1.
Agile Adoptionsthat Work……and Last Why, How and What 1

2.
WHY DO WEADOPT AGILE? 2

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Organisational WaterfallsANALYSE ANALYSTS CROSS-FUNCTIONAL TEAMS DESIGN ARCHITECTS BUILD DEVELOPERS COMPONENT TEAMS TEST TESTERS DEPLOY OPERATIONS 3

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Pass the Bucket http://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/ 4

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Process Complexity Diagram Far from Agreement Chaos Requirements Complex Close to Agreement Simple Close to Technology Far from Certainty Certainty“The Stacey Matrix”. Prof Ralph Stacey. 5

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INDIVIDUALS & INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN 7

8.
DO YOU HAVE A COMPELLINGVISIONFOR CHANGE? 8

9.
POSSIBLE BENEFITS OF AGILE 1. REDUCED TIME-TO-MARKET 2. INCREASED QUALITY 3. REDUCED WASTE 4. BETTER PREDICTABILITY 5. BETTER MORALE 9“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007

10.
HOW DO WEADOPT AGILE? 10

11.
Change is not EasyThe Satir Change Model. http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png 11

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A BEGINNER WHO HASLEARNED A NEW LANGUAGEALWAYS TRANSLATES IT BACK INTO ITS MOTHER TONGUE KARL MARX 12

13.
DO YOU HAVE AN AGILECHANGEPROGRAMME? 13

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WHAT IS THE MOST DIFFICULT THING TO CHANGEIN YOUR ORGANISATION? 15

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Personal Change is Hardhttp://it.toolbox.com/blogs/agile-pm/agile-adoption-across-the-organization-31698 16

17.
ESSENTIAL TRANSFORMATION ENABLERS EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 17

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EVOLUTIONOVER REVOLUTION PEOPLE DONT RESIST CHANGE. THEY RESIST BEING CHANGED. PETER SENGE 18

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Distance, Resistance & Fragility Water-Scrum-Fall. Forrester Report 19

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NOT AN ADOPTION, BUT A DEEPTRANSFORMATION 21

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LEAN KANBAN APPROACH TO CHANGE START WITH WHAT WE DO NOWAGREE TO PURSUE INCREMENTAL CHANGEINITIALLY RESPECT ALL CURRENT ROLESENCOURAGE ACTS OF LEADERSHIP AT ALL LEVELS 22

23.
START FROMWHERE YOU ARE NOW 23

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PEOPLE & CULTURE CHANGE COMES FROM THE PEOPLE. THEIR BEHAVIOURS FORM THE CULTURE. CHANGE NEEDS TO BE PEOPLE-CENTRIC. 24

25.
Business Cultures“The Reengineering Alternative”. William Schneider 25

26.
Agile-Friendly Cultures“The Reengineering Alternative”. William Schneider 26

27.
The Journey Towards Agility“The Reengineering Alternative”. William Schneider 27

28.
The Vehicle for Cultural Change KANBAN KANBAN “The Reengineering Alternative”. William Schneider 28

29.
WHAT DO WE USE TOTRANSFORM TO AGILE? 29

30.
USE FRAMEWORKS, TECHNIQUES & PRACTICES THAT SUIT YOURCONTEXT 30

31.
BEWARE THE SCRUMDAMENTALIST(...AND EVERY OTHER PROCESS FUNDAMENTALIST) 31

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DO NOT JUSTADOPT THE PRACTICES, TRANSFORM EVERYTHING ONE SMALL STEP AT A TIME 32

33.
ESSENTIAL DELIVERY ENABLERS UNCOMPROMISING QUALITY PRODUCT MANAGEMENT ROBUST TESTING SOFTWARE CRAFTSMANSHIP 33

34.
ESSENTIAL TRANSFORMATION ENABLERS EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 34

35.
radtac.co.uk & agile.bcs.org@jose_casal@radtacltd@bcs_agile 35

36.
Accredited Kanban Training2 5% Book via radtac.co.uk/courses/kanban FF ONDARD Promo code ‘BCS13VYU’ STA CE PRI • 23 – 24 Mar London (weekend) • 18 – 19 Apr London 1 5% Book via radtac.co.uk/courses/kanban FF ONDARD Promo code ‘BCS13VML’ STA CE PRI • 13 – 14 MayManchester • 16 – 17 MayLondon • 15 – 16 Jun London (weekend) • 18 – 19 Jul London • 15 – 16 Aug London slidesha.re/ZGJjrx 36