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Why Agile Works?

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Aaron Medina
Aaron Medina

Would really like to hear your thoughts on the slides and how can the contents be improved. Thanks! Presentation contents: Definition of Culture Why Culture is Important Definition of Agile What does Self-Organization means in Agile context Golden Circle of Simon Sinek Comparison of Traditional Waterfall vs Agile approach Key Benefits of Agile Agile Methods and Practices Scrum Principles and Values Servant-Leadership Real-world effects of Agile Transformation Reasons for Adopting Agile What's stopping Agile? Cargo Cult

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WHY AGILE WORKS? 1
Why Agile Works?
AGILE IS NOT A PROCESS¡­ IT¡¯S A CULTURE
WHY AGILE WORKS? DEFINITION OF CULTURE ? The attitudes and behaviour of a particular social group.
African women from Samburu tribe, Kenya, Africa from iStock Photo
Collaboration Embrace Failure CULTURE Transparency Adaptation Courage Openness Commitment Respect TrustSafety
WHY AGILE WORKS? WHY CULTURE IS IMPORTANT? ? No matter how good / organize the processes of an organization, if there¡¯s no culture as foundation to support the processes, it will never work.
A 13-storey building topples over in Shanghai - The Telegraph UK NOT ENOUGH? FOUNDATION COMPLETED THE? PROCESS OF? BUILDING
WHY AGILE WORKS? DEFINITION OF AGILE ? from Merriam Webster is - marked by ready ability to move with quick easy grace.
WHY AGILE WORKS? DEFINITION OF AGILE ? in software development, it is a light weight and adaptive way of quickly delivering value to business.? VALUE is delivered through: ? adaptive planning ? collaboration ? quickly responding to change ? continuous improvement by self-organizing, multi-disciplinary and cross functional teams.
WHY AGILE WORKS? WHAT DOES SELF-ORGANIZING MEANS? ? means that the team have: ? Autonomy ? Mastery ? Purpose Based on a study on human behaviour by Dr. MacClelland, teams who are self-organizing are more driven to perform.
WHY AGILE WORKS? GOLDEN CIRCLE OF SIMON SINEK WHAT? What do we do? HOW? How do we do it? WHY? Why do we do it? PRODUCT PROCESS PURPOSE
WHY AGILE WORKS? GOLDEN CIRCLE OF SIMON SINEK WHAT? What do we do? HOW? How do we do it? WHY? Why do we do it?OUTSIDE-IN / CONVENTIONAL INSIDE-OUT / REMARKABLE
WHY AGILE WORKS? PEOPLE WITH DEFINED MEANING AND PURPOSE AT WORK ? 3x likely to stay in the company ? 1.4x more engaged at work ? 1.7x higher job satisfaction Based on a Gallup study 2016
¡° THE BEST ARCHITECTURES, REQUIREMENTS, AND DESIGNS EMERGE FROM SELF-ORGANIZING TEAMS. ¡° - Principles behind the Agile Manifesto image source: https://en.wikipedia.org/wiki/Self-organization
QUICK COMPARISON OF TRADITIONAL WATERFALL TO AGILE APPROACH
COST TIME VALUE GOAL RISKS
COST TIME VALUE GOAL RISKS RISKS RISKS RISKS ITERATIONS
¡° ¡­ IT IS SO EASY TO CONFUSE MOTION FOR VALUE IF WE¡¯RE ALL BUSY ¡­ WE FEEL GOOD ABOUT THAT¡­ ¡± John Shook WHY AGILE WORKS Former Toyota Manager
WHY AGILE WORKS? EXPECTATION VS REALITY image from brainbeanapps.com
WHY AGILE WORKS? THE AGILE APPROACH image from https://yandex.com/collections/card/5a8936de9f759ab7f17a8098/ 1 2 3 4 5 6
WHY AGILE WORKS? KEY BENEFITS OF AGILE ? High Stakeholder and Team engagement ? Predictable cost, schedule and delivery ? Transparency ? Responsive to changing priorities ? Improved speed-to-market ? Focus on users and business value ? Improved quality ? Improved team morale
¡° THE WORLD IS CHANGING VERY FAST. BIG WILL NOT BEAT SMALL ANYMORE. IT WILL BE THE FAST BEATING THE SLOW. ¡± Rupert Murdoch WHY AGILE WORKS? Business Tycoon and ? CEO of News Corporation
