Since my first contact with Agile, as a Business Performance Manager in a large engineering company, my first thought was “Agile is not for IT!” Agile can be applied beyond IT teams and projects! This is how my Agile journey started in 2009… with finance & Marketing teams Let us revisit the sources, the values, principles and practices and see why Agile can go beyond IT; and why this is a key factor in overcoming the challenges of large transformations.

1. Agile is only for IT
Brussels | 23rd May 2018

2. Please go to menti.com
And
Use the code 63 50 31

3. AGENDA
Looking
backward
MyAgile
journey
To Be Continued
Lookingfor
Complex
systems
Agile Waves
Looking
outsideIT

4. AGENDA
Looking
backward
Agile journey
To Be Continued
Lookingfor
Complex
systems
Agile Waves
Looking
outsideIT
MyAgile
journey

5. My Agile Journey

7. 2009

8. AGENDA
Looking
backward
Agile journey
To Be Continued
Lookingfor
Complex
systems
Agile Waves
Looking
outsideIT

9. Customer
Collaboration over
Contract negotiation
The Agile Manifesto: 4 values
Kent Beck ,Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt,
Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
Individuals & Interactions
over processes & Tools
Working software over
comprehensive
documentation
Responding to change
over following the plan

10. Customer
Collaboration over
Contract negotiation
The Agile Manifesto: 4 values
Kent Beck ,Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt,
Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
Individuals & Interactions
over processes & Tools
Deliver Value over
comprehensive
documentation
Responding to change
over following the plan

11. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.

12. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.
Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive
advantage.

13. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.
Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive
advantage.
Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done.

14. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.
Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive
advantage.
Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done.
Simplicity--the art of
maximizing the amount of
work not done--is essential.

15. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.
Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive
advantage.
Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done.
The most efficient and
effective method
of conveying information to
and within a
development team is face-to-
face conversation.
Simplicity--the art of
maximizing the amount of
work not done--is essential.

16. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.
Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive
advantage.
Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done.
The most efficient and
effective method
of conveying information to
and within a
development team is face-to-
face conversation.
Simplicity--the art of
maximizing the amount of
work not done--is essential.
Continuous attention to
technical excellence and
good design enhances
agility.

17. • Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software. .
• Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
• Deliver working software 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.
• The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The Agile Manifesto:12 principles
• Working software 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.
• 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 behavior accordingly.
Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive
advantage.
Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done.
The most efficient and
effective method
of conveying information to
and within a
development team is face-to-
face conversation.
Simplicity--the art of
maximizing the amount of
work not done--is essential.
Continuous attention to
technical excellence and
good design enhances
agility.
At regular intervals, the team
reflects on how to become more
effective, then tunes and
adjusts its behavior accordingly.

18. The Agile Manifesto is not only for
IT

19. LIGHTWEIGHT METHODOLOGIES
XP
SCRUM
DSDM CRYSTAL
FDD
SCRUM
ASD
Pragmatic
programming
XP

20. 1986
“The New product
Development Game”
Takeuchi & Nonaka

21. “The… ‘relay race’ approach to
product development…may
conflict with the goals of
maximum speed and
flexibility…

22. “The… ‘relay race’ approach to
product development…may
conflict with the goals of
maximum speed and
flexibility…
“The… ‘relay race’ approach to
product development…may
conflict with the goals of
maximum speed and
flexibility…

24. …Instead a holistic or ‘rugby’
approach — where a team tries
to go the distance as a unit,
passing the ball back and forth
—may better serve today’s
competitive requirements.”

25. “ Agile is Lean plus
getting the customer
directly in the middle of
innovation”
Jeff Sutherland | Co creator of Scrum

26. “For Some of the Signatories Agile
were deeply inspired by industry”
26

28. AGENDA
Agile journey
To Be Continued
Looking for
Complex
systems
Agile Waves
Looking
outsideITLooking
backward

29. 29
CYNEFIN

30. 3 BASIC SYSTEMS
ORDERED
SYSTEMS
COMPLEX
SYSTEMS
CHAOTIC
SYSTEMS
DISORDE
R

31. 3 BASIC SYSTEMS
ORDERED
SYSTEMS
COMPLEX
SYSTEMS
CHAOTIC
SYSTEMS
OBVIOUS
SYSTEMS
DISORDE
R

32. CYNEFIN FRAMEWORK
OBVIOUS
COMPLEX COMPLICATED
CHAOS

33. OBVIOUS (Ordered System)
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
CHAOS

34. OBVIOUS (Ordered System)
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
CHAOS
THE RELATION IS SELF EVIDENT
FOR EVERY SINGLE PERSON

