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agile2
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WHAT IS AGILE?
08.05.2019

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PIERRE E. NEIS
: HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM
Senior Agile Coach & Trainer
PSM, CSPO, CSP, CSPPO, CBAC, CEST, CAC
auteur: AO-agile organizations

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“WHAT DO YOU THINK
WHAT AGILE IS?
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pierree.neis|www.agilesqr.com
NAME SURNAME
Job title
NAME SURNAME
Job title
NAME SURNAME
Job title
NAME SURNAME
Job title
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WHAT KIND OF AGILE IS YOUR AGILE?
this question has been asked to most of the team (around 70
people) before explaining what agile means
quantitative means that agile is seen as results
behaviour means that agile is how people are interacting
together
process, agile is understood like a process or a methodology
bypass, people didn´t answered the question due to
communication issues or lack of focus

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QUANTITATIVE
fast visible results
quick wins
deliver quickly
quality
technical excellence
workable software
rapid customer satisfaction
understanding that agile is more time
consuming than previous methodologies
seeing results and not just work in
progress
opportunities instead of limitations
working on topic which produce value

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BEHAVIOUR
flexibility
pragmatic
mindset
adaptability
No
responsibility
multiple competences
client oriented
putting me in the shoes of
my customer to gain clear
vision of his needs
have interaction with
customers or users
better collaboration
business & development
working together
team work
close collaboration
will empower us to work and
share experiences
trustful collaboration with
project members
fully dedicated, I have the
feeling that I am moving with
motivation
happy and satisfied
consistency of projects
working on topics which fit
my skills
simplicity
meetings not hat often
sustainability
welcome change
challenges instead of
problems
challenging and exciting
tasks with own responsibility
and decision power

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PROCESS
methodology
DevOps
feedback
daily statuses
time to market
individual and interactions over
processes and tools
workable functionalities over
extended documentation
collaboration with the
customer over contract based
relations
incremental product
well defined roles within the
agile team

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BYPASSING THE QUESTION
needs to be appropriated and
adapted
still at the beginning
somehow agile
good to see that SAP is putting
focus and hoping in agile
what is the agile best practice?
currently more ad-hoc instead
of agile
missing flexibility in daily work
lot of meetings with "wrong"
people
additional projects
status meetings needed

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“DO WE HAVE OTHER
SOURCES?
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In operational terms, the concept of agility can be
defined as employees’ capacity to gather
and disseminate information about changes
in the environment, and respond to that
information quickly and expediently.
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GALLUP 2018 STUDY OF EMPLOYEES IN FRANCE, GERMANY, SPAIN AND THE UK

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From a strategic perspective, this combination of
speed and data-driven innovation is
increasingly important for many businesses to
maintain a competitive advantage.
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GALLUP 2018 STUDY OF EMPLOYEES IN FRANCE, GERMANY, SPAIN AND THE UK

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AGILITY
THE PATH TO AGILITY
|1|
SPEED & EFFICIENCY
• constantly make every job and process as simple as possible
• use technology to get more done in less time
• remove unnecessary bureaucracy to decision making
|2|
FREEDOM TO EXPERIMENT
• determine necessary risks and acceptable failures
• help every person feel they should contribute to innovation
|3|
COMMUNICATION & COLLABORATION
• breakdown silos between teams and departments
• create opportunity to innovate
In my company, we have
the right tools and
processes to respond
quickly to business needs.
In my company, we have
the right mindset to
respond quickly to
business needs.
SOURCE: GALLUP 2018 STUDY OF EMPLOYEES IN FRANCE, GERMANY, SPAIN AND THE UK
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DEBORAH SOULE, MIT EMERITUS
“DO WE HAVE OTHER
SOURCES?
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POINTS OF ATTENTION
Learn to be wrong
Make working together
expected and easy
“Matrixed” does not
equal “agile”
Agile
organisations are
grounded in
strong, customer-
centric cultures
one of the most powerful
advantages fo agile companies is
ability to give employees a sense of
optimism about the organisation´s
capacity to survive - and thrive -
amid disruptive marketplace
conditions.
mindset

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pierree.neis|www.agilesqr.com
• speed over perfection
• data over intuition
• talent over title
• having an impact
• constant improvement
• customer obsession
• autonomy
• transparency
Values Values in practice
• rapid experimentation
• fluid collaboration
• intense customer orientation
• data driven decision making
• building for scalability
• fast hiring and firing
• results orientation
Artifacts
• clean platform
• metrics
• casual clothes and spaces
• collaborative tools
• flexible org. boundaries
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pierree.neis|www.agilesqr.com
organisation performance
innovation & growth
customer satisfaction & reputation
profitability
iterating
rapidly
collaborating
fluidly
decisions
taken with
data moving fast
obsession
over customers
quickly taking
advance of
opportunities
working
seamlessly cross
boundaries
Deborah Soule, MIT Emeritus
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SCRUM X
“LET’S TAKE AN
EXAMPLE
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: HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM
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SIMPLE
COMPLEX COMPLICATED
CHAOS
AGILE SYSTEMS DYNAMIC MODEL
BE S T P RA CT IC ES
BE H AVIOU R
A CT ION
LE AD E R
A GE NT
• Agile starts at
SIMPLE
• stay shortly at
CHAOS
• work at
COMPLEX
• accept the results
at COMPLICATED
• fix the next step
into SIMPLE
W WW. M YAO . B L OG

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: HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM
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SIMPLE RULES
•point to the destination
•avoid collision
•no advanced planning skills
•follow the lines
System design for
emergent behaviours

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: HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM
separation
alignment
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DYNAMIC COMPONENTS
cohesion
ASK THE
TEAM
DELIVER EACH TIME
agents

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: HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM
resiliencecoherence
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CORE PRINCIPLE
treat people
as adultsASK THE
TEAM
DELIVER EACH TIME
inspect & adapt

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questions
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thanks

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agile2
Presentation title
Date
!25
: HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM
P I E R R E N E I S
P S M , C S P O , C S P , C S P P O , C B A C , C E S T , C A C