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The future of agile in organizations

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The future of agile in organizations

  1. 1. BSS Nexus Global © 2013April 2013The Future of Agile in OrganizationsLarry CooperSenior Partner, BSSNexusPresident, AthenaNexusChair of Roadmaps Integration, ICAgile
  2. 2. BSS Nexus Global © 2013April 2013AgendaWhich Age do you live in?What is Agile?What’s happening now?What does that mean to our Organizations?How will all of this be supported?
  3. 3. BSS Nexus Global © 2013April 2013WHICH AGE DO YOU LIVE IN?
  4. 4. BSS Nexus Global © 2013April 2013The AgesAgrarianIndustrialDigital
  5. 5. BSS Nexus Global © 2013April 2013Agrarian AgeMove from hunter/gatherers to farming and ranchingFocus on the land and self-sufficient farmingSome specialized roles began to develop – but no hierarchiesAttention to communication
  6. 6. BSS Nexus Global © 2013April 2013CharacteristicsInvention of writing with need to keep records of planting andharvests, taxation and barterEducation limited to an eliteSchool calendar revolved around the summer harvest
  7. 7. BSS Nexus Global © 2013April 2013Industrial AgeMass production – machines became means of production, replacinglandCentralization - organize large groups of workers (assembly line ofHenry Ford)Separation of ownership and management
  8. 8. BSS Nexus Global © 2013April 2013Creation of the bureaucracy
  9. 9. BSS Nexus Global © 2013April 2013Focus on the 3Rs
  10. 10. BSS Nexus Global © 2013April 2013CharacteristicsIntroduction of HierarchiesIt is a ‘boss-driven’ world focused on creating ‘shareholder value’Traditional educational institutions have monopoly on learning
  11. 11. BSS Nexus Global © 2013April 2013http://www.entrepreneur.com/article/226346
  12. 12. BSS Nexus Global © 2013April 2013
  13. 13. BSS Nexus Global © 2013April 2013HUMANS AS RESOURCES – THEDIRTY LITTLE SECRET
  14. 14. BSS Nexus Global © 2013April 2013The dirty little secret…“The Messy Link Between Slave Owners and Modern Management”, http://hbswk.hbs.edu/item/7182.html"From Slavery to Scientific Management: Capitalism and Control in America, 1754-1911,“, Caitlin C. Rosenthal , Hard Fellow,and the forthcoming edited collection “Slaverys Capitalism”Baby: $150 26 Yr old: $150055 Yr Old: $150 48 Yr old: $900Resource?
  15. 15. BSS Nexus Global © 2013April 2013CharacteristicsAbsentee “ownership”Separation of Ownership & ManagementWidespread adoption of accounting techniques – Assetappreciation/depreciationPeople…as assets…resources…
  16. 16. BSS Nexus Global © 2013April 2013Intended Result of her Research• Rosenthal says “she wants her research to inform managers and companies to becomemore aware of the complicated legacy of todays business practices and the origins ofsome of their day-to-day management practices.”http://www.wired.co.uk/magazine/archive/2013/03/ideas-bank/we-need-a-new-language-for-the-collaborative-age
  17. 17. BSS Nexus Global © 2013April 2013
  18. 18. BSS Nexus Global © 2013April 2013Digital AgeRapid pace of changeInternet has created the mechanism for “mass collaboration”Ascendance of Knowledge NetworksDecline of facilities and machines as critical economic assets
  19. 19. BSS Nexus Global © 2013April 2013CharacteristicsIt is a ‘customer-driven’ world focused on creating ‘customer value’Core values – knowledge and speed & collective intelligence overindividual intelligenceHierarchies are its antithesisDiversified educational models
  20. 20. BSS Nexus Global © 2013April 2013WHAT IS AGILE?
  21. 21. BSS Nexus Global © 2013April 2013What is Agile?ManifestedthroughPracticesGuided byPrinciplesDefined byValuesMindset
  22. 22. BSS Nexus Global © 2013April 2013What is Agile?A way of thinking about andinculcating agile behaviours,attitudes, culture, leadershipstyles, etc.ManifestedthroughPracticesGuided byPrinciplesDefined byValuesMindsetOur belief and value systemse.g. Agile (software) Manifesto,Agile Marketing Manifestoe.g. The 12 Principlese.g. Scrum, XP, Lean, DSDM,Crystal, Lean, etc.
