A talk delivered by Dr Tim Cockle at Public Sector Enterprise 2013.
The presentation looks at how various agile techniques can be applied in public sector organisations.
Topics covered:
• Understanding what agile means for you
• What are the core principles and implications
• How to find the balance when moving towards agile
3. What do we mean by quality?
to spec or the right product
What do we mean by discipline?
compliance to process or self-control
When are terms just being abused?
agile doesn’t mean no documentation
4. How to start making sense of it all…
Understand it has a long history
Consider the values & principles
Understand your context
Make a start!
7. Individuals and interactions over process and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
8. …while there is value in the
items on the right
we value the items
on the left more
10. Shared Responsibility
Single team mentality – with freedom to work together
Visibility is required – to see where you can help
Focus on delivery
Focus on the customer - shared responsibility to deliver
Done means live…
High degree of visibility and transparency
Shared tools and shared language
Frequent interactions
11. Short iterations
A better means of knowledge discovery
Fast feedback - reduce risk
Welcome change
Design & build to support change
Ensure this is understood by all (i.e. DevOps)
Keep it simple
The art of maximising what is not done
12. Continual inspection
High visibility of processes and people
Monitoring & metrics not just for management
Adaption
Making sure how your work fits the need
Professionalism
Broadening of perspective
Committed to self improvement
19. Learning…
Is it about rote learning & training courses?
Consider…
The role of theory & practice
Mentoring as two-way learning
Making a difference – through putting ideas into practice
20. Leadership…
When is it lacking & what does it provide
Vision and direction
Highlighting important matters – securing support for change?
Who can be a leader …
and can leadership manifest through a process
21. Change Management: Kotter’s 8 Steps
1.
2.
3.
4.
5.
6.
7.
8.
Create a sense of urgency
Form a guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Create quick wins
Build on the change
Institutionalise change
22. For reading list & notes feel welcome to e-mail
Tim.Cockle@eduserv.org.uk