Professional Documents
Culture Documents
A Taste of Agile
Introduction to Agile
Introduction to Agile
Introductions
Introduction to Agile
What?
When?
Why?
How?
Where?
Introduction to Agile
Agenda
Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A
A shared
understanding
of Agile
Introduction to Agile
What is Agile?
Introduction to Agile
Agile Principles
Introduction to Agile
Respect
Openness
Foundation
Beliefs
Trust
Courage
Introduction to Agile
Introduction to Agile
5 Dysfunctions of a team
Video Overview
Introduction to Agile
5 Dysfunctions of a team
Inattention to results
Avoidance of accountability
Low standards
Lack of commitment
Fear of conflict
Absence of trust
Ambiguity
Artificial harmony
Invulnerability
Introduction to Agile
Agile
Lean
DevOps
Design Thinking
What is Agile?
Agile Practices
Agile Principles
Agile Values
Change in behaviors
Introduction to Agile
Principles
Values
Social
Contract
Scale of
Expectations
Mood
Marbles
Retrospective
Discovery
+VSM
Story
Cards
Wall of Work
Show
case
Burn-up
Chart
Issue Bulls
Eye
Stand-up
Risk
Matrix
Trust
Respect
Openness
Courage
Culture
Begin with
clarity about
outcomes
Listen, iterate,
learn and
course correct
Self directed
teams unleash
innovation
Introduction to Agile
Box of Trust
Bosses
Character
Partner/
Supplier
1.
2.
3.
4.
5.
Competence
1.
2.
3.
4.
5.
Customer
Introduction to Agile
Scale of expectations
Scale of expectations
Practice Name: ____________________
Date: _______________
More Praise-worthy
More Blame-worthy
Deviance
Deliberate
violation or
selfish
purpose
Sanctions
Inattention
Inadvertent
deviation
Time: _______________
Process
inadequacy
Uncertainty
Faulty
process
Lack of
clarity
Hypothesis
testing
Experimentation
for the good
of the
company
Rewards
Introduction to Agile
AWAITING
DISCOVERY
APPROVAL
NEW
XYZ
XYZ
MEDIUM
LARGE
XYZ
Portfolio Wall
AWAITING
DISCOVERY
RESOURCES
IN
DISCOVERY
AWAITING
DELIVERY
APPROVAL
XYZ
XYZ
XYZ
AWAITING
DELIVERY
RESOURCES
XYZ
XYZ
XYZ
XYZ
IN
DELIVERY
XYZ
XYZ
XYZ
SMALL
XYZ
XYZ
DEPARTMENT 1
XYZ
DEPARTMENT 2
WAITING STAGES1
PRIORITIZED LIST
PRIORITIZED LIST
IN
FINAL
DEPLOYMENT
DONE
XYZ
XYZ
Release plan
I1
I2
I3
I4
I5
I6
I7
I8
Release Wall
Planned
In
Progress
Testing
Iteration Wall
Done
The practices are like a buffet laid out to allow people to pick what suits them.
These practices ensure behavior is aligned to the values and principles
Leadership
Practices
Collaboration
Practices
Delivery
Practices
Portfolio walls
Stand ups
Backlog prioritization
Retrospectives
Burndown chart
Social contract
Showcases
Kanban board
Backlog grooming
Team environments
Planning poker
DevOps practices
Team rotations
Team of teams
Story cards
Leader smashes
Review
Curry?
In you can make a curry, but cant make French pastry and someone asks you
to make French pastry, what do you do?
You find the recipe, buy the ingredients and follow the recipe.
You dont decide, without understanding the recipe, to boil the pastry instead of
baking it in the oven as instructed.
Its the same with Agile or any new way of working. In order to learn we must
follow the process as described. Then once we have practiced it a couple of
times we can adapt the recipe to make it better and finally when we are well
practiced and experienced, we can write our own recipe.
Shu Ha Ri
Shu
follow
Ha
break
Ri
transcend
The Building
Completed in 1931
102 floors
73 elevators
2 acres of land
Review
History of Agile
Requirements/
analysis
Design
Maintenance
2015
1980
RAD
1990
XP
Crystal
Scrum
DSDM
2000
AGILE
Design Thinking
AGILE
LEAN
Neuro Science
Review
Quiz 1
3. The first principle is to begin with clarity of the ______ and let it guide every step along the way.
4. Listen, _______, learn and course ________ are the basics of principle two.
6. The practices of Agile make the ______ and ______ come alive by changing _________.
Review
Agenda
Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A
A shared
understanding
of Agile
Agile Strategy
Agile for
Leaders
Doing the Right Work!
