Challenges  of  implemen/ng  Agile  and  what’s  coming  next  2nd  Annual  Maine  Agile  Gathering!  

Bob  Sarni  bobsarni@ionagility.com  

www.ionagility.com  LinkedIn:  www.linkedin/in/bobsarni/  

TwiGer:  bobsarni    

© 2014 iOnAgility. All Rights Reserved

–  Agile  2014  Program  Chair  –  Process  at  Large  –  Orlando,  July  28  –  August  1,  2014  –  Agile  2015  Program  Chair  –  Process  at  Large  –  Washington  DC,  August  3  –  August  

7,  2015  –  Agile  2016  Conference  Chair  –  Atlanta,  July  25  –  July  29,  2015  –  CerJfied  Scrum  Coach  (CSC)  and  CerJfied  Scrum  Trainer  (CST)  •  Founder  and  Principal  –  iOnAgility  –  www.ionagility.com  

•  20+  years  in  project  management,  porPolio  management,  program  management  and  product  development  –  From  power  plant  construc/on  to  soRware  development!  Last  10+  years  focused  on  agile  efforts.  

•  Experience  with  many  large  enterprise  Agile  adop/ons  and  transforma/ons  •  Experience  as  ScrumMaster,  Product  Owner,  Team  Coach,  Coach  of  Coaches,  

Agile  Prac/ce  Leader,  Enterprise  Agile  Coach  

© 2014 iOnAgility. All Rights Reserved

Bob  Sarni  

Who  is  experiencing  challenges  as  they  “adopt”  or  “transi/on”  to  agile?  

Your  Implementa/on  Challenges  

#agilemaine  #agile  #challenges  

Change  is  Hard  

•  Change  is  hard  –  Change  is  constant  –  Change  wears  you  down  –  People  are  not  resistant  to  change,  they  are  resistant  to  being  changed  

•  Agile  should  not  be  the  goal  –  Agile  is  journey,  not  a  des/na/on–  you  are  never  done.  Con/nuous  learning  –  Agile  is  an  avenue  to  achieve  a  bigger  goal  –  What  are  your  business  and  strategic  goals?  How  can  agile  assist  with  those  

goals?  

Language  

•  Language  –  Agile  means  many  things  and  in  different  ways  to  people  and  organiza/ons  

–  It  is  hard  to  measure  and  compare  successes  –  the  context  is  missing.  Culture,  organiza/onal  design,  market  drivers,  customer  profiles,  employee  DNA  

–  Organiza/ons  look  for  case  studies  they  can  compare  themselves  to  or  measure  themselves  against  

–  There  is  not  a  common,  consistent  place  to  look  for  answers  and  advice  

Organiza/onal  Culture  

8  

   

"One  cannot  become  a  bu-erfly  by  remaining  a  caterpillar."  

   

 "In  the  change  from  being  a  caterpillar  

to  becoming  a  bu-erfly,  you're  nothing  more  than  a  yellow,  

gooey  s=cky  mess.”  Ted  Forbes  –  Darden  School  of  Business  

•  Culture  –  Culture  eats  strategy  for  breakfast  –  Peter  Drucker  

•  Developing  a  culture  suppor/ve  of  change  is  cri/cal  

–  No  posi/ve  vision  for  the  future.  There  is  less  “change  fa/gue”  and  a  lot  less  resistance  with  hope  as  a  founda/on  

–  Unwillingness  to  stop  doing  things  that  do  not  add  value  because  of  the  illusion  of  precision  and  big  elaborate  charts  that  tell  false  stories  

 –  Unwillingness  to  create  “systems  always  under  test”  type  environments  that  are  

not  overly  complicated  and  unaGainable  

–  Autonomous  and  self  organizing  teams  may  be  a  threat  to  leadership  and  management  

–  Let’s  "keep  doing  what  we've  been  doing  AND  adopt  agile”  

–  Too  much  focus  on  the  process  (and  too  liGle  on  the  people)    

What  does  the  future  hold?  

#agilemaine  #agile  #thefuture  

How  do  you  see  the  world  of  work  20  years  from  now?  

Timeline:  Agile,  Lean  and  In  Between  

1950s:  Deming  Cycle  and  Mindset  

•  System  Thinking  •  Fast  Feedback  Loops  (PDCA)  

•  Trust  People  

1970s:  Lean  Manufacturing  

•  Manufacturing  Excellence  

•  Toyota  Produc/on  System  

1990s:  Agile  SoXware  Development  

•  SoXware  Development  Excellence  

•  Scrum  •  XP  

2010:  Lean  Startup  

•  Market  Excellence  

•  Customer  Development  

•  Product  Discovery  

Future:  Leadership  &  Org-­‐wide  Agility  

•  OrganizaJonal  Excellence  

•  Customer  Delight  

•  Collabora/ve  Structures  

•  Leadership  Science  

Complex  

Domains    

§  Complexity  and  Interconnectedness  are  occurring  at  an  increasing  pace  

§  Old  mindsets  are  not  effecJve  in  highly  complex  systems  §  New  way  of  working  based  on:  

§  Simple  Rules  §  Trus/ng  People  

§  Learning  Organiza/ons  

Complicated  

Domains    

New  Mindset  

Peter  Green  -­‐  hGp://www.slideshare.net/tptman/agile-­‐lean-­‐and-­‐in-­‐between    

•  Considera/ons  for  the  future  

–  Agile  is  an  evolu/on  

–  It  is  an  approach  to  rapid  change  

–  The  pace  of  change  con/nues  to  increase  –  it  is  not  going  backwards  

–  Our  responses  today,  may  not  be  fast  enough  tomorrow  –  we  need  to  con/nue  to  adapt  

–  We  may  not  be  doing  Scrum  in  another  10  years  –  whatever  we  are  doing  is  likely  to  be  more  agile  

•  The  future  world  of  work    –  Lean  startup  thinking  will  con/nue  to  drive  innova/on  and  success  through  

experimenta/on  and  MVP  thinking  

–  Team-­‐driven  and  collabora/ve  

–  Performance  evalua/ons  go  away    

–  More  about  mindsets  than  individual  frameworks  

–  The  mindset  applies  to  business  and  work  in  general  –  not  just  soRware  development  

•  The  future  world  of  work  

–  Con/nuous  delivery  •  The  daily  scrum  becomes  the  daily  sprint  

–  Big  products  companies  are  not  the  only  players  in  the  game  •  Trend  towards  small  “apps”  •  Ability  to  build  networks  of  “apps”  that  talk  to  each  other  •  Smaller  companies  will  become  the  new  large  companies  •  Large  companies  will  s/ll  exist  but  their  new  compe/tors  will  be  these  highly  adaptable,  agile  companies  

 –  Value  teams