  23. 23. BSS Nexus Global © 2013April 2013Agile’s Prime Directive“Regardless of what we discover, we understand andtruly believe that everyone did the best job theycould, given what they knew at the time, their skillsand abilities, the resources available, and the situationat hand”Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
  24. 24. BSS Nexus Global © 2013April 20131970Dr. Winston Royce(Incremental not Waterfall)1959W.L. Gore & Associates“lattice” management
  25. 25. BSS Nexus Global © 2013April 2013Definitionag•ileædʒ əl, -aɪlShow Spelled [aj-uh l, -ahyl]adjective1. quick and well-coordinated in movement; lithe: an agile leap.2. active; lively: an agile person.3. marked by an ability to think quickly; mentally acute or aware: Shes 95 and still very agile.________________________________________Origin:1570–80; earlier agil < Latin agilis, equivalent to ag- (base of agere to do) + -ilis -ileRelated formsag•ile•ly, adverbag•ile•ness, nounun•ag•ile, adjectiveun•ag•ile•ly, adverbSynonyms1. nimble, sprightly. 2. brisk, spry.Antonyms1. awkward. 2. sluggish, lethargic.
  26. 26. BSS Nexus Global © 2013April 2013True Goal of Agile Practices“Accelerate speed to Valueby doing Less”Pat Reed• This is not “doing more with less” – it means to do onlythose things that create value!
  27. 27. BSS Nexus Global © 2013April 2013In practiceCharacterised by EmphasizesSelf-organizing, self-managing, and self-directingHighest Value firstTime-boxed iterationsContinuous deliveryTransparency and truthfulnessCustomers over bosses – it’s an ‘outside-in’ viewValue Management orientation overrequirements management orientationSimplicity over complexityLeadership over directed managementRoles over job titles
  28. 28. BSS Nexus Global © 2013April 2013In practice…“Adults enter into contracts, choose mates, raise children, and makeall sorts of important decisions. Why do we expect that those verysame adults need close supervision when they come to work?”http://agile.dzone.com/articles/how-much-self-management-right
  29. 29. BSS Nexus Global © 2013April 2013And…some new terms emergingCompass MetricStrategic IterationSelf-Organized Learning Environments (SOLE)Connected Collaboration“Radical Management” – Steven DenningPeople Agility, Change Agility, Results Agility
  30. 30. BSS Nexus Global © 2013April 2013WHAT’S HAPPENING NOW?
  31. 31. BSS Nexus Global © 2013April 2013Some of the RealitiesThe new normal is that there is no normalBusiness issues have shifted from discrete problems to holisticmesses - requiring holistic, networked, collaborative approachesto resolveWe cannot use the past to predict the future (Moore’s Law nowapplies to our business environment)Creative disruption is becoming a constant: E.g. 3D/4D printing…
  32. 32. BSS Nexus Global © 2013April 2013Effects of Social Media2009 US DoE: On average, online students out-performed thosereceiving face-to-face instructionGroupon reached $1 billion in sales faster than any company inhistoryOver 50% of the world’s population is under 30-years-old90% of consumers trust peer recommendations - only 14% trustadvertisementsWhat “happens in Vegas” stays on YouTube, Flickr, Twitter, Facebook…In 10 years over 40% of the Fortune 500 will no longer be here(some put it as high as 70% of the Fortune 1000!)
  33. 33. BSS Nexus Global © 2013April 2013PUBLIC SECTOR
  34. 34. BSS Nexus Global © 2013April 2013UK Government“The Government intends to use agile in information andcommunications technology (ICT) procurement and delivery toreduce the risk of project failure. At a hearing of the Committeeof Public Accounts in May 2011, it became clear that theGovernment did not consider agile solely as a method forimproving software development. It is also a technique forsuccessful ICT-enabled business change. The then Cabinet OfficePermanent Secretary stated that “there is no such thing as an ITproject; there are only business projects that involve IT”. He alsosaid that trying “to change the whole system nationally on asingle day – the so-called ‘big bang’ implementation – is doomedto failure in almost every situation.”