Agile Strategy
Challenges of today
Resource constraints
Growth is controlled
not by the total of
resources available,
butby the scarcest
resource
- Dr. Liebig
Agile Strategy
Theory of constraints
Review
Heijunka
Littles Law
Increase throughput by demand and production leveling
Reduce work
in progress
Work in progress
Avg completion rate
Increase
Completion
Time
Managing
the on-ramp
Removing
Constraints
Dont overburden
Review
Minimize WIP
BACKLOG
IN PROGRESS
DONE
Watch this concept: One Piece Flow Simulation aka The Holiday Card Exercise
https://www.youtube.com/watch?v=Bi9R1Hqr8dI
Review
6 Strategic 5
Programs
4
Portfolio
Funnel
of Work
3
2
1
Doing The
Right Work
Review
6 Strategic 5
Programs
1
Program
Delivery practices
4
Portfolio
Funnel
of Work
3
2
1
Team 1
PULL
Doing The
Right Work
Team 2
Operational
Delivery practices
PULL
Team n
Doing The
Work Right
Review
Doing The
Right Work
Organization
Portfolio
Program
Project
Doing The
Work Right
Review
Bug fixes
Enhancements
New project work
BA
Designer
Customer
SME
DEV
Tester
Cross functional
Core team
Review
Customer
Front End
Back End
Infrastructure
Customer
Analysts
Designers
Developers
Testers
Compliance
Content
Designers
Actuaries
Delivery
Support
Organizing a group
of people to achieve
a common goal
Definition of leadership
- Wikipedia
Review
Clarity of Purpose
W E D O H A V E A S T R AT E G Y !
Review
Inspire Purpose
Vision
Mission
Goal
2015
2016
2020
Review
Business Unit/
Profit centre level
Vision /
Mission
Objectives /
Goals
Strategy
Plan
Vision /
Mission
Objectives /
Goals
Strategy
Plan
Support functions
Vision /
Mission
HR/Fin/Legal/etc
Support functions
HR/Fin/Legal/etc
Vision /
Mission
Objectives /
Goals
Objectives /
Goals
Strategy
Strategy
Plan
Plan
Review
Structure Teams
Right resources
Right place
Right time
Review
Gembutsu
Remove Bottlenecks
Eliminate Waste
Review
Gembutsu
Remove Bottlenecks
Eliminate Waste
Review
Work
Review
Work
Review
Innovation
Sharing
Innovating
Learning
Improving
Agile Leadership
Agile Leadership
Inspire Purpose
Innovate
Review
Quiz 2
3. True or false? Leaders only need to focus on Doing the right work!
4. Total cycle time can be improved if you reduce the _____ in ______.
5. True or false? Appropriate strategies should be devised at all levels of the organisation.
7. ______, cross functional teams, aligned to _______ value are the best way to structure teams
Agile Strategy
Where, When,
How and Why
to use Agile
Agile Strategy
Strategy
Marketing
Agile
Lean
DevOps
Design Thinking
Sales
Delivery
Agile Practices
Agile Principles
Agile Values
Operators
Support Services
Change in behaviors
Support
Core Processes
Agile Strategy
Opportunity
Order
Product Strategy
Order Cash
Design
Development
Delivery
Agile Strategy
Group Level
Strategy
Core
Business Unit
Supporting
Business Unit
Strategic Programs
Operations
Agile Strategy
Strategy &
Governance
Pattern
Operation
Execution
Pattern
Program
Execution
Pattern
Understand
Explore /
Strategize
Build / Test /
Implement
Manage /
Evolve
Agile Strategy
Strategy
Governance
Projects
Operations
Agile Strategy
Strategy Formulation
Mobilize
Explore /
Strategize
Understand
Strategy Execution
Build / Test /
Implement
Collaborate to Elaborate
Manage /
Evolve
How do we execute?
Strategic pipeline
Start- Stop - Continue
Integrated WIP
Strategy modality
Agile Strategy
Business Canvas
Key Activities
Key Resources
Cost Structure
Value Proposition
Customer Relationships
Channels
Revenue Streams
Customer Segments
Agile Strategy
Group Level
Vision /
Mission
Objectives /
Goals
Strategy
Plan
Business Unit/
Vision /
Mission
Objectives /
Goals
Strategy
Plan
Support functions
Vision /
Mission
HR/Fin/Legal/etc
Support functions
HR/Fin/Legal/etc
Vision /
Mission
Objectives /
Goals
Objectives /
Goals
Strategy
Strategy
Plan
Plan
Strategy
IDEA
DISCOVER
Strategic Initiative
Problem
New Requirement
Opportunity
DELIVER
Governance /
Iteratively build,
Funding Gates
Enhancement
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Problem
UN
COLLA
BO
Desired
Outcome
NE
Cost /
Benefit
DO
RA
TE
RA
TE
TO
O
B
A
ITE
TE
A
R
TI
IDEA
Plan
Blockers
DISCOVER
Estimate
Epics
Solution
Strategy
PROPOSE
Cone of Uncertainty
DISCOVERY
DELIVERY
+ 100
-100
D1
D2
D3
i1
i2
At start of Iteration
Releases or
phases
Discovery
Discovery
Iteration Planning
Deliver
R1
Daily Standups
Optional
Work
Iteration
Iteration zero
is the setup iteration
Iteration
Iteration
Iteration
Showcase
At end of Iteration
Retrospective
Scrum
Daily Standup Meeting
15-30 Minutes
Product Owner
Scrum
Master
Product Backlog
Team
Sprint Backlog
A Prioritized List
Task Breakout
of what is required:
features, bugs to fix
Sprint
Retrospective
Finished Product
Product Increment
Sprint Review
Time Boxing
PROGRAM
The Program
PROJECT
RELEASE
ITERATION
Project 1
Epic 1
Feature 1
Project 2
Epic 2
Epic 1
Feature 2
Epic 2
Feature 1
Story 1
Story 2
Task
CORE
IM
PM
5-9 People
EXTENDED
GOVERNANCE
Key Stakeholders
Steering committee
External experts
PMO
Analysts
Enterprise Architect
Dedicated
Cross Functional
Empowered
Developers
Testers
Solution Architect
Product Management
r leaders are
sformation!
