teams & sticky notes over enterprise agility

Arrie van der Dussen

Director – EOH Kaizania Academies

18 years experience in IT, Project Management and Innovation

Co-founder of Kaizania and Kaizania Academies

why change?

Source:Ian MorrisWhy the West Rules – For Now

Humanities capability in terms of:

• Energy Capture• Organization• Information

Technology• Weaponry

why innovate?

Constant REVOLUTION requires

Constant ADAPTATION

yourproducts & services & processes

will change ever fasterand it willnever stop

ADAPTor

DIE

WHY?

VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008

FEARS?

VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008

Adopting agile is easy!Or is it?

Common issues from the past 8 years

Who drives the bus?

• 95% - IT– Why?

who is driving the bus?

silver bullet over principles and values

Cargo-culting

cargo-cults

do not get sucked into the tools, processes and terminology

Work hard, but limited change

• We are stuck!

fooling around without real organisational change!

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

ease up on the hierarchical management, enable self-organisation & decentralisation of decision making

Create a safe environment

OrganisationalGravitationalPull will slow you down!

Stop talking and listenYou will hear what needs to change

Business and IT – Stop the silliness and share the risk

agile is not a baseball bat to hit I.T with!

Barriers to wider change?

VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008

enabling sustainable enterprise change

institute an

organisational culture

and practices of

continuous

improvement

Culture & MindsetArchitectureOrganisational StructureTools & Techniques

Lean

Agile

Tools & techniques

Engineering practices

An organisational focus on

Value

Value Stream

Flow

Pull

Perfection

Lean

Agile

Tools & techniques

Engineering practices

An organisational focus on

• 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

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

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

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!

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

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?

42

continuous improvement (kaizen)

bake the same million cakes more efficiently every year

Operating existing products and services more efficiently

43

continuous improvement (kaizen)

take newsuccessful productsto market ever faster

Shortening concept to cash cycle time

Remove waste• Principles• Values• Techniques and Tools

See waste• Thinking tools• Glasses

[ for both ]

operational continuous improvement

[ and ]

innovative continuous improvement

45

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

plan

do

check

act

strategic

tactical

execution

• 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

Put the ‘A’ in Agile

plan

do

check

Act

Arrie van der Dussen 083 700 2181

www.kaizaniaacademies.co.za

arrie@kaizaniaacademies.co.za