kaizania academies - teams & sticky notes over enterprise agility (agileafrica 2013)
Post on 14-Sep-2014
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DESCRIPTION
Many organisations adopt various agile practices, processes and methods. The question remains however, why and what are they trying to gain from it? Agile practices are extremely popular in the IT departments of organisations and adoption rates are high within the development teams of organisations. Does this IT obsession with Business on the fringes deliver the true organisational agility as expected or do many agile adoptions end up with agile practices on a team level only with limited organisational agility gained?TRANSCRIPT
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teams & sticky notes over enterprise agility
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Arrie van der Dussen
Director – EOH Kaizania Academies
18 years experience in IT, Project Management and Innovation
Co-founder of Kaizania and Kaizania Academies
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why change?
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Source:Ian MorrisWhy the West Rules – For Now
Humanities capability in terms of:
• Energy Capture• Organization• Information
Technology• Weaponry
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why innovate?
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Constant REVOLUTION requires
Constant ADAPTATION
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yourproducts & services & processes
will change ever fasterand it willnever stop
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ADAPTor
DIE
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WHY?
VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008
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FEARS?
VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008
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Adopting agile is easy!Or is it?
Common issues from the past 8 years
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Who drives the bus?
• 95% - IT– Why?
who is driving the bus?
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silver bullet over principles and values
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Cargo-culting
cargo-cults
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do not get sucked into the tools, processes and terminology
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Work hard, but limited change
• We are stuck!
fooling around without real organisational change!
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Most of this still Waterfall/Gated Processing and Planning
Thus, agile does not realise the expected benefits through empirical process control in order to deliver fast at high quality in a
constantly changing and fast paced environment.
Limited Agile practices only applied at this
level
Project Initiation
Project Planning
Requirements Definition
Archirecture Design
Systems Analysis
Development
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ease up on the hierarchical management, enable self-organisation & decentralisation of decision making
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Create a safe environment
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OrganisationalGravitationalPull will slow you down!
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Stop talking and listenYou will hear what needs to change
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Business and IT – Stop the silliness and share the risk
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agile is not a baseball bat to hit I.T with!
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Barriers to wider change?
VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008
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enabling sustainable enterprise change
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institute an
organisational culture
and practices of
continuous
improvement
Culture & MindsetArchitectureOrganisational StructureTools & Techniques
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Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
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Value
Value Stream
Flow
Pull
Perfection
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
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• Take an economic view
• Actively Manage Queues
• Exploit Variability
• Reduce Batch Size
• Apply WIP Constraints
• Control Flow: Cadence and
Synchronization
• Apply Fast Feedback
• Decentralize Control
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
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Scrum or Kanban?
Visual management to foster effective collaboration
Self-organising, cross-functional, dedicated teams
Effective physical environment setup
Governance with appropriate toolsets
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
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Automation- Builds- Version control- QA builds- Tests
Continuous IntegrationModular design
Teams must be able to technically work together effectively
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
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Business dominates withoutIT understanding
- Upfront deadlines- Continuous change- Limited collaboration- Big batch approach- Want all this by then!
Strategy and Execution disconnecteddue to lack of Tactical Collaboration
Low quality delivery to meet deadlinesIncrease bug fixes, brittle systems
Continuous improvement not happening
FRAGILE!
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40
lean vs. traditional focus
pure waste
manufacturing Industry
service Industry
60% 5%35 %
value addednecessary waste
49% 1%
50%
total lead time through value stream
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41
revolutionary
non standard workempirical process controlagileproduct developmentInnovation
evolutionary
standard workdefined process control
leanoperations management
structured problem solvingcontinuous improvement
doing
reviewing
adapting
planning
value value stream flow pull perfection
operating existing products and services more efficiently
shortening concept to cash cycle
how and what?
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continuous improvement (kaizen)
bake the same million cakes more efficiently every year
Operating existing products and services more efficiently
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43
continuous improvement (kaizen)
take newsuccessful productsto market ever faster
Shortening concept to cash cycle time
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Remove waste• Principles• Values• Techniques and Tools
See waste• Thinking tools• Glasses
[ for both ]
operational continuous improvement
[ and ]
innovative continuous improvement
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shortening concept to cash cycle time
waste, principles, techniques and economics
work in progressextra featureshandovers / bureaucracytask switchingwaiting / handlingmovementdefectsrelearning
take an economic viewactively manage queuesexploit variabilityreduce batch Sizeapply WIP constraintscontrol flow: cadence and synchronizationapply fast feedbackdecentralise control
eliminate wastebuild quality indefer commitmentdeliver fastcreate knowledgerespect peopleoptimize the whole
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plan
do
check
act
strategic
tactical
execution
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• Shared purpose• Honesty• Openness• Non-hierarchical• Fact based• Mutual trust• Performance orientation• Challenge• Meritocracy
• Joint Envisioning• Synchronised Ceremonies with Cadence• Product Councils• Multi-team planning• Information radiators• Shared commitments
Values
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Put the ‘A’ in Agile
plan
do
check
Act
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Arrie van der Dussen 083 700 2181
www.kaizaniaacademies.co.za