Operations
Inside Sales
Support
Marketing
Code
Test
Design
The Operations Pattern - Used to effectively run and optimize any business process.
Strategy
Mobilize
Understand
Business Canvas
VSM PRACTICE (as-is)
Customer?
Prod/Services?
Process?
People?
Inputs/Outputs?
Metrics?
Explore /
Strategize
Build / Test /
Implement
Manage /
Evolve
Business V=Canvas
Test Hypotheses
Agile Project
Agile Prokect
Agile Myths
Not for
operations
Not for
all projects
Not for
main
frame
projects
Lack of
control
Not for
Regulatory
Projects
Scope
creep
High
risk
Not for
BIG
projects
Only for
Techies
No
documentation
No
design
No
discipline
No PMs
needed
No
architect
needed
No
planning
No
estimation
Agile Myths
Agreements
Standards
Tools
Processes
Agile Myths
#1
Dont
#2
#3
#4
#5
#6
#7
Agile Myths
Agile Myths
Agile
exposes
capability
gaps
Agile helps
create a
great
working
culture
Awesome
Capability
Attitude
Aptitude
You dont want a toxic brilliant team nor a happy dud one!
High performing teams are happy and highly capable!
Agile Myths
Agile Pitfalls
material
Teams dont know what Agile
really is
much WIP
Environment
Knowledge
Leadership
Capability
aware
Lack of sharing
No access to coaching
problem solving
Cant do attitude
Lack of trust
Agile Myths
Resource
Allocation
Team
Structure
Work
Environment
Work
Watch
another
Leadership
Style
Making Time
to Collaborate
Authentic
Transparency
Agile Myths
Happy people
Improved
Quality
Reduced risk
& cost
Increased
Revenue
Faster time to
market
Increased
profitability
&
happy
shareholders
Happy
customers
Review
Quiz 3
2. The three types of work that Agile can be used for are _______, Project and ________ work.
5. The first step in using Agile for operations is to ________ the work.
7. The two stages of Agile for Project type work are _______ and ________.
Agenda
Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A
A shared
understanding
of Agile
Overview
ACADEMY
IBMs Agile
Transformation
Journey
Overview
Agile Adoption
Agile
Community
Awareness
Shared
Understanding
Awareness
Programs
Desire
Knowledge
Formal and
Informal Training
Ability
Agile Dr service
Reinforcement
Agile Coaching
Ref:
Agile Amy
Agile
Training
Agile
Coaching
Agile
Community
Commin
Agile
Expert
Operational Excellence
Project Excellence
Leadership Excellence
Agile Executive
Coaching
(Coach)
Agile Project Management
Agile
Professional
Agile Business
Operations
(Contribute)
Suitable for Agile
Business Development
or any other Business
Process group/role
Agile
Practitioner
(Prepared)
(Aware)
Agile Product
Ownership
Agile Business
Analysis
Agile for
Executives
Agile Dev.Ops
Agile for
Managers
Agile Champion
Army
Europe Hub
(Bratislava)
Coaching +
Training
US Hub
(NY, Austin, RTP)
Coaching +
Training
AP Hub
(China)
Coaching +
Training
LA Hub
(Guadalajara)
Coaching +
Training
India Hub
(Bangalore)
Coaching +
Training
Alignment + Coordination
Agile Teams + Agile Doctor
Review
Quiz 4
2. The Agile ________ will soon have all the training material you need on your Agile journey
3. Learning Agile is like learning to _________. Once you get started you will never _________.
5. Its ok to make mistakes but you must ______ from it and course _______.
6.
Transformation work must be done _____ the teams and not ____ the teams.
7. The one question you must always ask your self is?
1.
2.
3.
Start improving
Agenda
Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A
A shared
understanding
of Agile
Go Forth. Be Agile!
Thank You