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.

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

2. 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/

3. 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. 4
BCS AGILE PRACTIONER CERTIFICATION
Making agile work
Aligned with outcomes that matter to business
bcs.org/agilecertified
The Agile Enterprise

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

6. 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. 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. 8
The Agile Enterprise
The Cynefin framework
AGILE NOT AGILE

9. 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. 10
Quality - A
known risk to
be actively
managed
Quality of the
solution
agreed and
fixed
Agile ApproachTraditional Approach
The Cost Based Enterprise

11. 11
WHERE TO GO
Agile/Lean Delivery
The Agile Enterprise

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

13. 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. 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. 15
FEEDBACK LED DELIVERY
Ideation/UX
Lean Startup Ideas
CI & CD
Customer Value Measured
Feedback Value Delivered
The Agile Enterprise
http://theleanstartup.com/

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

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

18. 18
www.ware2.co.uk
@rayware2now