FROM LEAN STARTUP TO AGILE ENTERPRISEEVAN LEYBOURN

CHRYSLER, DELPHI, TEXACO, KODAK, LTV, COMPAQ, DIGITALWHAT DO THESE COMPANIES HAVE IN COMMON

Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com

CLICK TO DISCOVER MORE

INTERESTINGWE LIVE IN TIMESUSE THE AGILE MANIFESTO

INTERESTING

WHAT DRIVES A TRANSFORMATIONCULTURE, DEMAND, & STRENGTHS

BUSINESS BUSINESS

Business change via sustained effort across the organisation

Change

Change

Change

Images shamelessly stolen from Ahmed Sidky (ICAgile)

PRE-AGILE » LEARNING AGILESTAGE ONE

DEFINE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE

MEASURE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE

COMMUNICATE YOUR AGILE VALUES PROCESS DRIVEN > RELATIONSHIP DRIVENINDIVIDUALS AND INTERACTIONS COMPLETED PRODUCTS & SERVICESPERSONAL OWNERSHIP & ACCOUNTABILITYCULTURE OF TRANSPARENCYCUSTOMER COLLABORATION RESPONDING TO CHANGE

DEVELOP AN AGILE RECRUITMENT POLICYTO DEVELOP ORGANISATIONAL CULTURE

PIVOT & RETROSPECTIVESCONTINUOUS BUSINESS IMPROVEMENT

Elephant in the RoomNew Zealand Post Group

TRANSITION TO CONTINUOUS DELIVERYHR, SALES, LEGAL, CUSTOMER SUPPORT, MEDIA & COMMS

TRANSITION TO INCREMENTALDELIVERYFINANCE, MARKETING, LEGAL, R&D, OPERATIONS

TRACK, CONTROL & VISUALISE WORKFLOWENTERPRISE KANBAN / STRICT WIP

INITIAL ORGANISATIONAL RESTRUCTURE CROSS-FUNCTIONAL TEAM STRUCTURE

Agile Business Management

Minimum Wage Employment

CONTINUOUS & TARGETED COACHINGMANAGERS, STAFF AND CUSTOMERS

A CORPORATE LANGUAGEPAIR PROGRAMMING » PAIR WORKDAILY SCRUM » DAILY STAND-UPSCRUM OF SCRUMS » SUMMARY STAND-UPTEST-DRIVEN DEVELOPMENT » TEST-DRIVEN WORKSPRINT » ITERATIONPRODUCT OWNER » CUSTOMER REPRESENTATIVESCRUM MASTER » TEAM FACILITATOR

EARLY AGILE » AGILE MANAGEMENTSTAGE TWO

AN AGILE EXECUTIVEAGILE CORPORATE GOVERNANCE

AN AGILE BOARDAGILE CORPORATE GOVERNANCE

An Executive KanbanNew Zealand Post Group

AGILE KEY PERFORMANCE INDICATORSIS THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, ENGAGING WITH THE TEAM REGULARLY?

IS THERE A REDUCTION IN IDENTIFIED DEFECTS BY CONSUMERS (NOTE: CONSUMER, NOT CUSTOMER)?

IS THE TEAM/PERSON MEETING AGREED DUE DATES?ARE QUALITY CONTROL TESTS OCCURRING DURING EVERY ITERATION?IS THE TEAM ENGAGING WITH THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, REGULARLY?IS THE CUSTOMER HAPPY WITH THE WORK BEING PRODUCED?HAVE OVERHEAD COSTS (E.G. ADDITIONAL MEETINGS, DELIVERY/RELEASE COSTS, DELAYS) BEEN REDUCED?

AGILE FINANCIAL MANAGEMENTMONTHLY BUDGETS AND TEAM CONTINGENCY

CONTINUE ORGANISATIONAL RESTRUCTURE FACILITATION-BASED MANAGEMENT

+3

+7

DEVELOP AGILE RELATIONSHIPS INTEGRATED CUSTOMER ENGAGEMENT

- “How much is this going to cost?”- “As much as you’re willing to spend.”

- “How long is this going to take?”- “As long as is necessary.”

- “What am I going to get?”- “Whatever you tell us you want.”

PIVOTREVIEW & REFINE THE BUSINESS MODEL

CONTINUOUS IMPROVEMENTRETROSPECTIVES

MEASURE, TRACK & VISUALISE WORKFLOWBURNDOWN, CFD, STATISTICAL RUN CHARTS

AGILE PRACTITIONERS » CONTINUOUS IMPROVEMENTSTAGE THREE

FINALISE ORGANISATIONAL RESTRUCTUREDYNAMIC, EMPOWERED TEAMS &LEAN MANAGEMENT HIERARCHY

Organisation ChartCity of Edmonton

SUPPORT SELF-ORGANISING TEAMS SKILLS AUDIT / REGISTER

TEST-DRIVEN WORKAGILE QUALITY CONTROL

PAIR WORKWHO SAYS ITS JUST FOR DEVELOPERS

CONTINUOUS IMPROVEMENTRETROSPECTIVES

http://agilebusinessmanagement.org

- Case Studies- Articles- Community

Join our Agile Journey

TO LEARN MORE, CHECK OUT

DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN

AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES

CLICK HERE TO DISCOVER MORE