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.
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 âManaging the Development of Large
Software Systemsâ, where the waterfall is first documented! he said âI
believe in this concept, but the implementation described above is risky
and invites failureâ
5. T i m e
End to end small slices of work
30% Done =
100% Usable
6.
7. Ĺžď⯠Wait
is the biggest waste
Ĺžď⯠Agile helps eliminate waste
Ĺžď⯠Agile makes everyone working all the time
Ĺžď⯠Parallelism is the key
Ĺžď⯠Smaller the batch size lesser the waste
Ĺžď⯠Timebox helps limit batch size
Ĺžď⯠Agile = X % done, 100% usable
Ĺžď⯠Time to market is reduced drastically
Ĺžď⯠Total time of the project has reduced to less
than half
8. Agile is not a process or framework. It is a value system.
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: IBMâCapitalizing on Complexity:
Insights from the Global Chief Executive Officer Study (2010)
More complex
Structurally
different
27. ĹžďâŻThe life expectancy of firms on the Fortune
500 has rapidly declined to around 15 years
and is headed for 5 years
ĹžďâŻBusiness model life cycle is down to 7 years
ĹžďâŻ80% of new products and services fail
within 3 years
ĹžďâŻ95% of CEOâs 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. âWithout exception, all of
my biggest mistakes
occurred because I moved
too slowly.â
--John Chambers, Cisco CEO,
âHe [Chambers] also radically changed
the way he managed, turning a
command-and-control hierarchy into a
more democratic organizational
structure.â
29. Agility is the
ability to create
and respond to
change in order to
profit in a
turbulent business
environment.
30. â88% of executives cite organizational agility as
key to global success.â
â50% say that agility is not only important, but a
core differentiator.â
41. Systems
of
Record
Themes:
â˘âŻ Inward focus
â˘âŻ Efficiency/cost reduction
â˘âŻ Highly structured
â˘âŻ Slow to change
Systems
of
Engagement
Themes:
â˘âŻ Outward focus
â˘âŻ Fundamentally social
â˘âŻ Loosely structured
â˘âŻ Dynamic/in flux
49. Ĺžď⯠Employees
acting as
partners and
associates make their
own decision
Ĺžď⯠They evaluate their
managers every six
months
Ĺžď⯠Potential managers
are interviewed by
their subordinates.
50. Ĺžď⯠Small
teams
Ĺžď⯠Belief in the
individual
Ĺžď⯠No titles
Ĺžď⯠People choose their
own work
Ĺžď⯠All in the same boat
Ĺžď⯠Focus on long term
value based view
rather than short term
benefits
55. ĹžďâŻI
havenât created images in this PPT.
References and credits provided at the
end
ĹžďâŻIdeas and words in the presentation are
referred and inspired from various
sources listed at the end
ĹžďâŻDoes this have to do anything with agile?
ĹžďâŻAre we ready? What does it take? When
do we start?