  35. 35. BSS Nexus Global © 2013April 2013UK Government - Agile GovernanceOnly do a task if it brings value to the businessTeams should decide performance metrics they will use and self-monitorCollaborative approach requires an essential change in mindsetExternal assessment or reviews of Agile delivery should focus on theteams’ behaviours and not just processes and documentation
  36. 36. BSS Nexus Global © 2013April 2013
  37. 37. BSS Nexus Global © 2013April 2013US Government
  38. 38. BSS Nexus Global © 2013April 2013Government of CanadaConsolidate web-presenceOrganized by User needs not by how government is organizedEngage Canadians through social mediaAccelerate deployments
  39. 39. BSS Nexus Global © 2013April 2013PRIVATE SECTOR
  40. 40. BSS Nexus Global © 2013April 2013W.L. Gore and Associates“There are neither chains of command nor predetermined channels of communication.Leaders replace the idea of “bosses.Associates choose to follow leaders rather than have bosses assigned to them.Associate contribution reviews are based on a peer-level rating system.”Introduced “lattice management” in 1959 because the “realconversations happen in the car pools”Terri Kelly earned the title of president and CEO in 2005 (one of thefew titles at Gore) following a peer-driven selection process.
  41. 41. BSS Nexus Global © 2013April 2013Cloud in Private Sector
  42. 42. BSS Nexus Global © 2013April 2013IntelAt $10k – small number of PCs shippedAt $1k – 100m units/yearAt $600-700 – 300m units/yearAt $10 – 1b units/year (means $100machines)From 2005 to 2011 to get company tounderstand consequences
  43. 43. BSS Nexus Global © 2013April 2013Local Company: Shopify
  44. 44. BSS Nexus Global © 2013April 2013Old and NewFord: Weekly Strategic Iteration meetingsBlue-Cross Blue-Shield FEIP: Leaders as facilitators of strategyexecution and performanceSalesForce: Work on the most important thing first, then the second, thenthe third…
  45. 45. BSS Nexus Global © 2013April 2013Canada’s Best Managed Companieshttp://www.slideshare.net/DeloitteCanada/deloitte-8-simpleq6full1bpptx-1Simplicity leads to clarityClarity leads to focusFocus leads to success
  46. 46. BSS Nexus Global © 2013April 2013EDUCATION
  47. 47. BSS Nexus Global © 2013April 2013Schools• “School in the cloud” – Sugata Mitra• 400+ “grannies from the UK” – simple encouragement is as goodas classroom instruction…they taught themselves about DNAreplication…TED Talks: http://www.ted.com/talks/sugata_mitra_build_a_school_in_the_cloud.htmlSelf-Organized Learning Environments (SOLEs)(India, UK, Australia, NZ…)
  48. 48. BSS Nexus Global © 2013April 2013Universities/CollegesConnected Collaboration to foster more innovation between specializationsacross universities – they should be collaborators not competitorsCompetency-based evaluation of university/college programs (Badges)Outcomes-based learning focused on job marketsUniversities (US, Middle East, Europe, India) wanting to have students graduatewith ICAgile accreditation (Badges)“Degrees, certificates...Badges?”, TVO, April 13, 2013
  49. 49. BSS Nexus Global © 2013April 2013Training/Education ProvidersAdjust offerings away from teaching traditional management and itsmethodsBlended-learning formatsGreater emphasis on experiential learningParticipants in defining the content and context of offerings
  50. 50. BSS Nexus Global © 2013April 2013Agile is everywhere…Executive Leadership – Ford, Blue Cross-Blue Shield, SalesForceHealthcare – Kanban to cut wait times and lab work queuesSelf-organized Learning Environments (SOLEs) – NZ, Australia, UK, India“The school system isn’t broken.It’s functioning exactly the way it was intended.It is simply that it is obsolete”– Sugta Mitra
  51. 51. BSS Nexus Global © 2013April 2013WHAT DOES THIS MEAN TO ANORGANIZATION?
