Working AGILE in an Ever Changing World

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

2Copyright © Capgemini 2015. All Rights Reserved
Presentation Title | Date
Stuck in old ideas?

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

Towards #ZeroDay
Now goes for attacks, but will expand

But who’s setting the pace?
The slowest component??!?

How to (not) buld for innovation

Continuous Simplification!

AGILE
A True Team Effort

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

What is Agile?

Agile

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.“

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

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

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

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

Culture (or pre-requisites…)
 Agile Mindset and Capabilities
 FAIL FAST
 User/Business involvement
 Executive Management Support &
Involvement
 Ownership

5 year (release) plan ?
No more!

Go from
Transformation programmes
to
Transformation Platforms
Changed mindset

Would you dare to cool?
or
How do you unleash enthusiasm?
#OpenSource mindset

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

Agile & Testing

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

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

Image sources, marked as OK to use
commercially
https://upload.wikimedia.org/wikipedia/commons/8/8b/Buck_Mountain_Grand_Teton_NP1.jpg
https://upload.wikimedia.org/wikipedia/commons/d/de/Eisklettern_kl_engstligenfall.jpg
https://c1.staticflickr.com/1/1/1118807_a751d65ba5_z.jpg?zz=1
https://upload.wikimedia.org/wikipedia/commons/4/4f/Eternal_clock.jpg
https://c1.staticflickr.com/9/8062/8189938256_2a683d2334_z.jpg
https://upload.wikimedia.org/wikipedia/commons/8/85/Git_branches_example.png
https://upload.wikimedia.org/wikipedia/commons/9/99/Highway_at_night_slow_shutter_speed_photograp
hy_02.jpg
https://c2.staticflickr.com/6/5058/5490790304_dc3d7c2b91_z.jpg
http://www.dailymail.co.uk/tvshowbiz/article-1176568/Andrew-Sachs-thanks-Jonathan-Ross-Russell-
Brand-boosting-career.html
https://upload.wikimedia.org/wikipedia/commons/8/8b/CERN_Server.jpg
http://www.manufacturing-operations-management.com/manufacturing/2014/10/smart-manufacturing-
needs-a-real-time-integrated-enterprise.html
http://www.3ders.org/images/Dizingof-math-arts-3d-printing-2.png
https://upload.wikimedia.org/wikipedia/commons/8/8a/Long_tail.svg

Image sources, marked as OK to use
commercially
https://upload.wikimedia.org/wikipedia/commons/6/61/Irish_jaunting_car,_ca_1890-1900.jpg
https://upload.wikimedia.org/wikipedia/commons/thumb/1/1a/Lego_dimensions.svg/2000px-
Lego_dimensions.svg.png
https://upload.wikimedia.org/wikipedia/commons/1/1f/Feel_the_music.jpg

Music sources, marked as OK to use
commercially
https://www.youtube.com/watch?v=QEjdiE0AoCU&list=RDjLR-_c_uCwI&index=2

 Level 1
 Level 2
• Level 3
– Level 4
Master slide (not more than two lines)

Contact Information
Name
Last Name
Title/Role
name.lastname@capgemini.com
Capgemini Office (Optional)
Address Line 1
Address Line 2
Address Line 3
Insert
contact
picture
Insert
contact
picture
Insert
contact
picture
Insert
contact
picture
Name
Last Name
Title/Role
Address Line 1
Address Line 2
Address Line 3
Name
Last Name
Title/Role
Address Line 1
Address Line 2
Address Line 3
Name
Last Name
Title/Role
Address Line 1
Address Line 2
Address Line 3

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.

Working AGILE in an Ever Changing World

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Working AGILE in an Ever Changing World

Similar to Working AGILE in an Ever Changing World (20)

More from Capgemini

More from Capgemini (20)

Recently uploaded

Recently uploaded (20)

Working AGILE in an Ever Changing World