Challenges of implemen/ng Agile and what’s coming next 2nd Annual Maine Agile Gathering!
Bob Sarni [email protected]
www.ionagility.com LinkedIn: www.linkedin/in/bobsarni/
TwiGer: bobsarni
© 2014 iOnAgility. All Rights Reserved
– Agile 2014 Program Chair – Process at Large – Orlando, July 28 – August 1, 2014 – Agile 2015 Program Chair – Process at Large – Washington DC, August 3 – August
7, 2015 – Agile 2016 Conference Chair – Atlanta, July 25 – July 29, 2015 – CerJfied Scrum Coach (CSC) and CerJfied Scrum Trainer (CST) • Founder and Principal – iOnAgility – www.ionagility.com
• 20+ years in project management, porPolio management, program management and product development – From power plant construc/on to soRware development! Last 10+ years focused on agile efforts.
• Experience with many large enterprise Agile adop/ons and transforma/ons • Experience as ScrumMaster, Product Owner, Team Coach, Coach of Coaches,
Agile Prac/ce Leader, Enterprise Agile Coach
© 2014 iOnAgility. All Rights Reserved
Bob Sarni
Who is experiencing challenges as they “adopt” or “transi/on” to agile?
Your Implementa/on Challenges
#agilemaine #agile #challenges
Change is Hard
• Change is hard – Change is constant – Change wears you down – People are not resistant to change, they are resistant to being changed
• Agile should not be the goal – Agile is journey, not a des/na/on– you are never done. Con/nuous learning – Agile is an avenue to achieve a bigger goal – What are your business and strategic goals? How can agile assist with those
goals?
Language
• Language – Agile means many things and in different ways to people and organiza/ons
– It is hard to measure and compare successes – the context is missing. Culture, organiza/onal design, market drivers, customer profiles, employee DNA
– Organiza/ons look for case studies they can compare themselves to or measure themselves against
– There is not a common, consistent place to look for answers and advice
Organiza/onal Culture
8
"One cannot become a bu-erfly by remaining a caterpillar."
"In the change from being a caterpillar
to becoming a bu-erfly, you're nothing more than a yellow,
gooey s=cky mess.” Ted Forbes – Darden School of Business
• Culture – Culture eats strategy for breakfast – Peter Drucker
• Developing a culture suppor/ve of change is cri/cal
– No posi/ve vision for the future. There is less “change fa/gue” and a lot less resistance with hope as a founda/on
– Unwillingness to stop doing things that do not add value because of the illusion of precision and big elaborate charts that tell false stories
– Unwillingness to create “systems always under test” type environments that are
not overly complicated and unaGainable
– Autonomous and self organizing teams may be a threat to leadership and management
– Let’s "keep doing what we've been doing AND adopt agile”
– Too much focus on the process (and too liGle on the people)
What does the future hold?
#agilemaine #agile #thefuture
How do you see the world of work 20 years from now?
Timeline: Agile, Lean and In Between
1950s: Deming Cycle and Mindset
• System Thinking • Fast Feedback Loops (PDCA)
• Trust People
1970s: Lean Manufacturing
• Manufacturing Excellence
• Toyota Produc/on System
1990s: Agile SoXware Development
• SoXware Development Excellence
• Scrum • XP
2010: Lean Startup
• Market Excellence
• Customer Development
• Product Discovery
Future: Leadership & Org-‐wide Agility
• OrganizaJonal Excellence
• Customer Delight
• Collabora/ve Structures
• Leadership Science
Complex
Domains
§ Complexity and Interconnectedness are occurring at an increasing pace
§ Old mindsets are not effecJve in highly complex systems § New way of working based on:
§ Simple Rules § Trus/ng People
§ Learning Organiza/ons
Complicated
Domains
New Mindset
Peter Green -‐ hGp://www.slideshare.net/tptman/agile-‐lean-‐and-‐in-‐between
• Considera/ons for the future
– Agile is an evolu/on
– It is an approach to rapid change
– The pace of change con/nues to increase – it is not going backwards
– Our responses today, may not be fast enough tomorrow – we need to con/nue to adapt
– We may not be doing Scrum in another 10 years – whatever we are doing is likely to be more agile
• The future world of work – Lean startup thinking will con/nue to drive innova/on and success through
experimenta/on and MVP thinking
– Team-‐driven and collabora/ve
– Performance evalua/ons go away
– More about mindsets than individual frameworks
– The mindset applies to business and work in general – not just soRware development
• The future world of work
– Con/nuous delivery • The daily scrum becomes the daily sprint
– Big products companies are not the only players in the game • Trend towards small “apps” • Ability to build networks of “apps” that talk to each other • Smaller companies will become the new large companies • Large companies will s/ll exist but their new compe/tors will be these highly adaptable, agile companies
– Value teams