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Innovate 2013 - Agile Everywhere

AGL-1797 - Agile Everywhere: An Organisation-Wide Adoption - IBM Innovate 2013, June 4
by Julian Holmes on 30 May 2013

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Transcript of Innovate 2013 - Agile Everywhere

How?
Requires Change
Business
Organizational
Cultural
Commercial/Contractual
Way of Working Why?
Better Results
Shorten Time-to-Market
Adapt to Changing Needs
Improved Quality
Maximize ROI Everybody wants to be Agile A movement
Based on management theory
A collection of lightweight methods
Empirical and adaptive
Simplistic and pure
Idealistic What is “Agile”? Single methods don’t have all the answers Hybrid Method
Frameworks * Advisor, Software Development Experts, 2012-13 Geographical
Co-located <-> Distributed Complexity – Technology
Desktop App <-> Big Data Complexity – Domain
Transactional <-> Unprecedented Enterprise Disciplines
None <-> EA+PPM+ITSM+ERM+SPI Contracts
Single Company <-> GAO Compliance
None <-> FDA Title 21 Criticality
Loss of Comfort <-> Loss of Life Time-to-Market
No Deadline <-> Bet the Business Size (Headcount)
1 <-> 1000+ Agile Realities - Transformation Factors * Cameron & Quinn’s Competing Value Framework, 2005 Cargo cult change
Matching practice to culture
Individuals vs. teams
Fear of transparency
Rewards and recognition
Outsourcing vs. fostering
PANDA in a china shop Agile Transformation – Cultural Challenges * Scott W Ambler, 2011 Traditional roles are impacted by modern practices
Siloed roles need to embrace cross-functional mindset
There is a place for all roles in the agile organization
New skills and responsibilities
Requires organization-wide buy in Moving from Traditional Roles to Agile Roles Optimize performance of development teams
Provide governance and technical support
Shared integration test capability
Coordinate release schedules Scaling the Team ALM Support with Jazz Jazz platform supports the practices of agile teams at scale.
Enabling collaboration, transparency, and integration. Decision centric capability improvement
Supporting diversity of endeavors in the enterprise
Enabling true self-organization
Portfolio optimization
Empiricism @ scale through SMART retrospectives Transformation Support with Advisor More than just certified “Scam-masters”
Reality over rhetoric
Coaching supported with empiricism
Pragmatic application of practices
True journeyman change agents Beyond Cargo Cult Coaching Some Truths SDLC 3.0 first defined a hybrid framework. DAD and SAFe are both Hybrid instances DAD is evolving into a
process decision framework SAFe provides an Enterprise view
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