Why, how and what of Agile

© RADTAC Ltd 2014 – All rights reserved
The
Why,
How
and
What
of
Agile?

Dragan
Jojic
and
Darren
Wilmshurst

Introduc>on:
Darren
Wilmshurst

Introduc>on:
Dragan
Jojic

Stand-‐up

Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert

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

Why
agile?

Source: https://www.startwithwhy.com/

Where is you pain?

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?

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?

Mindset
Values
Principles
Practices
Tools &
Processes
Agile
manifesto

Source: http://agilemanifesto.org

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

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

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

Prac>ces

Mindset
Values
Principles
Practices
Tools &
Processes

Agile
is
not
only
scrum

Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf, 3501 respondents

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

© RADTAC 2014
Agile
Anomaly

“W A T E R…S C R U M...F A L L”L

Portfolio/Organisation
Product/Programme
Team
Shallow
wave

Source: http://radtac.wordpress.com/tag/change-wave/

Michael
Sahota,
An
Agile
Adop>on
and
Transforma>on
Survival
Guide
© RADTAC 2014
Agile
by
Stealth

Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What
is
your
culture?

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%

Product/Programme
Team
Breaking
wave

Frozen
middle!


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

Product/Programme
Team
Sustainable
wave

Start
agile
transforma>on

with
a
ver>cal
stripe…

…then
expand
sideways

“Doing
Agile”

Ac>ons

Results

Mindset
Values
Principles
Practices
Tools &
Processes

“Being
Agile”:
The
Learning
Organisa>on

Values
&
Beliefs

Intrinsic
Behaviours

Ac>ons

Results

Mindset
Values
Principles
Practices
Tools &
Processes

Agile
Founda>ons
coming
soon…

Q&A

Thank
you

Any
ques>ons?

Why, how and what of Agile

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