1. RADTAC & BCSAgile Foundation -Principles, practices andframeworksPublication date : Jan 2015Radtac Evening BriefingThe Agile CEORunning an Agilebusiness in an AgilewayPeter Measey : Radtac CEOPeter.measey@radtac.co.uk

2. CredentialsKent User Group 3. Radtac - 16 Years of learning continues 2014 RADTAC Ltd. 3 4. Who do I look most like vote at endAgile Transformation Consultant30 years mainly Information TechnologyAgile Specialist Since 1994Certified Scrum Trainer, DSDM Trainer,Agile PM Trainer, APMG Lean, SAFeScaled Agilist, Prince2 Practitioner, PMIAgile Certified Practitioner.Some peoples opinion Wifes opinion My opinion4 5. Agile BusinessVision / Mission : WHY, WHAT, HOWTransactional or transformational managementPlanning successMonitoring successRewarding successWhat to look out for..Danger Will RobinsonWhere have we beenWhere are we nowWhere are we going5 2014 RADTAC Ltd. 6. RADTAC Why6We believe in challenging the status quoand in the innate ability of people to rise tothe challenges of their organisation. 2014 RADTAC Ltd. 7. RADTAC How recognise this ?7We do this by helping our clients achieve sustainable continuousimprovement and by unlocking their human potential. We do thiswith our great people and unparalleled practical industry experience.By doing this we have come to value.Evolution over revolutionCollaborative partnerships over supplier relationshipsPragmatic transformation over fundamentalist dogmaTransformational leadership over transactional managementThat is while there may sometimes be a value associated with thestatements on the right, we value the statements on the left more 2014 RADTAC Ltd. 8. RADTAC What8We deliver the capabilities to enable the business Information Technologycapability to evolve in line with the constantly changing businessenvironment; we support the Information Technology capability totransform to be an enabler for business to achieve thisWe deliver this by providing a full portfolio of Information Technologytransformational management and delivery servicesConsulting services for capability transformationTraining Services for knowledge transformationCulture Change Services for behavioural transformationDelivery Services for custom software delivery (mobile devices focus)We deliver this by focussing on a pragmatic and realistic integration of themost modern and existing delivery and management frameworks, with afocus on Lean, Agile and Kanban thinking 2014 RADTAC Ltd. 9. Radtac values and beliefs9 2014 RADTAC Ltd.More Later 10. DangerWill Robinson !People will not transform anythingunless they understand WHY theyare transformingContinually communicate a clearand simple visionSome people simply cannot alignwith other people or any vision they just do what they want to do.watch out for the Diva; they may begood individually.but hugelydestructive to teamsRadtac only work with people whowant to work with us anddemonstrably buy into our WHY,HOW, WHAT and our beliefs weare strongest as a team 2014 RADTAC Ltd. 10 11. Transactional Management ?Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planAnd the missing part for an Agile CEOLeadership over Managementwithout change on the part of people in leadership positions .. (is) .. whymany change efforts are doomed from the start Edited from Peter Senge11 2014 RADTAC Ltd. 12. Transformational ManagementResultsActionsIntrinsic BehavioursBeliefsGoodmeasurementreinforcesactions assuccessesClear short iterationsprovide fast wins andeasy adjustment to shapesuccessPeople dont resist change; they resist being changed Peter SengeYou cannot manipulate peoples beliefs, therefore their intrinsic behaviours canonly be adjusted through their own observation of resultsYou create pull by leading actions that meet a vision that is supported by resultsYou create enablement through toolboxes e.g. Agile, Lean, KanbanPeople will drive change themselves when given the tools and leadership 2014 RADTAC Ltd. 12 13. DangerWill Robinson !Transactional management doesnot create an exciting environmentand doesnt attract the best peopleTransformational managementdoesnt mean that we forget thereare many essential transactions tobe performed in a day to daybusinessWatch out for the Process Diva -who continually complains that whateveryone else is doing iscrapbut they never actuallydeliver anything themselves 2014 RADTAC Ltd. 13 14. Motivated and Talented Individuals14Drive: The Surprising Truth About What Motivates Us Dan Pink (2012) 2014 RADTAC Ltd.Motivate knowledgeworkersUnderstand WHYsomething is being done the purposeSupported and enabled towork autonomouslyGiven time and support tomaster what they want tomaster (within theboundaries of thebusiness) 15. Self Organising / Autonomy ..eg15 2014 RADTAC Ltd.This is GREAT stuffThis wasnt created by theBoardThis wasnt created by amanagerThis wasnt created as aproject or a planned pieceof workThis was created by ourresource co-ordinator onher own after she wenton a course, which sheasked for, booked etcWhy.because shecares, self organises andshe has autonomymastery and purpose 16. DangerWill Robinson !Some people cant self-organiseor be autonomousThey cant focus or prioritiseand then blame everyone elsefor being overworkedThey burn-out, however no-onecan stop them fromburning outWatch out for these people they can cause huge harm tothemselves and to everyoneelse around them they needsupport 2014 RADTAC Ltd. 16 17. Planning Success Plans will be wrong !17P1 P2 P3 P4 PnMonthly detailedplanning goalcommitment (forecast) BAU & Projectdeliveries Projects shapedvia FeatureInjection. Everything LeanStartup Baseline plans Last ResponsibleMomentFast feedback loopsessentialSoftware Engineering Economics - Barry Boehm 1981 2014 RADTAC Ltd. 18. Planning success Feature Areas18 2014 RADTAC Ltd.Key Feature Areas asProjects (BCS Book, AgileConfigurator) and BAU(Radtac Master Board -ART)PBR from features downto fine-grained storiesClear Product Owner(ART or Project)No Project Managerunless damn good reasonfor having one 19. PBR, Monitoring success Eg.19 2014 RADTAC Ltd.Feature areas refined intoStoriesStories monitored inKanban styleRegular update within 1month SprintsReviewed at Boardmonthly 20. DangerWill Robinson !focus, Focus anderrrmmmmmFOCUSThere must be a level of deliverycommitment otherwise cannotrun the businessProlific use of IceboxWatch out for methodfundamentalists we dont plan orcommit in Agile DOH !!Too much transparency is as badas not enoughLife is what happens to you whenyour busy making other plans 2014 RADTAC Ltd. 20 21. Business like racing a Boat ?SalesFinanceBusiness Dev(weather forecasting)Products, Brand, ServicesPEOPLEBoardEnablers :-1. Admin2. OperationsBusinessPlanningBlockers(Anchors)TargetTargetTargetOpportunity 22. History now - future2013 2014 - 15PRIOR2015 - 16 2017 OnwardsFuture ? 23. What Ive learned as a CEO..Dont shoot the messenger or you wont get the message23Give peace a chance collaborate with people, even if they are sometimesidiotsSupport the idiot todays idiot is tomorrows visionary Im a HUGE fan ofidiots....I am oneCollaborate however collaboration must be a two-way streetFocus its easy to be busy doing nothingWelcome change what I do today wont be suitable for tomorrowBe honest being honest now saves huge problems laterBe honest with yourself understand why youre risking your money andspending your time doing this, if you dont, no-one else will 2014 RADTAC Ltd. 24. RADTAC & BCSAgile Foundation -Principles, practices andframeworksPublication date : Jan 2014Radtac Evening BriefingThe Agile CEOVote + Open FloorPeter.measey@radtac.co.uk