SCRUM ASD AGILE MODELING AUP DSDMXP FDD LEAN SOFTWARE DEVELOPMENT KANBANRAD SCRUMBAN Agile Frameworks / Methodologies
From 8th Annual State of Agile Survey by VERSIONONE
WHY AGILE WORKS? SCRUM PRINCIPLES 1.Empirical Process Control 2.Self-organization 3.Collaboration 4.Value-based Prioritization 5.Time-boxing 6.Iterative Development
WHY AGILE WORKS? SCRUM VALUES ? Focus ? Courage ? Openness ? Commitment ? Respect
image from http://www.culture-counts.com/i-choose-trust/
VULNERABILITY IT IS THE BEDROCK OF SHAME AND FEAR BUT ALSO JOY, BELONGING, CREATIVITY AND LOVE. Brene Brown Image from: ? https://www.?ickr.com/photos/jiformales/370553598
image from http:// www.ecentricarts.com/ careers/project-manager/ image from https:// www.ziprecruiter.com/c/ GrayHair-Software/Job/ Scrum-Master/-in-Mount- Laurel,NJ?jobid=2d34c8e4- ae0066db
BUILD A TRUSTING AND SAFE ENVIRONMENT WHERE PROBLEMS CAN BE RAISED AND ASSUMPTIONS CAN BE CHALLENGED WITHOUT FEAR OF BLAME, RETRIBUTION, OR BEING JUDGED, WITH AN EMPHASIS ON HEALING AND PROBLEM SOLVING.
¡° THE SERVANT-LEADER IS SERVANT FIRST¡­ IT BEGINS WITH THE NATURAL FEELING THAT ONE WANTS TO SERVE, TO SERVE FIRST. THEN CONSCIOUS CHOICE BRINGS ONE TO ASPIRE TO LEAD. THAT PERSON IS SHARPLY DIFFERENT FROM ONE WHO IS LEADER FIRST. ¡° Robert K. Greenleaf WHY AGILE WORKS? Author of A Life Of Servant Leadership
THE BEST TEST, AND DIFFICULT TO ADMINISTER, IS: DO THOSE SERVED GROW AS PERSONS? DO THEY, WHILE BEING SERVED, BECOME HEALTHIER, WISER, FREER, MORE AUTONOMOUS, MORE LIKELY THEMSELVES TO BECOME SERVANTS? by Robert Greenleaf
WHY AGILE WORKS? SERVANT-LEADERSHIP PARADOXES GREAT BE WITHOUT PRIDE PLANNED BE SPONTANEOUS COMPASSIONATE DISCIPLINE RIGHT SAY, ¡°I¡¯M WRONG¡± SERIOUS LAUGH WISE ADMIT YOU DON¡¯T KNOW BUSY LISTEN STRONG BE OPEN TO CHANGE LEADING SERVE ENOUGH ? TO
SO WHY AGILE WORKS?
PRACTICES PRINCIPLES VALUES
THE LIGHTHOUSE URBAN LEGEND US Ship: Please divert your corse .5 degrees to the south to avoid a collision. CND: Recommend you divert your course 15 degrees to the south to avoid a collision. US Ship: This is the Captain of a US Navy Ship. I say again, divert your course. CND: No. I say again, you divert your course! US Ship: THIS IS THE AIRCRAFT CARRIER USS CORAL SEA, WE ARE A LARGE WARSHIP OF THE US NAVY. DIVERT YOUR COURSE NOW!! CND: This is a lighthouse. Your call.
WHY AGILE WORKS? REAL-WORLD EFFECTS OF AGILE TRANSFORMATION PAYPAL Case study 2012 ? 4,000 people ? across 510 teams and in all locations ? 7 months training ? 7 months implementation ? 17 independent product lines ? 35 sub-product lines BEFORE Agile, 3 projects per year source: http://searchcio.techtarget.com/feature/Four-pillars-of-PayPals-big-bang-Agile-transformation AFTER Agile, 56 projects per year
WHY AGILE WORKS? REAL-WORLD EFFECTS OF AGILE TRANSFORMATION ANONYMOUS Company Case study 2014 A waterfall shop, attempted to adopt agile on a small scale in 2010. The results were less than optimal due to company¡¯s: ? lacked the necessary infrastructure ? lacked organization mind-shift In 2012 it made a second attempt, this time using a more integrated approach. To start, it had organizational support and buy-in from the management and key stakeholders source: https://www.agileconnection.com/article/case-study- implementing-agile
¡° FAILURE IS ONLY PERMANENT WHERE RESILIENCY FAILS TO EXIST. ¡± Edmond Mbiaka Image from Getty Images
GRIT ¡° Hard work beats talent ? when talent doesn¡¯t work hard. ¡± Tim Notke
From 8th Annual State of Agile Survey by VERSIONONE
IF AGILE IS SO GREAT, THEN WHAT¡¯S STOPPING IT?
