16 giugno 2014

REGOLE WEBINAR

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7. Per eventuali problemi di collegamento ti invitiamo a contattare il seguente indirizzo: professionaldevelopment@pmi-nic.org

WHO NEEDS AGILE

Agile has become a bloated conceptual vortex

What do you think Agile is?

AGILE

Then what is agile?

Agile is the ability to adapt to changes as fast or faster than changes occur.

Adapt or DIE

An Adjective

Daily Standups Close contact with management Face to face communication Test Driven Development Value Stream Mapping Sustainable pace Retrospectives Pair development ….

What is all that other

stuff?

Agility

Enable

rs

A Broader Definition

Change Cycle Change Cycle Change Cycle Change Cycle

Build Cycle Build Cycle Build Cycle Build CycleBuild Cycle Build Cycle

Respond to technology change Reduce investment overhead Respond to customer need Drop bad business quickly Improved predictability Improved Quality Try ideas quickly Reduced Risk Transparency Faster Breakeven (ROI)

Benefits of Agility

Management Innovation

1911-Fredick W. TaylorScientific ManagementIndustrial Revolution

Pivot

Pivot Again

1911-Fredick W. TaylorScientific ManagementIndustrial Revolution

Pivot

Mental Shifts

Types of Work

Part or Art

Part work Art Work

Predictable

Assembly

Focus on Conformance

Low change rate

Variation is bad

Coordinate & Control

End is CLEAR

Purpose is to deliver

Unpredictable

Discovery

Focus on Creativity

High change rate

Variation is good

Inspect & Adapt

End is Ambiguous

Purpose is to discover

Part or Art

PredictableAssemblyFocus on ConformanceLow change rateVariation is badCoordinate & ControlEnd is CLEARPurpose is to deliver

Unpredictable Discovery

Focus on Creativity High change rateVariation is good

Inspect & AdaptEnd is Ambiguous

Purpose is to discover

Revisiting the Definition

Change Cycle Change Cycle Change Cycle Change Cycle

Build Cycle Build Cycle Build Cycle Build CycleBuild Cycle Build Cycle

Nested Agility

Sequential

I & I

I & I

Sequential

I & I = Iterative & Incremental

Practical Example

Shell Engine Technology Flight Guidance Back of the Seat Tires

1. Retrospectives2. Teamwork3. Standups4. Servant Leadership5. Value Stream Mapping6. Long-Lived Teams7. Collocation8. Dedicated Teams 9. Pairing

What can we learn from the movement?

Lessons Learned

Lessons Learned Post Mortem Results are

Project Specific Team Specific Domain Specific

Useful LL Requirements Communication Resources (people)

DON’T WORK

Retrospective

Frequent Whole Team Must be interesting

Project Specific Team Specific Domain Specific

Retro Process

• Set the Stage1• Collect Data2

• Generate Insights 3• Decide What to do4

• Close 5

Open Q&A

Agile Community of Practice Over 32,000 members Webinars Experience Reports Blogs Wiki Discussions

PMI Agile CoP

Joseph Flahiff, CEO PMI-Agile Community of Practice Engagement Lead Lean|Agile Coaching - Training - Consulting Certified Provider of

Scaled Agile Framework (SAFe) How NASA Builds Teams

joseph@whitewaterprojects.com www.whitewaterprojects.com

Thank you