The Agile Journey
by Ryan Dorrell, AgileThought CTO and Co-Founder
A bad system beats a good person every time.
You don’t need to change. Survival is optional.
- W. Edwards Deming
A Case Study in Agile
Rapidly Shifting Market – a company founded in analog technology with the rest of the world moving to
Complex Organizational Structures – no clear flow for products and services to be delivered to customers.
Products often took months to deliver.
Heavyweight Delivery Methodology – new products and services often missed the mark because they were
late, resulting in revenue struggles.
Low Morale – low morale and excitement about the work.
Internal Cultural Divide Between Teams – “Us” versus “Them” between business and IT.
(re)Defining Agile – Beyond Software
Prioritization by business value
Incrementally create and deliver working
Respond to change faster
Higher quality, faster, at lower cost and
Lean – A History Lesson
Toyota Production System (TPS) developed over
50 years ago
Core thinking is around using less to do more
Best practices are observed and adapted in the
workplace, not in theory
Relentless focus on creating brilliant processes
Ask yourself: How often do you stop to improve
how you work?
Continual Improvement + Engaged People = Amazing Results
Identify what creates value for the
Identify the steps in the value stream,
then remove what is non-value adding
Make the value adding activities flow
in a tight sequence
Make only what the customer “pulls”
Seek perfection (through waste
Map the Value Stream
Agree to a team capacity
Limit Work in Process (WIP) to that
Pull value through the Value Stream
Make both work and workflow visible
TO DO DOING DONE
Value Stream Mapping
How much time is spent on value add
vs non value add?
Recurring Value Stream Mapping to re-
assess the whole value stream.
Capacity and Limits
Agree and establish
Work Capacity: what is a fair and
reasonable expectation for
workload for a team?
Plus work policies that are
clearly understood and can be
consented to by all involved.
7 Types of Waste
Partially Done Work
Wield metrics as a tool for continuous
Manage quantitatively and objectively using
only a few simple metrics
Cost of Delay
Lead / Cycle time
Waste / Efficiency
Delays take sales
away from max sales
Cost of Delay
Graphic inspired by @johannarothman
The Path to Lean and Agile
The Kanban Method rejects the traditional approach
Avoid resistance, not push against it
Don’t install new processes
Rely on evolutionary change
Improvements driven through visual Kanban
boards and Kanban systems
Using the Kanban Method
Start with your existing work flow
Everyone agrees to pursue evolutionary change
Respect existing roles, responsibilities and job titles
initially – but agree that they may change
Learn to view what you do as a set of services (that
can be improved)
Map, understand and track the workflow to improve
Using Agile/Lean Everywhere!
Graphic courtesy of @iamagile
A Case Study in Agile, revisited
Pragmatically implemented Scrum/Kanban
Philosophy of servant leadership
Entire business project portfolio is visualized with Kanban
Aggressive attitude towards eliminating non-value add activities
Doing more with less –
producing more value,
more often, with fewer
A Case Study in Agile: Results
Through elimination of non-value add
work, streamlining of flow of work40%
Through pre and post employee
Are you ready?
1. Is my organization ready for cultural change?
2. Am I prepared to have an engaged workforce?
3. Am I ready to make necessary, but possibly difficult, changes?
4. Am I willing to adapt my leadership style if necessary?
5. Am I willing to empower and trust my teams?
Visit our library of free webinar videos!
• Azure + Visual Studio Online: How to build, test, deploy and monitor seamlessly
• 6 Steps To Achieving Predictable Release Management With Visual Studio 2013
• How To Create High Value Development Teams
• 5 TFS Features That Will Dramatically Improve Your Team's Performance
With 20 years of professional software development experience, Ryan has been deeply involved in
building a wide range of applications. He has extensive experience building web-based transactional
systems, as well as cloud data management applications. Recently, Ryan has led AgileThought into
many new areas of technical capability, such as mobile and cloud development.
Looking for ALM Solutions for Your Business? Email me at firstname.lastname@example.org
Notas do Editor
Toyota goal – do more with less
They have a relentless focus on improving the work
Toyota is often studied but only the tools are adopted, this results in failed implementations or only realising a small % of the benefits
Toyota warn - Brilliant people working within broken processes wont get the same results
This is often ignored by those looking to learn from Toyota. Cultural value – 1000s of brains in the workforce - introduce opportunities for team members to make suggestions for improvement. I know best how to improve my job as I do it every day, I should be able to suggest how to improve and work with my manager on implementing those improvements.
Value adding – essentially why are we here as a business
Non value adding – study work end to end, from customer request to delivery. Non value adding is failure demand e.g. I asked for this by the 12th and got it on the 14th or you gave me something that didn’t work or wasn’t what I asked for.
Making work flow, removing bottlenecks. Simple things like making hand offs clean; visit someone you hand off work to and ask them how it could be improved. Imagine everyone doing this corporate wide how much more effective we would be. Imagine doing this with our partners!
IT should be about delivering the right thing at the right time, supply and demand.
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