Why Agile Works?
WHY AGILE WORKS? CARGO CULT ? is a belief system among a relatively undeveloped society in which adherents practice superstitious rituals hoping to bring modern goods supplied by a more technologically advanced society. source: https://en.wikipedia.org/wiki/Cargo_cult
IF WE DON¡¯T KNOW IT BY HEART, IT BECOMES A CARGO CULT.
From 8th Annual State of Agile Survey by VERSIONONE
From 8th Annual State of Agile Survey by VERSIONONE
IF THE ORGANIZATION DOES NOT SUPPORT TRUTH AND HONESTY AGILE WOULDN¡¯T WORK.
WHY AGILE WORKS TIPS ON AGILE VALUE DELIVERY 1.Start with purpose. Start with WHY. 2.Policy dictates culture. 3.Lead with Trust, not with Fear 4.Improve by increment. Learn to negotiate/experiment, you can¡¯t make everyone agile. 5.Make do with what you have. 6.Assurance of trust and safety so no one is afraid to challenge assumptions or accept mistakes. 7.Measure achievement of purpose via collective ownership. 8.Don¡¯t be afraid of failure. 9.Prevent target ?xation. 10.Situational awareness.
¡° WORKING HARD FOR SOMETHING WE DON¡¯T CARE ABOUT IS CALLED STRESS; WORKING HARD FOR SOMETHING WE LOVE IS CALLED PASSION. ¡° Simon Sinek WHY AGILE WORKS Author, motivational speaker and organisational consultant
QUESTIONS?
THANK YOU!
AARON MEDINA RareJob Philippines, Inc.? Manager? Service Development Department? IT Infrastructure Department aaron.medina@rarejob.net aaronmedina30@gmail.com https://www.linkedin.com/in/aamedina/
WHY AGILE WORKS? ACKNOWLEDGEMENT ? Agile Deep Dive Conference - Manila May 2018 ? Why Agile Works by Mr. Carlos L. Codina Jr. ? https://explore.versionone.com/state-of-agile/8th-annual-state-of-agile-report-2 ? https://www.scrumalliance.org ? https://www.agilealliance.org ? https://www.gallup.com

More Related Content

Why Agile Works?

  • 3. AGILE IS NOT A PROCESS¡­ IT¡¯S A CULTURE
  • 4. WHY AGILE WORKS? DEFINITION OF CULTURE ? The attitudes and behaviour of a particular social group.
  • 5. African women from Samburu tribe, Kenya, Africa from iStock Photo
  • 7. WHY AGILE WORKS? WHY CULTURE IS IMPORTANT? ? No matter how good / organize the processes of an organization, if there¡¯s no culture as foundation to support the processes, it will never work.
  • 8. A 13-storey building topples over in Shanghai - The Telegraph UK NOT ENOUGH? FOUNDATION COMPLETED THE? PROCESS OF? BUILDING
  • 9. WHY AGILE WORKS? DEFINITION OF AGILE ? from Merriam Webster is - marked by ready ability to move with quick easy grace.
  • 10. WHY AGILE WORKS? DEFINITION OF AGILE ? in software development, it is a light weight and adaptive way of quickly delivering value to business.? VALUE is delivered through: ? adaptive planning ? collaboration ? quickly responding to change ? continuous improvement by self-organizing, multi-disciplinary and cross functional teams.
  • 11. WHY AGILE WORKS? WHAT DOES SELF-ORGANIZING MEANS? ? means that the team have: ? Autonomy ? Mastery ? Purpose Based on a study on human behaviour by Dr. MacClelland, teams who are self-organizing are more driven to perform.
