Why, how and what of Agile

5. © RADTAC Ltd 2014 – All rights reserved We believe in challenging the status quo and in the innate ability of people to rise to the challenges of their organisa>on One-‐stop agile shop 16YEARS Culture Consultancy Talent Training

8. © RADTAC Ltd 2014 – All rights reserved Mindset Values Principles Practices Tools & Processes We use JIRA We do stand-‐ups We are co-‐located We do just enough documenta>on We work together What is agile?

9. © RADTAC Ltd 2014 – All rights reserved Percep>on Itera>ve development Comms & collabora>on Self-‐governance and accountability Learn (oNen) Priori>sa>on (oNen) Deliver value (oNen) What does Agile mean for you?

12. © RADTAC Ltd 2014 – All rights reserved 12 Principles of the Agile Manifesto 1.  Our highest priority is to sa>sfy the customer through early and con>nuous delivery of business value. 2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's compe>>ve advantage. 3.  Deliver business value frequently, from a couple of weeks to a couple of months, with a preference to the shorter >mescale. 4.  Business people and developers must work together daily throughout the project. … Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org

13. © RADTAC Ltd 2014 – All rights reserved 12 Principles of the Agile Manifesto … 5. Build projects around mo>vated individuals. Give them the environment and support they need, and trust them to get the job done. 6.  The most efficient and effec>ve method of conveying informa>on to and within a development team is face-‐to-‐face conversa>on. 7.  Business value is the primary measure of progress. 8.  Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. … Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org

14. © RADTAC Ltd 2014 – All rights reserved 12 Principles of the Agile Manifesto … 9. Con>nuous aben>on to technical excellence and good design enhances agility. 10. Simplicity-‐-‐the art of maximizing the amount of work not done-‐-‐is essen>al. 11. The best architectures, requirements, and designs emerge from self-‐organizing teams. 12. At regular intervals, the team reﬂects on how to become more eﬀec>ve, then tunes and adjusts its behaviour accordingly. Mindset Values Principles Practices Tools & Processes

17. © RADTAC Ltd 2014 – All rights reserved DEMON: Why is scrum hard? Development teamProduct owner One person decides No dependencies No special roles 1 month or less Value hypothesis Value* * the solution is technically fully ready to release to the market. It is a marketing decision whether to actually release immediately or wait. 9 people or less Source: The Scrum Guide https://www.scrum.org/Scrum-Guide, October 2011 Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less

22. © RADTAC Ltd 2014 – All rights reserved Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. Agile friendly culture 47% 41% 9% 3%

24. © RADTAC Ltd 2014 – All rights reserved Mindset – doing agile, being agile Roles Org Chart Processes Tools LanguageCustoms Behaviors Values Traditions Beliefs Stereotypes Taboos Visible formal system Invisible informal system New agile structure Source: Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf, Culture Mindset Values Principles Practices Tools & Processes

26. © RADTAC Ltd 2014 – All rights reserved Portfolio/Organisation Product/Programme Team Sustainable wave Start agile transforma>on with a ver>cal stripe… Source: http://radtac.wordpress.com/tag/change-wave/ …then expand sideways

Why, how and what of Agile

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Why, how and what of Agile