35. COMPLICATED
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
CHAOS
cause effect

36. COMPLICATED
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
CHAOS
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect

37. COMPLICATED
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
CHAOS
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect
you have to put some
effort in the relationship

38. COMPLEX
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect
‣ non linear relationships
‣ all about the network
‣ never complete
cause /
effect
CHAOS

39. COMPLEX
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect
‣ non linear relationships
‣ all about the network
‣ never complete
cause /
effect
CHAOS

40. COMPLEX
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect
‣ non linear relationships
‣ all about the network
‣ never complete
cause /
effect
CAUSE AND EFFECT ARE ONLY
OBVIOUS RETROSPECTIVELY, WITH
UNPREDICTABLE EMERGENT
OUTCOMES
CHAOS

41. COMPLEX
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect
‣ non linear relationships
‣ all about the network
‣ never complete
cause /
effect
CAUSE AND EFFECT ARE ONLY
OBVIOUS RETROSPECTIVELY, WITH
UNPREDICTABLE EMERGENT
OUTCOMES
Safe To Fail
Experiments

42. COMPLEX
OBVIOUS
COMPLEX COMPLICATED
cause = effect
ex. standard operating procedures
best practices
one or few good answers
It’s predictable and repeatable.
ex. do some analysis, work out what the
possibilities are,
expert mindset
a range of possible answers
cause effect
‣ non linear relationships
‣ all about the network
‣ never complete
cause /
effect
CHAOS
cause = effect
‣ take action
‣ push into another domain

43. DISORDER
SPACE OF NOT KNOWING THE
SPACE IN WHERE YOU ARE IN

44. DISORDER

45. BIRTHDAY PARTY

46. CHAOS

47. ORDERED

48.  Learning Objectives
 Aligned with Mission Vision
 Planning program
 Motivational program / Poster / Bonus
 Power point presentation
ORDERED

49.  Boundaries |attractors
 Fail to safe experiments (Anticipate, Adapt,
Explore)
 Shorten Feed Back Loop
 Assume dependence of the context
 Develop the model collaboratively
COMPLEX

50. “Agile with its values, principles,
frameworks and practices allows
the organization to deal with
complexity”
50

51. AGENDA
Agile journey
To Be Continued
Lookingfor
Complex
systems
Agile
Waves Looking
outsideITLooking
backward

55. Plannification
Estimation
Requirements
Time
management
Collaboration
The Agile wave impacting Business

56. Job description
Bonus
HR
Management
Performance
The Agile wave impacting HR

57. Business Value
Cost Tracking
Ressource
Allocation
Budget estimation
The Agile wave impacting Finance

58. collocated Off
shore
Collaboration
Contract
The Agile wave impacting Procurement

60. Agile implementation will impact the
organization and not only IT
60

61. AGENDA
Agile journey
To Be Continued
Lookingfor
Complex
systems
AgileWaves
Looking
outside IT
Looking
backward

62. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement

63. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement

64. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
③ Connect everyone's work
With customer needs

65. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
③ Connect everyone's work
With customer needs

66. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
③ Connect everyone's work
With customer needs
⑤ Trust people with freedom
to act

67. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
③ Connect everyone's work
With customer needs
⑤ Trust people with freedom
to act

68. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
② Make information open for
self-regulation, innovation,
learning and control
③ Connect everyone's work
With customer needs
⑤ Trust people with freedom
to act

69. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
② Make information open for
self-regulation, innovation,
learning and control
③ Connect everyone's work
With customer needs
⑤ Trust people with freedom
to act

70. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
② Make information open for
self-regulation, innovation,
learning and control
③ Connect everyone's work
With customer needs
④ Make planning and
forecasting rigid and political
exercises
⑤ Trust people with freedom
to act

71. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
② Make information open for
self-regulation, innovation,
learning and control
③ Connect everyone's work
With customer needs
④ Make planning and
forecasting rigid and political
exercises
⑤ Trust people with freedom
to act

72. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
② Make information open for
self-regulation, innovation,
learning and control
③ Connect everyone's work
With customer needs
④ Make planning and
forecasting rigid and political
exercises
⑤ Trust people with freedom
to act
⑥ Organise management
processes around the calendar
year only

73. ARE THESE STATEMENTS ARE AGILE OR NOT?
① Govern through shared
values and sound Judgement
② Make information open for
self-regulation, innovation,
learning and control
③ Connect everyone's work
With customer needs
④ Make planning and
forecasting rigid and political
exercises
⑤ Trust people with freedom
to act
⑥ Organise management
processes around the calendar
year only

74. BEYOND BUDGETING
12 PRINCIPLES
• Purpose
• Values
• Transparency
• Organization
• Autonomy
• Customers
• Leadership
• principles
• Rhythm
• Targets
• Plans and forecasts
• Resource allocation
• Performance evaluation
• Rewards
Management
process

75. BEYOND BUDGETING
6 LEADERSHIP PRINCIPLES
• Engage and inspire people around bold and noble causes; not
around short-term financial targetsPurpose
• Govern through shared values and sound Judgement; not
through detailed rules and regulationsValues
• Make information open for self-regulation, innovation, learning
and control; don't restrict itTransparency
• Cultivate a strong sense of belonging and organize around
accountable teams; avoid hierarchical control and bureaucracyOrganization
• Trust people with freedom to act; don't punish everyone if
someone should abuse itAutonomy
• Connect everyone's work With customer needs, avoid conflicts of
interestCustomers

76. BEYOND BUDGETING
6 Management Processes
• Organise management processes dynamically around business rhythms
and events; not around the calendar year onlyRhythm
• Set directional, ambitious and relative goals; avoid fixed and cascaded
targetsTargets
• Make planning and forecasting lean and unbiased processes; not rigid and
political exercisesPlans and forecasts
• Foster a cost conscious mind-set and make resources available as needed;
not through detailed annual budget allocationsResource allocation
• Evaluate performance holistically and with peer feedback for learning and
development; not based on measurement only and not for rewards onlyPerformance evaluation
•Reward shared success against competition; not against fixed performance
contractsRewards

78. Agile
journey
To Be Continued
Looking for
Complex
systems
Agile
Waves Looking
outside ITLooking
backward

79. Agile is not only for IT
because…

80. Agile is not only for IT
because… … Agile values &
Principles are applicable
outside IT

81. Agile is not only for IT
because…
… Agile roots are not
only from IT
… Agile values &
Principles are applicable
outside IT

82. …Agile is about dealing
with complexity
Agile is not only for IT
because…
… Agile roots are not
only from IT
… Agile values &
Principles are applicable
outside IT

83. …Agile is about dealing
with complexity
Agile is not only for IT
because…
… Agile roots are not
only from IT
…Agile journey impact
components of the
organization
… Agile values &
Principles are applicable
outside IT

84. …Agile is about dealing
with complexity
Agile is not only for IT
because…
… Agile roots are not
only from IT
…Agile journey impact
components of the
organization
… Similar movements
appeared outside IT
… Agile values &
Principles are applicable
outside IT

85. Q/A

86. Pierre Hervouet
Contact
Informatio
n
+32 (0)470 42 05 81
+961 (0)3 665 755
phervouet@upward.consulting
pierre.hervouet@agilelebanon.org
Contact
Information
www.facebook.com/upwardconsult
@pierre_hervouet
@agilelebanon
www.facebook.com/agilelebanon

87. REFERENCES
http://www.scrumguides.org/
http://agilemanifesto.org/
Looking Backward
http://www.bbrt.org/
Beyond Budgeting
https://hbr.org/2016/05/embracing-agile
Management 30: Jurgen Appelo
Looking for Complex Systems
http://cognitive-edge.com/