  • 12. WHY AGILE WORKS? GOLDEN CIRCLE OF SIMON SINEK WHAT? What do we do? HOW? How do we do it? WHY? Why do we do it? PRODUCT PROCESS PURPOSE
  • 13. WHY AGILE WORKS? GOLDEN CIRCLE OF SIMON SINEK WHAT? What do we do? HOW? How do we do it? WHY? Why do we do it?OUTSIDE-IN / CONVENTIONAL INSIDE-OUT / REMARKABLE
  • 14. WHY AGILE WORKS? PEOPLE WITH DEFINED MEANING AND PURPOSE AT WORK ? 3x likely to stay in the company ? 1.4x more engaged at work ? 1.7x higher job satisfaction Based on a Gallup study 2016
  • 15. ¡° THE BEST ARCHITECTURES, REQUIREMENTS, AND DESIGNS EMERGE FROM SELF-ORGANIZING TEAMS. ¡° - Principles behind the Agile Manifesto image source: https://en.wikipedia.org/wiki/Self-organization
  • 16. QUICK COMPARISON OF TRADITIONAL WATERFALL TO AGILE APPROACH
  • 19. ¡° ¡­ IT IS SO EASY TO CONFUSE MOTION FOR VALUE IF WE¡¯RE ALL BUSY ¡­ WE FEEL GOOD ABOUT THAT¡­ ¡± John Shook WHY AGILE WORKS Former Toyota Manager
  • 20. WHY AGILE WORKS? EXPECTATION VS REALITY image from brainbeanapps.com
  • 21. WHY AGILE WORKS? THE AGILE APPROACH image from https://yandex.com/collections/card/5a8936de9f759ab7f17a8098/ 1 2 3 4 5 6
  • 22. WHY AGILE WORKS? KEY BENEFITS OF AGILE ? High Stakeholder and Team engagement ? Predictable cost, schedule and delivery ? Transparency ? Responsive to changing priorities ? Improved speed-to-market ? Focus on users and business value ? Improved quality ? Improved team morale
  • 23. ¡° THE WORLD IS CHANGING VERY FAST. BIG WILL NOT BEAT SMALL ANYMORE. IT WILL BE THE FAST BEATING THE SLOW. ¡± Rupert Murdoch WHY AGILE WORKS? Business Tycoon and ? CEO of News Corporation
  • 24. SCRUM ASD AGILE MODELING AUP DSDMXP FDD LEAN SOFTWARE DEVELOPMENT KANBANRAD SCRUMBAN Agile Frameworks / Methodologies
  • 25. From 8th Annual State of Agile Survey by VERSIONONE
  • 26. WHY AGILE WORKS? SCRUM PRINCIPLES 1.Empirical Process Control 2.Self-organization 3.Collaboration 4.Value-based Prioritization 5.Time-boxing 6.Iterative Development
  • 27. WHY AGILE WORKS? SCRUM VALUES ? Focus ? Courage ? Openness ? Commitment ? Respect
  • 29. VULNERABILITY IT IS THE BEDROCK OF SHAME AND FEAR BUT ALSO JOY, BELONGING, CREATIVITY AND LOVE. Brene Brown Image from: ? https://www.?ickr.com/photos/jiformales/370553598
  • 30. image from http:// www.ecentricarts.com/ careers/project-manager/ image from https:// www.ziprecruiter.com/c/ GrayHair-Software/Job/ Scrum-Master/-in-Mount- Laurel,NJ?jobid=2d34c8e4- ae0066db
  • 31. BUILD A TRUSTING AND SAFE ENVIRONMENT WHERE PROBLEMS CAN BE RAISED AND ASSUMPTIONS CAN BE CHALLENGED WITHOUT FEAR OF BLAME, RETRIBUTION, OR BEING JUDGED, WITH AN EMPHASIS ON HEALING AND PROBLEM SOLVING.
  • 32. ¡° THE SERVANT-LEADER IS SERVANT FIRST¡­ IT BEGINS WITH THE NATURAL FEELING THAT ONE WANTS TO SERVE, TO SERVE FIRST. THEN CONSCIOUS CHOICE BRINGS ONE TO ASPIRE TO LEAD. THAT PERSON IS SHARPLY DIFFERENT FROM ONE WHO IS LEADER FIRST. ¡° Robert K. Greenleaf WHY AGILE WORKS? Author of A Life Of Servant Leadership
  • 33. THE BEST TEST, AND DIFFICULT TO ADMINISTER, IS: DO THOSE SERVED GROW AS PERSONS? DO THEY, WHILE BEING SERVED, BECOME HEALTHIER, WISER, FREER, MORE AUTONOMOUS, MORE LIKELY THEMSELVES TO BECOME SERVANTS? by Robert Greenleaf
  • 34. WHY AGILE WORKS? SERVANT-LEADERSHIP PARADOXES GREAT BE WITHOUT PRIDE PLANNED BE SPONTANEOUS COMPASSIONATE DISCIPLINE RIGHT SAY, ¡°I¡¯M WRONG¡± SERIOUS LAUGH WISE ADMIT YOU DON¡¯T KNOW BUSY LISTEN STRONG BE OPEN TO CHANGE LEADING SERVE ENOUGH ? TO
  • 35. SO WHY AGILE WORKS?
