dos and don ts of introducing agile to hardware/industrial ......of introducing agile to...
TRANSCRIPT
DOs and DON‚Ts of introducing AGILE tohardware/industrial organization
Laura Klančnik – Agile project management consultant
November 2018
The Problem
… methods used are not really SCRUM… projects experience more delays and challenges… employees are demotivated, some already leaving… etc
We use SCRUM
… so…
We are agile ?!
do it … in one year !WE HAVE TO BECOME AGILE…
New programs won‘t work on old PC …
…Why does this happen?
… until we adapt „environment“
Why change to AGILE? Our Goal
VISION
TREND?
• SATISFIED & MOTIVATED EMPLOYEES
• RIGHT PRODUCTS• SPEED (Time To Market)• SATISFIED CONSUMERS
It is a long Journey… …but it is worth it
Way of life
Start„The Change“
INFO&TRY
1st (individual)
Results visible
Gain Speed
&Focus
1 year
2-4 year
+5 years
…can we become AGILE
How ?
Key steps of AGILE transformation
The Solution
Enable (lean)
AGILE ENVIRONMENT
Initiate start of MINDSET CHANGE
Use AGILE Methods & Practices
MOTIVATING
Why is ENVIRONMENT crucial enabler in AGILE transformation?
No big difference can be expected at the finish line
WHATEVER TEAM STARTS the WORK
(fast, slow, traditional, agile,…)
When we are blind to systemic causes of problems …… all the solutions we try will likely make matters worse.
The Environment + Mindset Challenges of traditional companies
Control over trust
• Isolated islands instead of ONE team• Communication challenges
Work in silos
Poor consumer centricity
• „Has to be like that“ & „Can not be done“ mentality
• Blindly following „outdated“ rules unable to adapt (not willing; do not dare)
Low motivation & limited „out of the box“ thinking
I‘m glad that hole is on his end.
• Lack of user understanding in development teams
• Low usage of products/appliances within employees
• Complex development (approval) processes
• Exaggerated security
EGO is THE enemy for AGILE
Hierarchy & MICROMANAGEMENTBiggest blocking point to become Agile company
(Detail !!!) Report
demands
Reports
Reports
Reports
TRADITIONAL COMPANY
reports about demands
supports
Employees
Directors/ Group Leaders
Senior
Management
Board
AGILE COMPANY
Difference?
Employees
Directors/ Group Leaders
Senior
Management
Board
…do yourself a favor…
Recommendation
…for approach to AGILE
LEARNINGSome knowledge of Agile, but implementing only
at a surface level.
PRACTICING Doing Agile, but without deep understanding,
business buy-in or reliable results.
SCALINGBringing Agile processes beyond projects, to the program and portfolio levels of the organization.
OPTIMIZING Refining Agile processes with additional coaching
and training where necessary
LIVING IT „BEING AGILE COMPANY“
1st UNDERSTAND - Agile maturity levels
Transformation
Structure & Processes
Work Conditions
Culture
Leadership
Working Mode
Expertise
Environment Mind-set Practices
2nd GET FUL PICTURE - (Self)Evaluate Agile maturity
If you create motivating AGILE environment …
3rd IMPROVE - where needed
… MAGIC can happen
Q&A
THANK YOU