  52. 52. BSS Nexus Global © 2013April 2013Rod Collins, Upcoming book commissioned by American Management Association“leaders are feeling overwhelmed by the pace of change andthey believe there must be a better way of leading and managing”Emerging PracticeSerendipity over planningSelf-organization over central organizationEmergence over directedSimple rules over detailed coordinationTransparency over control
  53. 53. BSS Nexus Global © 2013April 2013In a Networked/Connected World…The drivers of people motivation are different – employees,customers/clients, partners, etc.Leaders have to rely on collective over individual intelligenceThe leader steers the culture – the culture steers the organizationDelighting the customer/client is the imperativeThere are many possible right answers from which to choose – emergentdiscovery over decision-making
  54. 54. BSS Nexus Global © 2013April 2013Traditional Thinking Limits OptionsTrying to apply traditional management tools to new problems (Risk:unknown-unknowns)Knowledge management: expertise can no longer be leveragedthrough codification (if it ever could…)Adherence to formal job descriptions limits agility and promotesdysfunction
  55. 55. BSS Nexus Global © 2013April 2013Which Mindset?http://ewsatc.wordpress.com/2010/10/27/why-so-few/
  56. 56. BSS Nexus Global © 2013April 2013Culturehttp://www.infoq.com/articles/organizational-culture-and-agile
  57. 57. BSS Nexus Global © 2013April 2013Beliefs and Value SystemsDisciplines and roles over job descriptions and titlesAdapting multiple methods over adopting individual methods (emergentdiscovery)Education and “learning how to learn” over just training in particularmethodsInnovative thinking over just content expertise
  58. 58. BSS Nexus Global © 2013April 2013“Well look, I already told you.I deal with customers so the engineers don’t have to.I have people skills.I’m a people person, dammit!Dont you see that?”Tom from movie “Office Space”
  59. 59. BSS Nexus Global © 2013April 2013Shift in Power and BalanceShift from being in charge to being connectedShift from knowing to learningShift from leveraging individual intelligence to empowering collectiveintelligenceShift from planning to adaptingThe leader is no longer expected to be the single source of wisdom
  60. 60. BSS Nexus Global © 2013April 2013Tolerance for AmbiguityIterate so you can learn and manage through uncertaintyFailing fast is a good thingTolerate ambiguity in the presence of a clear visionEmbrace creative disruption
  61. 61. BSS Nexus Global © 2013April 2013Core BusinessOutside-in focus negates the “bosses” in favour of customers/clientsLean and Agile principles and practices are and will continue toinfiltrate everyday workLearning will be part of daily work and work teams will be morecommon across the organizationIdeation and innovation will occur at all levelsLeaders will need to be facilitators and coaches
  62. 62. BSS Nexus Global © 2013April 2013ITFewer traditional pure technical rolesGreater emphasis on business skills over technical skills (e.g. Outside-in Service Management)Interpersonal and team collaboration skillsAgile Operations (e.g. DevOps)Realization that Agile is a lot more than just a set of methods and practices
  63. 63. BSS Nexus Global © 2013April 2013Marketing
  64. 64. BSS Nexus Global © 2013April 2013Human RelationsFocus on people, as…people…and not as resources and not be an extensionof the legal departmentNeed to hire people who are used to ambiguity and have mastered“learning how to learn”Job descriptions will be replaced by a focus on roles and disciplinesDesigning performance and compensation systems that support thenew motivators and driversLeaders and managers will be expected to handle their own “peopleissues”Adjust to changing workplace demographics
  65. 65. BSS Nexus Global © 2013April 2013Learning and DevelopmentAgile approaches getting applied to training/educational contentdevelopment“Learning-in-context” of doing workIn-person learning will be experiential focused; methods andpractice will move on-lineTeaching “learning how to learn” becomes a bigger issueSelf-organized learning and other learning practices will become part ofeveryday work environments
  66. 66. BSS Nexus Global © 2013April 2013Unlearning our old ways…“How is education supposed to make me feel smarter?Besides, every time I learn something new, it pushes some old stuff out of my brain.Remember when I took that home winemaking course, and I forgot how to drive?”Homer Simpson
  67. 67. BSS Nexus Global © 2013April 2013FinanceProcurement needs to be simpler, faster, and be driven by valuedelivery goals; this can still be done by following transparency,compliance, and cost parametersCapitalizing asset investment based on the new ways of workingcan improve the bottom line (Citrix On-line saved $10M in taxes)Partner/vendor selection based on intangibles such as culture andadoption of similar agile thinking and practicesToo much focus on shareholder value can destroy customer value
  68. 68. BSS Nexus Global © 2013April 2013LeadershipLeaders expected to communicate and live the vision and to design thework environment (the container) and let their teams define the contentNetworked Leader will be valued as will leader as facilitatorMany suitable management models from which to adaptDecision-making models will give way to discovery models that focuson learning and adapting over knowingTeams will form to solve a problem or approach a new opportunity –without direction to do so
  69. 69. BSS Nexus Global © 2013April 2013How do we define Success?
