The document discusses how organizations can become more agile. It argues that agility requires changes to culture, mindset and practices. Organizations seeking to become more agile should identify improvement goals, recognize the need to change behaviors, respect agile principles and formulate an adoption plan through learning by doing. True agility results from an evolutionary process, not a designed transition, and requires a continued commitment to adapting practices over time.

1. Stairway to Agility We Cannot Direct the Wind… But We Can Adjust the Sails -- Anonymous

2. How Do We Get There? July 2010 2 The Mac Iver Group, LP © 2005-2010 Agility

3. Stop! July 2010 The Mac Iver Group, LP © 2005-2010 3

4. Agility Is NOT the Goal July 2010 4 The Mac Iver Group, LP © 2005-2010 Agility

5. What Are You Trying to Improve? July 2010 The Mac Iver Group, LP © 2005-2010 5 Alignment Between Business and IT ROI on Projects Speed to Market Team Morale – Employee Retention Predictable Delivery These Could Be the Real Goals

7. It Is NOT Just About Practices July 2010 8 The Mac Iver Group, LP © 2005-2010 Agile Adoption is a Culture Change

8. Culture -> Mindset -> Practices July 2010 The Mac Iver Group, LP © 2005-2010 9 Mindset Culture Practices Agility Takes All Three

11. Agile Principle July 2010 The Mac Iver Group, LP © 2005-2010 12 Embrace Changing Priorities They Benefit the Business

12. Agile Principle July 2010 The Mac Iver Group, LP © 2005-2010 13 Create Self-Organizing Teams Jointly Accountable for Solving Business Problems

13. Agile Principle July 2010 The Mac Iver Group, LP © 2005-2010 14 Deliver Incrementally Validate Achievement Toward Business Goals

14. Agile Principle July 2010 The Mac Iver Group, LP © 2005-2010 15 Shorten the Feedback Loop Incorporate Learning As Soon As It Is Learned

16. Recognize You Are Changing Behavior

19. Respect Agile Principles

20. Recognize You Are Changing Behavior

23. Formulate Adoption Plan

24. Respect Agile Principles

25. Recognize You Are Changing Behavior

28. Learn by Doing

29. Formulate Adoption Plan

30. Respect Agile Principles

31. Recognize You Are Changing Behavior

33. Reading for More Information Harvard Business School professor Rob Austin and Theatre Professor Lee Devin collaborate on a metaphor of making a play to provide an excellent model for leading knowledge workers. July 2010 The Mac Iver Group, LP © 2005-2010 24 Austin & Devin: Artful Making

34. Reading for More Information Harvard Business School Professor Joseph Badaracco argues that larger-than-life accomplishments are simply not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that men and women working far from the limelight make every day. A great thought for agile adopters to keep in mind. July 2010 The Mac Iver Group, LP © 2005-2010 25 Joseph Badaracco: Leading Quietly

35. Reading for More Information Mary Lynn Manns and Linda Rising bring their years of research and experience together to provide a common sense set of patterns that give us a great structure in which to shape our change initiatives. As an Evangelist I want to introduce iterative development by proceeding Step By Step to Test the Waters while taking Time for Reflection and focusing on Small Successes. July 2010 The Mac Iver Group, LP © 2005-2010 26 Manns& Rising: Fearless Change

36. Principal Consultant – The Mac Iver Group, LP Consulting in Project Management & Agile Leadership Agile Training, Coaching, Mentoring Facilitation and Communication PMP Certified Certified Scrum Master (CSM) Certified Scrum Professional (CSP) Innovation Games® for Agile Teams Facilitator Agile Project Leadership Network (APLN) National Board of Directors Co-Founder of APLN Houston Chapter Agile Alliance Agile Adoption Stage Producer – Agile2010 robbie@robbiemaciver. com◊ www.robbiemaciver.com www.linkedin.com/in/robbiemaciver ◊ www.twitter.com/robbiemaciver Robbie Mac Iver July 2010 27 The Mac Iver Group, LP © 2005-2010