Agile - Is the past the key to the present?, Wednesday 21st Janaury 2015

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A presentation given by Adrian Pyne to the APM Planning, Monitoring and Control SIG and guests at the University of Warwick, Coventry 2015.

Adrian Pyne, Pyne Consulting Limited – learn from the past, keep it simple.

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Agile - Is the past the key to the present?, Wednesday 21st Janaury 2015

  1. 1. Agile: Is the Past the key to the Present? Adrian Pyne
  2. 2. Pyne Consulting l About Adrian...... • Organisation culture development • Coaching and mentoring • Collaboration • Professional Services build and management • Business Transformation programme delivery and rescue • Portfolio, programme and project management capability development • Enterprise PMO design/build/operate • Intelligent Client model development • Member of APM approx. 20 years • APM Audit Committee • Frequent speaker , conference chair and blogger • Cabinet Office White Paper • OGC: MSP, P3M3 & Portfolio Mngt review panels • APM – Intro to Programme Mngt & Portfolio Mngt • The Gower Handbook of Programme Management • APM Registered Project Professional and Assessor 2
  3. 3. Pyne Consulting l Applied Impact Technology 3
  4. 4. Pyne Consulting l  We were Agile  The pace of change and the value of being Agile  Being Agile at two levels  Agile Organisational Project management  Being Agile in projects and programmes  Avoiding the pitfalls Content 4
  5. 5. Pyne Consulting l 5 We were Agile – principles  Satisfy the customer, produce outcomes that result in benefits  Embrace changing requirements  Provide an environment for success that is sustainable  Collaborative behaviours based on Trust  Keep it simple  At regular intervals – reflect, learn and adjust Steve Messenger Chair: DSDM Consortium
  6. 6. Pyne Consulting l 6 We were Agile  Management created our Landscape  Co-located team including customers  Change reflected developing new business processes  Sustainability: already looking ahead to other services sustainable  Collaborative behaviours based on Trust  Keep it simple – requirements groups for “sprints”  Weekly reviews / learnings
  7. 7. Pyne Consulting l 7 Pace of Change and Agile The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades – John P. Kotter Faster development and Change • Constant focus on the goal • Collaborative working • Flexibility • Delegated decision making
  8. 8. Pyne Consulting l  Organisational Agile Project Management Being Agile: two levels 8  Within projects and programmes
  9. 9. Pyne Consulting l 9 Being Agile…..or not
  10. 10. Pyne Consulting l 10 Projects are viruses Agile Organisational Project Management
  11. 11. Pyne Consulting l 11 Agile Organisational Project Management A challenging landscape for Agile I want to run an Agile project For video: see links on final slide
  12. 12. Pyne Consulting l Agile Organisational Project Management Organisation Culture Vision Strategy Technology ProcessPolicies Values Organisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice 12
  13. 13. Pyne Consulting l 13 Agile Organisational Project Management What needs to be overcome  Non-agile organisation culture – Lack of flexibility – Non-release of operational resources – Lengthy decision making, e.g. change – Resistance to Matrix working – Top down governance – Lack of Trust and empowerment – Very risk averse – loathing of uncertainty  Gathering organisational anti-bodies to anything new in the culture And some people simply get it wrong……
  14. 14. Pyne Consulting l 14  Organisational agility normally stated in terms of changing markets  But what IS organisation agility? – Trusted organisation – Adaptive operating model – i.e. not too centralised – Devolved governance – P3 embedded in business operations – Continuous learning is embedded – Self-organising teams and people – Collaborative culture – Leadership tolerant of ambiguity Agile Organisational Project Management What an agile culture and environment looks like
  15. 15. Pyne Consulting l 15 Programme: Agile culture IT project: Agile culture & Sprints Other projects: Serial approach Agile Organisational Project Management What an agile culture and environment looks like
  16. 16. Pyne Consulting l Being agile in projects The wreckage of agile projects  But we’re agile…….  Silver bullet or poisoned apple?  Agile as the wrong tool  Agile head, but not heart – no agile mindset  Self-organisation leads to constant escalation  Fear / lack of confidence / lack of delegation  Taking the eye of the ball  Embracing Change without a design authority 16
  17. 17. © Aunty Beeb E.g. • Iterative working • Clear purose • Good and clear leadership • Focus on delivery Being agile in projects What an agile project looks like
  18. 18. Pyne Consulting l 18 Being agile in projects What an agile project looks like  An agile friendly landscape  An adaptive and flexible project manager  Collaboration  High level requirements – you have to be able to start somewhere  Prioritised requirements  Lean decision making, e.g. for Changes  Document…..just enough  Constantly watches the bow wave  Constantly planning  Constantly learning  Constantly watching the sky ahead
  19. 19. Pyne Consulting l Don’t throw the baby out with the bathwater Re-combine and re-use Avoiding the pitfalls: Eric Abrahamson - Creative Recombination  people  networks (social not IT)  culture  processes  structure Eric Abrahamson: Change Without Pain 19
  20. 20. Pyne Consulting l 1. Increase urgency Kotter’s 8 Step change model 2. Build guiding teams 3. Get the vision right 4. Communication for buy-in 5. Enable action 6. Create short-term wins 7. Don’t let up 8.Make it stick Create a Climate for change Engaging and enabling the organisation Implementing and sustaining change Open Minds, Make the Change, Embed the Change Avoiding the pitfalls 20
  21. 21. Pyne Consulting l 21 Avoiding the pitfalls  Leadership must GET agile  Leadership to establish an agile friendly organisation  Persuade stakeholders so that they GET agile working  Define your goals for agile working  Determine how far agile needs to penetrate  Define who needs to be agile, and help them be so  Define how business processes need to change  Define what technology can help, and/or needs to change  Be an agile leader People ToolsProcess Building an organisation fit for agile projects
  22. 22. Pyne Consulting l  We were Agile  The pace of change and the value of being Agile  Being Agile at two levels  Agile Organisational Project management  Being Agile in projects and programmes  Avoiding the pitfalls Content 22
  23. 23. Pyne Consulting l Thank you 23 Pyne Consulting l a.pyne@btconnect.com
  24. 24. Pyne Consulting l 1. Lead through inspiration, care and Trust 2. Open Minds, Make the Change, Embed the Change 3. Work with your environment 4. Understand what can stop you being successful 5. Know and communicate the purpose of the Change 6. Recombine and re-use 7. Prepare for delivery AND for operations. 8. Be flexible and adapt, e.g. plan, measure and adjust 9. Ensure people know what they are to do, where they fit and how they can work 10. Build a confident and professional team Adrian’s Tactics for Change 24
  25. 25. Links http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road I want to run an agile project parts 1 and 2: http://www.youtube.com/watch?v=4u5N00ApR_k http://www.youtube.com/watch?v=lAf3q13uUpE Brian Wernham http://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404

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