Ware2 - The Agile Enteprise

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Information about Ware2 - The Agile Enteprise
Business & Mgmt

Published on March 12, 2014

Author: RayEdgar1

Source: slideshare.net

Description

A look at the Enterprise and why/how it should and could become agile. Considerations in light of the recently introduced BCS Agile Practitioner Certification.

Value, Innovate, Measure 1 The Agile Enterprise Ray Edgar LEAN / AGILE Evangelist www.ware2.co.uk AGILE PRACTIONER CERTIFICATION

2 BCS 10 Year Retrospective 2012 Agile Implementations & Project Have the implementations within organisations been agile or ‘fragile’?  Problems with values and principles  Resistance to change by management  Wide adoption "Fragile". Large projects failing  Agile ia threat to existing processes, roles  Rigid implementations of Agile http://stateofagile.versionone.com/

Scrum, XP, KANBAN Cont Integration/Delivery DevOps Initiatives DSDM, SAFe, DaD, SoS Learning Enterprise Customer Focussed Outcomes Driven Delivery Collaborative Enterprise 3 What is an Agile Enterprise? The Agile Enterprise

4 BCS AGILE PRACTIONER CERTIFICATION Making agile work Aligned with outcomes that matter to business bcs.org/agilecertified The Agile Enterprise

5 WHAT IS GOING WRONG HOW CAN WE BE/STAY AGILE? The Agile Enterprise

6 “The next society will be a knowledge society. Knowledge will be its key resource, and knowledge workers will be the dominant group in its workforce” P. Drucker 2001 Why Agile? The Knowledge Economy RAPID CHANGE BIG DATA SOCIAL WEB INTERNET OF THINGS BIG OPPORTUNITY! AND SURVIVAL!

7 Enterprise Initiatives Programmes/Projects incur Risk? Risk Means Uncertainty Resistance to Uncertainty/Fear (Fixed Scope/Manage Costs) The Uncertain Enterprise http://dannorth.net

8 The Agile Enterprise The Cynefin framework AGILE NOT AGILE

9 The Agile Enterprise “The dominant paradigm for managing product development is wrong. Not just a little wrong, but wrong to it’s core” Don Reinertsen Software Development Today LONG CYCLE TIME LARGE BATCH SIZES HIGH RESOURCE UTILISATION PROXY VARIABLES COST EFFICIENCIES “Risk Aversion will drive innovation out of product development” Don Reinertsen http://reinertsenassociates.com/

10 Quality - A known risk to be actively managed Quality of the solution agreed and fixed Agile ApproachTraditional Approach The Cost Based Enterprise

11 WHERE TO GO Agile/Lean Delivery The Agile Enterprise

12 Value Based Innovation Focus on Value not Cost Optimize Development Innovate based on Feedback Stop at optimum point The Agile Enterprise

13 FOCUS ON VALUE Establish Business Value Deliver Value Earlier Understand Cost of Delay Derive Further Value or Not Pivot Direction http://www.clarkeching.com/ The Agile Enterprise

14 OPTIMIZE DELIVERY Deliver Earlier and Often Introduce Slack Reduce WIP Optimize Queue Length Look at Lean Production http://www.systemsguild.com/Slackpage.html The Agile Enterprise

15 FEEDBACK LED DELIVERY Ideation/UX Lean Startup Ideas CI & CD Customer Value Measured Feedback Value Delivered The Agile Enterprise http://theleanstartup.com/

16 COLLABORATE AND ATTACK Complex Teams Focus on Learning/Innovation Effective Training Consequential Outcomes Autonomy http://www.management30.com/ The Agile Enterprise

17 DO NOT JUST ADOPT SOME AGILE PRACTICES MOVE TO ENTERPRISE AGILE

18 www.ware2.co.uk @rayware2now

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Value, Innovate, Measure 1 The Agile Enterprise Ray Edgar LEAN / AGILE Evangelist www.ware2.co.uk AGILE PRACTIONER CERTIFICATION 2 BCS 10 Year ...
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