  70. 70. BSS Nexus Global © 2013April 2013HOW WILL YOU BE SUPPORTED?
  71. 71. BSS Nexus Global © 2013April 2013The PlayersEducation Providers
  72. 72. BSS Nexus Global © 2013April 2013Player RolesStudentLearning andGrowthICAgileLearning RoadmapsProvider AccreditationInstructor AccreditationStudent CertificationAthenaNexusLocal Chapter PresenceCommunities of PracticeMentorsSymposia/ConferencesSOLEs, etc.Education ProvidersAccredited CoursesAccredited InstructorsEducation Deliveryagainst Roadmaps
  73. 73. BSS Nexus Global © 2013April 2013
  74. 74. BSS Nexus Global © 2013April 2013International Consortium for Agile(ICAgile)Advances Agile Education by enabling the development oflearning objectives in all Agile disciplines needed across anenterpriseWhile ensuring quality education for students by AccreditingCourses and Instructors and Granting Certifications
  75. 75. BSS Nexus Global © 2013April 2013Disciplines – not RolesHelps students excel in their chosen disciplinesDoesn’t mold individuals into specific roles
  76. 76. BSS Nexus Global © 2013April 2013Methodology AgnosticMost organizations don’t adopt a pure methodologyAgile values & principles can be applied to any environment
  77. 77. BSS Nexus Global © 2013April 2013Comprehensive Education RoadmapsCollaborative development by selected experts from around theglobe (to also include professional adult education advisors goingforward)Support all disciplines within an enterpriseNo other program will cover the breadth of disciplines across theAgile organization
  78. 78. BSS Nexus Global © 2013April 2013Certification LevelsICAgile Certified Professional (ICP) ICP-Fundamentals of Agile ICP-Team Facilitation ICP-Agile Coaching ICP-Project Management ICP-Testing Fundamentals ICP-Business Value AnalysisICAgile Certified Expert (ICE) ICE-Agile Software Design &Development ICE-Agile Software Testing &Coaching ICE-Agile Team Facilitation ICE-Enterprise Coaching ICE-Agile Project Management ICE-Value Management &Business Analysis ICP-Advanced Project Management ICP-Test Automation ICP-Advanced Testing ICP-Test Automation with TDD ICP-Business Value ManagementICAgile Certified Master Agilist (ICM)Executive LeadershipTo be expanded into: Marketing Finance HR Core business areas
  79. 79. BSS Nexus Global © 2013April 2013Education ProvidersIndependently Accredited CoursesAccredited InstructorsOfferings aligned to Learning RoadmapsBSSNexus and CTE Solutions – experts in Agile and in quality Education
  80. 80. BSS Nexus Global © 2013April 2013BSSNexus/CTE OfferingsICP-Fundamentals of Agile: PMI-ACP Exam Prep (now)ICP-Testing Fundamentals (early Q4 2013)ICP-Business Value Analysis (early Q1 2014)BSSNexus and CTE Solutions – experts in Agile and in quality Education
  81. 81. BSS Nexus Global © 2013April 2013AthenaNexus – Q3 Event1 to 2 day eventTwo tracks – beginner/experiencedThemes: Principles, Practices & Techniques, Organizations &Roles, Agile in ActionOttawa Chapter formation
  82. 82. BSS Nexus Global © 2013April 2013It’s just a matter of time before all of us will be asking the question thatis causing so many twenty-somethings to turn their backs on traditionalcompanies today: “Why, when we are able to quickly collaborate incyberspace with all kinds of people from all over the globe, is it so hard toget anything done whenever we get together in the same room?”Rod Collins
  83. 83. BSS Nexus Global © 2013April 2013We need to be dogmatic about our goals,not our methods...
  84. 84. BSS Nexus Global © 2013April 2013
  85. 85. BSS Nexus Global © 2013April 2013For more information(and to sign up for e-book)Larry.Cooper@BSSNexus.comLarry.Cooper@AthenaNexus.comca.linkedin.com/lawrencekcooperTwitter: @coopelk99Skype Id: Larry.Cooper+1 (613) 868-0982 (cell)+1 (888) 316-2745BSSNexus Global Inc.AthenaNexus Inc.