This is what I shared with SP Jain students when they invited me to deliver lecture to their Post Graduate Certificate in Advanced Project Management (PGC-APM) Batch 19 on 15th February 2014.

1. An Exclusive Experiment For SP Jain Execs
By Tushar Somaiya

2. Tushar is founder, director of ShuHaRiAgile, a premium agile
training / coaching partner and coachingdojo, a unique
community for agile leaders, executive coaches, agile coaches
and agile practitioners to share, learn & network.
Tushar has 15 years of IT experience and over 6 years of agile
experience. He is known for his fun-filled, hands-on interactive
trainings & speeches at prestigious conferences. His blogs
have been re-published on ScrumAlliance, AgileAtlas & PMHut.
He is an active volunteer at ScrumAlliance & PMI Mumbai
Chapter.
Tushar Somaiya is a passionate certified professional coach
who helps executives & teams discover and unleash their true
potential. He believes in a democratic organization & selforganizing teams. He calls himself a servant leader. Through
his NueroScience based coaching & consulting, he has helped
projects and organizations turn agile and become truly high
performing teams.
He is Results Certified Coach, Certified Transformational
Coach, Certified Scrum Master, Certified Scrum Professional,
Certified System Business Analysts & one of the first 500 PMIAgile Certified Professional.

3. T
Analysis
50% done?
Design
i
m
Develop
e
Test
1970, Dr Winston Royce published “Managing the Development of Large
Software Systems”, where the waterfall is first documented! he said “I
believe in this concept, but the implementation described above is risky
and invites failure”

4. http://in-the-flow.com/wp-content/uploads/2012/01/insanity.gif

5. T i m e
End to end small slices of work
30% Done =
100% Usable

7. ž Wait
is the biggest waste
ž Agile helps eliminate waste
ž Agile makes everyone working all the time
ž Parallelism is the key
ž Smaller the batch size lesser the waste
ž Timebox helps limit batch size
ž Agile = X % done, 100% usable
ž Time to market is reduced drastically
ž Total time of the project has reduced to less
than half

8. Agile is not a process or framework. It is a value system.

9. ž Group
of people came together to
discuss and change
Thanks to ThoughtWorks

10. Our highest priority is
to satisfy the customer
through early and
continuous delivery
of valuable software.

11. Welcome changing
requirements, even late in
development.
Agile processes harness
change for
the customer's competitive
advantage.

12. Deliver working software
frequently, from a
couple of weeks to a couple
of months, with a
preference to the shorter
timescale.

13. Business people and
developers must work
together daily throughout
the project.

14. Build projects around
motivated individuals.
Give them the environment
and support they need,
and trust them to get the job
done.

15. The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.

16. Working software is the
primary measure of
progress.

17. Agile processes promote
sustainable development.
The sponsors, developers,
and users should be able
to maintain a constant pace
indefinitely.

18. Continuous attention to
technical excellence
and good design enhances
agility.

19. Simplicity--the art of
maximizing the amount
of work not done--is
essential.

20. The best architectures,
requirements, and designs
emerge from selforganizing teams.

21. At regular intervals, the
team reflects on how
to become more effective,
then tunes and adjusts
its behavior accordingly.

24. http://javamaster.files.wordpress.com/2009/07/scrum1.png

25. As if we don’t know it

26. Changes in the new economic environment are
large-scale, substantial and drastically different
80%
70%
60%
50%
40%
30%
20%
10%
0%
More volatile
More uncertain
Source: IBM—Capitalizing on Complexity:
Insights from the Global Chief Executive Officer Study (2010)
More complex
Structurally
different

27. ž The life expectancy of firms on the Fortune
500 has rapidly declined to around 15 years
and is headed for 5 years
ž Business model life cycle is down to 7 years
ž 80% of new products and services fail
within 3 years
ž 95% of CEO’s agree on the increased need
for enterprise innovation, yet half
acknowledge they have no team or process
for this. Of those that do have a team/
process, how many are satisfied with it?

28. “Without exception, all of
my biggest mistakes
occurred because I moved
too slowly.”
--John Chambers, Cisco CEO,
“He [Chambers] also radically changed
the way he managed, turning a
command-and-control hierarchy into a
more democratic organizational
structure.”

29. Agility is the
ability to create
and respond to
change in order to
profit in a
turbulent business
environment.

30. “88% of executives cite organizational agility as
key to global success.”
“50% say that agility is not only important, but a
core differentiator.”

31. Did you notice?

32. Hunters & Gatherers
http://iamalivep05.files.wordpress.com/2012/11/lfmc070923_huntersgatherers_2007-09-23.gif

33. Farming
http://blackandwhitepix.files.wordpress.com/2010/10/img762.jpg

34. Industrial Revolution
http://cuwhist.files.wordpress.com/2012/04/
fordofbritainmerlinengines_1500.jpg

35. Knowledge Economy
http://2.bp.blogspot.com/_GJkJnsWKXHY/TL4P8n-QioI/AAAAAAAAAjI/
a4FnXcS6_1Y/s1600/the-end-of-service-economy-Olexe-v7.jpg

36. Missing in agenda. Hopefully only in my presentation.

37. http://3.bp.blogspot.com/_dL4lW6pqpcA/TD60dLlSgeI/AAAAAAAACsc/
0WBrnjZjeUM/s1600/IndustryWorkToKnowledgeWork.png

38. Missing in agenda. Hopefully only of my presentation.

39. http://hbswk.hbs.edu/images/20000601LSkotterevolution2.gif

41. Systems
of
Record
Themes:
• Inward focus
• Efficiency/cost reduction
• Highly structured
• Slow to change
Systems
of
Engagement
Themes:
• Outward focus
• Fundamentally social
• Loosely structured
• Dynamic/in flux

43. ž Adapting
significant
changes in market
place
ž Visionary
/
transformational
leadership

44. ž Leaping
beyond
today’s frontiers
ž Energy-unleashing
leadership

45. Shall we please?

46. Ok but HOW?
http://utilityweekcouk.s3.amazonaws.com/news/images/197113.jpg

47. Agility in personal life

48. Is all of this practical?

49. ž Employees
acting as
partners and
associates make their
own decision
ž They evaluate their
managers every six
months
ž Potential managers
are interviewed by
their subordinates.

50. ž Small
teams
ž Belief in the
individual
ž No titles
ž People choose their
own work
ž All in the same boat
ž Focus on long term
value based view
rather than short term
benefits

51. ž No
managers
ž Personal mission
ž “Collaborative letters
of understanding”
ž Conflict resolved by
jury

52. ž No
formal
management
hierarchy
ž People choose their
own projects
ž No one tells what to
do, no fixed roles, no
reviews, no such
thing like promotion

53. ž No
positions
ž No support functions
ž Decide your own time
ž Self-managing teams
who owns their P&L

55. ž I
haven’t created images in this PPT.
References and credits provided at the
end
ž Ideas and words in the presentation are
referred and inspired from various
sources listed at the end
ž Does this have to do anything with agile?
ž Are we ready? What does it take? When
do we start?

56. ž John
Kotter: http://hbswk.hbs.edu/
archive/3294.html
ž Bas Vodde: http://www.odd-e.com/
material/2012/06_shanghai/
management_and_adoption.pdf
ž Jim Highsmith: http://
www.thoughtworks.com/sites/
www.thoughtworks.com/files/files/
adaptive-leadership-wp-us-singlepages.pdf

57. Tushar Somaiya
AgileTestingAlliance.org
ShuHaRiAgile.com
+91-9869209689
Tushar.somaiya@agiletestingallianc
e.com
Tushar.somaiya@shuahariagile.com