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Compromising with Hesitant Organizations agile implementation paralysis Agiles 2010 Lima, PerĆŗ 04/Oct/2010
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
20 th  century, rise of management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
21 st  century, rise of collaboration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
Enter Agile ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
bpost ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
bpost 2009 Business Operational Commercial ā€¦ (Client) Projects Client Managers Project Managers Business Analyst (Product Owner) Architects Applications Team Lead (Scrum Master) Developers Testers Technical analysts Architects ICT
bpost 2010 ICT Business Operational Commercial ā€¦ (Client) Projects Applications Resource Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
bpost re-organization in 2010 ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
heisenberg  x  taylorism ,[object Object],ā€œ learning organizationā€ command & control organizational  philosophy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
glossary mis-alignment ,[object Object],[object Object],bpost work breakdown structure contractual budget handovers workshops
compromise  x  best practice command & control organizational philosophy ā€œ learning organizationā€ change initiatives, methodologies, processes, ā€¦ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
vision aligned?  now for the hard part ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
some thoughts on compromises ,[object Object],[object Object],[object Object],[object Object],[object Object]
building blocks of agile adoption Individuals and Interactions  over processes and tools Working Software over comprehensive documentation Customer Collaboration over contract negotiation Responding to Change over following a plan T R U S T D E L I V E R I N G  V A L U E F L E X I B L E  C O L L A B O R A T I V E
building blocks of agile adoption If the foundation is not strong, initiatives and changes that  focus on the upper blocks will ultimately fail. Without the blocks at the bottom, Agile adoption is essentially paralyzed T R U S T D E L I V E R I N G  V A L U E F L E X I B L E  C O L L A B O R A T I V E
[object Object],[object Object],[object Object],[object Object],[object Object]
central ā€œresourceā€ management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],projects applications ICT resource planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
central ā€œresourceā€ management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],compromising:   projects applications ICT resource planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],T R U S T D E L I V E R I N G  V A L U E
nearshoring ,[object Object],[object Object],[object Object],[object Object],[object Object],application team ,[object Object],[object Object],[object Object],[object Object],[object Object],local  team nearshore team backlog
nearshoring ,[object Object],[object Object],[object Object],[object Object],[object Object],application team compromising:   local  team nearshore team backlog T R U S T D E L I V E R I N G  V A L U E
sprint checkpoint report ,[object Object],[object Object],[object Object],[object Object],[object Object],checkpoint report ,[object Object],[object Object],[object Object],[object Object],screenshot
sprint checkpoint report ,[object Object],[object Object],[object Object],[object Object],[object Object],checkpoint report compromising:   F L E X I B L E  C O L L A B O R A T I V E
kpiā€™s and quality gates ,[object Object],[object Object],[object Object],[object Object],[object Object],kpi report ,[object Object],[object Object],[object Object],[object Object]
kpiā€™s ,[object Object],[object Object],[object Object],[object Object],kpi report compromising:   T R U S T D E L I V E R I N G  V A L U E
Ā 
questions ,[object Object]
bibliography ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Agiles 2010

  • 1. Compromising with Hesitant Organizations agile implementation paralysis Agiles 2010 Lima, PerĆŗ 04/Oct/2010
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. bpost 2009 Business Operational Commercial ā€¦ (Client) Projects Client Managers Project Managers Business Analyst (Product Owner) Architects Applications Team Lead (Scrum Master) Developers Testers Technical analysts Architects ICT
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. building blocks of agile adoption Individuals and Interactions over processes and tools Working Software over comprehensive documentation Customer Collaboration over contract negotiation Responding to Change over following a plan T R U S T D E L I V E R I N G V A L U E F L E X I B L E C O L L A B O R A T I V E
  • 21. building blocks of agile adoption If the foundation is not strong, initiatives and changes that focus on the upper blocks will ultimately fail. Without the blocks at the bottom, Agile adoption is essentially paralyzed T R U S T D E L I V E R I N G V A L U E F L E X I B L E C O L L A B O R A T I V E
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31. Ā 
  • 32.
  • 33.