  • 37. THE LIGHTHOUSE URBAN LEGEND US Ship: Please divert your corse .5 degrees to the south to avoid a collision. CND: Recommend you divert your course 15 degrees to the south to avoid a collision. US Ship: This is the Captain of a US Navy Ship. I say again, divert your course. CND: No. I say again, you divert your course! US Ship: THIS IS THE AIRCRAFT CARRIER USS CORAL SEA, WE ARE A LARGE WARSHIP OF THE US NAVY. DIVERT YOUR COURSE NOW!! CND: This is a lighthouse. Your call.
  • 38. WHY AGILE WORKS? REAL-WORLD EFFECTS OF AGILE TRANSFORMATION PAYPAL Case study 2012 ? 4,000 people ? across 510 teams and in all locations ? 7 months training ? 7 months implementation ? 17 independent product lines ? 35 sub-product lines BEFORE Agile, 3 projects per year source: http://searchcio.techtarget.com/feature/Four-pillars-of-PayPals-big-bang-Agile-transformation AFTER Agile, 56 projects per year
  • 39. WHY AGILE WORKS? REAL-WORLD EFFECTS OF AGILE TRANSFORMATION ANONYMOUS Company Case study 2014 A waterfall shop, attempted to adopt agile on a small scale in 2010. The results were less than optimal due to company¡¯s: ? lacked the necessary infrastructure ? lacked organization mind-shift In 2012 it made a second attempt, this time using a more integrated approach. To start, it had organizational support and buy-in from the management and key stakeholders source: https://www.agileconnection.com/article/case-study- implementing-agile
  • 40. ¡° FAILURE IS ONLY PERMANENT WHERE RESILIENCY FAILS TO EXIST. ¡± Edmond Mbiaka Image from Getty Images
  • 41. GRIT ¡° Hard work beats talent ? when talent doesn¡¯t work hard. ¡± Tim Notke
  • 42. From 8th Annual State of Agile Survey by VERSIONONE
  • 43. IF AGILE IS SO GREAT, THEN WHAT¡¯S STOPPING IT?
  • 45. WHY AGILE WORKS? CARGO CULT ? is a belief system among a relatively undeveloped society in which adherents practice superstitious rituals hoping to bring modern goods supplied by a more technologically advanced society. source: https://en.wikipedia.org/wiki/Cargo_cult
  • 46. IF WE DON¡¯T KNOW IT BY HEART, IT BECOMES A CARGO CULT.
  • 47. From 8th Annual State of Agile Survey by VERSIONONE
  • 48. From 8th Annual State of Agile Survey by VERSIONONE
  • 49. IF THE ORGANIZATION DOES NOT SUPPORT TRUTH AND HONESTY AGILE WOULDN¡¯T WORK.
  • 50. WHY AGILE WORKS TIPS ON AGILE VALUE DELIVERY 1.Start with purpose. Start with WHY. 2.Policy dictates culture. 3.Lead with Trust, not with Fear 4.Improve by increment. Learn to negotiate/experiment, you can¡¯t make everyone agile. 5.Make do with what you have. 6.Assurance of trust and safety so no one is afraid to challenge assumptions or accept mistakes. 7.Measure achievement of purpose via collective ownership. 8.Don¡¯t be afraid of failure. 9.Prevent target ?xation. 10.Situational awareness.
  • 51. ¡° WORKING HARD FOR SOMETHING WE DON¡¯T CARE ABOUT IS CALLED STRESS; WORKING HARD FOR SOMETHING WE LOVE IS CALLED PASSION. ¡° Simon Sinek WHY AGILE WORKS Author, motivational speaker and organisational consultant
  • 54. AARON MEDINA RareJob Philippines, Inc.? Manager? Service Development Department? IT Infrastructure Department aaron.medina@rarejob.net aaronmedina30@gmail.com https://www.linkedin.com/in/aamedina/
  • 55. WHY AGILE WORKS? ACKNOWLEDGEMENT ? Agile Deep Dive Conference - Manila May 2018 ? Why Agile Works by Mr. Carlos L. Codina Jr. ? https://explore.versionone.com/state-of-agile/8th-annual-state-of-agile-report-2 ? https://www.scrumalliance.org ? https://www.agilealliance.org ? https://www.gallup.com