you, real importance and you may not even bethat leaders do is to aware of the extent tocreate and manage which this is happening.” culture.” Edgar Schein Professor MIT Sloan School of Management Photo courtesy:
  11. 11. Agile Tour Toronto 2011 Agile New England 2011
  12. 12. Example Survey QuestionWhen all is said and done, the way we accomplish success in this organization is to:1. Create an organization that has the highest possible level of competence and capitalize on that competence.2. Get and keep control.3. Provide the conditions whereby the people within the organization can develop and make valuable accomplishments.4. Put a collection of people together, build them into a team, and charge them with fully utilizing one another as resources.
  13. 13. Graphic ©JurgenAppelo
  14. 14. Kanban Principles (Anderson) First adopt the Then (use the 5 Core foundational principles Properties) • Start with what you do 1. Visualize the workflow now 2. Limit WIP • Agree to pursue 3. Manage Flow incremental, 4. Make Process Policies evolutionary change Explicit • Respect the current 5. Improve Collaboratively process, roles, (using models & the responsibilities & titles scientific method)
  15. 15.
  16. 16. Working with Existing Culture
  17. 17. Kanban is Like an Oreo Cookie! Outside: Crunchy Control Inside: Sweet White Agile Goodness (collaboration, cultivation and craftsmanship)
  18. 18. Craftsmanship as a starting place
  19. 19.
  20. 20. What are your goals? My main focus is to stop companies from doing Agile.Pascal Van Photos©
  21. 21.
  22. 22. Adoption of Agile Practices ina Mismatched Culture
  23. 23. Agile Transformation
  24. 24.
  25. 25. Adoption Transformation
  26. 26. Adoption of Agile Practices ina Mismatched Culture
  27. 27. Adoption - Practices  Doing AgileWhen culture is not compatible with Agile Incremental Adoption  Look at Context  Pain  Practice Avoid  Scrum  Agile Manifesto See  “Agile Adoption Patterns: A Roadmap to Organizational Success” by Amr Elssamadisy  “Becoming Agile in an Imperfect World” provides a lot of practical advice on adopting Agile [Smith & Sidky].
  28. 28. Agile Transformation
  29. 29. Agile Is Not Enough
  30. 30.
  31. 31. Plan for Hard Conversations Agile is about people, and as such they will tend to be largest obstacles, we will need to have serious conversations at some point if we really want to go Agile.Johnny ScarboroughPhotos© and The Innovation Games Company
  32. 32. Some Interesting Patterns ofTransformation
  33. 33.
  34. 34. WARNING: This will fail eventually*
  35. 35. #2 Incubate TransformationalLeadership Leaders go first!• Live the values• Lead by example• Seek to truly understand their culture• Be as transparent as the teams they leadSee presentation: Agile From the Top Down: Executives & Leadership Living Agile by Jon Stahl
  36. 36. #3 Develop Transformational Leadership Team Deep alignment between leadership teams’ personal visions and organizational compelling shared vision Continued commitment to maintaining integrity and sacredness of leadership teamSee Temenos retreat@Siraju Ref:
  37. 37.
  38. 38. Transforming the World of Work
  39. 39. Session Outline
  40. 40. Resources• These slides are available on slideshare• Free eBook: le-adoption-transformation• Videos, Blog Posts gile-culture-series-reading-guide/ CC @MichaelSahota