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16 giugno 2014
Agile has become a bloated
conceptual vortex
WHO NEEDS
AGILE
What do you
think Agile is?
Then what is
agile?
An Adjective
Agile is the ability to adapt to changes as fast or
faster than changes occur.
Adapt
or
DIE
What is all that
other stuff?









Daily Standups
Close contact with management
Face to face communication
Test Driven Development
Value Stream Mapping
Sustainable pace
Retrospectives
Pair development
….
A Broader
Definition
Change Cycle
Change Cycle
Build CycleBuild CycleBuild Cycle
Change Cycle
Change Cycle
Build CycleBuild CycleBuild Cycle
Benefits of
Agility










Respond to technology change
Reduce investment overhead
Respond to customer need
Drop bad business quickly
Improved predictability
Improved Quality
Try ideas quickly
Reduced Risk
Transparency
Faster Breakeven (ROI)
Management
Innovation
1911-Fredick W. Taylor
Scientific Management
Industrial Revolution
Pivot
Pivot Again
1911-Fredick W. Taylor
Scientific Management
Industrial Revolution
Pivot
Mental Shifts
Types of Work
Part or Art
Part work
Predictable
Assembly
Focus on Conformance
Low change rate
Variation is bad
Coordinate & Control
End is CLEAR
Purpose is to deliver
Art Work
Unpredictable
Discovery
Focus on Creativity
High change rate
Variation is good
Inspect & Adapt
End is Ambiguous
Purpose is to discover
Part or Art
Predictable
Assembly
Focus on Conformance
Low change rate
Variation is bad
Coordinate & Control
End is CLEAR
Purpose is to deliver
Unpredictable
Discovery
Focus on Creativity
High change rate
Variation is good
Inspect & Adapt
End is Ambiguous
Purpose is to discover
Revisiting the
Definition
Change Cycle
Change Cycle
Build CycleBuild CycleBuild Cycle
Change Cycle
Change Cycle
Build CycleBuild CycleBuild Cycle
Nested Agility
Sequential
I&I
I&I
Sequential
I & I = Iterative & Incremental
Practical
Example
 Shell
 Engine Technology
 Flight Guidance
 Back of the Seat
 Tires
What can we
learn from the
movement?
1.
2.
3.
4.
5.
6.
7.
8.
9.
Retrospectives
Teamwork
Standups
Servant Leadership
Value Stream Mapping
Long-Lived Teams
Collocation
Dedicated Teams
Pairing
Lessons Learned
DON’T WORK
 Lessons Learned
 Post Mortem
 Results are
 Project Specific
 Team Specific
 Domain Specific
 Useful LL
 Requirements
 Communication
 Resources (people)
Retrospective
 Frequent
 Whole Team
 Project Specific
 Team Specific
 Must be interesting  Domain Specific
Retro Process
1
• Set the Stage
2
• Collect Data
3
• Generate Insights
4
• Decide What to do
5
• Close
Open Q&A
PMI
Agile CoP
 Agile Community of Practice
 Over 32,000 members
 Webinars
 Experience Reports
 Blogs
 Wiki
 Discussions
Thank you
Joseph Flahiff, CEO
 PMI-Agile Community of Practice Engagement Lead
 Lean|Agile Coaching - Training - Consulting
 Certified Provider of
 Scaled Agile Framework (SAFe)
 How NASA Builds Teams
 joseph@whitewaterprojects.com
 www.whitewaterprojects.com