Working Agile in an Ever Changing World

1. Working AGILE in an Ever Changing World 2015-11-05 Joakim Lindbom Chief Technology Officer Cees Bos Insights & Data Lead

3. 3Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date We’ll se more change the next 5 years than the previous 100 in the auto industry. Ian Robertson, Chairman of Rolls Royce Chief of Sales and Marketing, BMW

9. 9Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Several valid motivations for wishing agile (can also be reached by other means) Some common motivations • Accelerated time-to-market – respond to client needs • Enhanced ability to manage changes of priorities, scope and requirements – Adapt to market requests • More business participation – ensure alignment • Early reduction of risks – FAIL FAST • Improved project visibility • Fewer co-ordination meetings • More responsibility for teams and individuals • Continuous delivery

12. 12Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date The Agile Alliance and Manifesto What is the Alliance?  The Agile Alliance is a nonprofit organization with global membership, committed to advancing Agile development principles and practices. They believe that Agile approaches deliver higher value faster, and make the software industry more productive, humane, and sustainable. Individuals and interactions Processes and tools Working software Documentationover Customer collaboration Contract negotiationover Responding to change Following a planover over „That is, while there is value in the items on the right, we value the items on the left more.“

13. 13Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Agile approach  Deliver products more frequently – keeping up with higher change rate  Higher quality by frequent interaction with customer and avoiding long timeframe from requirement to delivery  Impacts every role in the team  New framework on planning projects, managing time, cost and scope  Embracing change and managing risk  Challenges perception of certainty on projects EM Club

14. 14Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Agility changes the way a project interacts with the business  The process of agile developments requires a extremely high degree of collaboration  Business needs to drive the processes by means of a Product Owner who is empowered to make decisions that stick  The focus is on solving a business issue and not on delivering the most fancy IT system. Ongoing business interaction/validation and prioritization of requirements  An agile project targets at delivering working software instead of the traditional deliverables

15. 15Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Practical implementation  Identify Separable business area’s/topics  Multi-discipinary teams around specific topics (Mortgage application, Search Engine, etc) – Business and IT area’s  Clear end-to-end responsibility for teams  Create communities of specialiststs across teams (f.i. Data Analytics, Product Management, etc) for guidelines, Way of working, Personal Development, etc  Team Co-ordination within business area’s (f.i. Private Banking, etc)  Add Agile coaches to coach individuals and teams

16. 16Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date 2016 Top 10 CIO Concerns IT and Business alignment Security and privacy Speed of IT Delivery and time to market Innovation Productivity and efficiency  IT Value proposition towards the business  IT Agility and Flexibility  IT Cost reduction and Controls  Business Agility and Flexibility  Business cost reduction and controls 7 Out of 10 can be influenced with AGILE! Source: The Society for Information Management polled 785 organizations to find out for its 2016 IT Trends Study

17. 17Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Culture (or pre-requisites…)  Agile Mindset and Capabilities  FAIL FAST  User/Business involvement  Executive Management Support & Involvement  Ownership

21. 21Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Common Misconceptions Agile is unsuited for big projects Projects successful executed Misconception However… Agile is unstructured Highly disciplined teams are required Agile does not deal with architecture and design Tight monitoring on architecture and design. Embedded in the teams. Agile is for developers only Project management best practices needed Agile projects easily go out of scope They are normally executed fixed date Allowing for changes creates overruns By embracing change, keeping timelines and prioritization overruns will be prevented Agile projects are more difficult to manage Agile projects need special attention on project management but are not more difficult to manage

23. 23Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Don’t plan for the unplannable! Embrace #NoRequirements Embrace platforms Embrace OpenAPI Build on autonomous services Dare to be opportunistic Continous Simplification Complicated problems require simple solutions

24. 24Copyright © Capgemini 2015. All Rights Reserved Presentation Title | Date Contact Joakim Lindbom CTO | Enterprise Architect Joakim.Lindbom@capgemini.com 08-5368 3934 0708-166404 twitter: JoakimLindbom http://www.slideshare.net/JoakimLindbom http://www.linkedin.com/in/joakimlindbom Cees Bos Insights & Data Lead Capgemini Sweden Cees.Bos@capgemini.com 08-5368 4196 0725-516485

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31. The information contained in this presentation is proprietary. © 2015 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With almost 180,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2014 global revenues of EUR 10.573 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model. Learn more about us at www.capgemini.com.