Post on 27-Jan-2015
description
How Agile Can Make You a Better Executive
Hala SalehAgile Coach, Product Manager, Entrepreneur
http://www.halasaleh.com@HalaSaleh1
Who Am I? • Hala Saleh, CSM, CSP, PMP
• History/Evolution:
Developer -> QA -> PM -> Agile Coach/
Consultant
• Today: All of the above (ok, maybe minus
Developer) PLUS:
© 2014 Hala Saleh www.halasaleh.com
Agile Whaaat?
© 2013 Hala Saleh www.halasaleh.com
• Show of hands: On a scale of 1 – 5, how familiar are you with “agile” development?
1. Not familiar with agile at all2. Heard about it, not familiar with details of any
specific methodology3. Moderately familiar, can name/describe at least 1
agile methodology/framework at a high level4. Familiar, can explain details of at least 1 agile
methodology & can name others5. Very familiar, can explain details of more than 1
agile methodology & have experience implementing at least 1
Bad News
© 2013 Hala Saleh www.halasaleh.com
Only 2% of Executives “knowledgeable”
about agile*
* In 2013, per VersionOne’s 8th Annual State of AgileTM Survey
Good News
© 2013 Hala Saleh www.halasaleh.com
Together, we can change that statistic.
(And heal the world! And make it a better place!)
Assumptions(Mine, not yours)
© 2013 Hala Saleh www.halasaleh.com
Assumptions(Mine, not yours)
© 2013 Hala Saleh www.halasaleh.com
Assumptions(Mine, not yours)
© 2013 Hala Saleh www.halasaleh.com
Assumptions(Mine, not yours)
© 2013 Hala Saleh www.halasaleh.com
So…
© 2013 Hala Saleh www.halasaleh.com
What does ‘Agile’ mean to you?
© 2014 Hala Saleh www.halasaleh.com
Exercise: Define Agile/Agility
• Working in groups of 3 – 4 (5 minutes):
–Brainstorm: What is “Agile”–Define “Agile” (in 2 – 3 sentences)–Discuss
• Share!
© 2013 Hala Saleh www.halasaleh.com
The Agile Manifesto
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.”*
*Source: agilemanifesto.org
Agile Principles • The Agile Manifesto is based on 12 principles. See
here: Agile Principles*• Discussion: Key Agile Principles and Takeaways
CollaborationContinuous Feedback & Improvement
F r e q u e nt & C o n ti n u o u s D e l i v e r y
SELF-ORGANIZING TEAMS
SUSTAINABLE PACE
Simplicity Retrospectives
Inspect-Adapt Cycle
Timeboxing
© 2013 Hala Saleh www.halasaleh.com
* Source: agilemanifesto.org/principles.html
Let’s Talk About Agile
Agile development: An iterative and incremental approach to developing software that incorporates continuous feedback loops, adaptability, and collaboration.
© 2013 Hala Saleh www.halasaleh.com
BUT, agile is not only for software!
Agility: An iterative and incremental approach to achieving an end-result (product, project, goal) that incorporates continuous feedback loops, adaptability, and collaboration.
Agile Thoughts/Hopes/Dreams
Stepping back from all this agile talk:
• What are your goals/hopes/dreams for your
organization? (Go wild!)
Now:
• What do you think/hope agile will help you achieve? (Top 3)
Image Source: http://drea-mcatcher.tumblr.com/
© 2013 Hala Saleh www.halasaleh.com
Top Reasons for Adopting Agile
The top 3 reasons respondents cite (consistently) for adopting agile are*:
1. Accelerate time to market
2. More easily manage changing priorities
3. Better align business and IT objectives
* Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf
© 2013 Hala Saleh www.halasaleh.com
But What ACTUALLY Happens After Adopting Agile Methodologies?
© 2013 Hala Saleh www.halasaleh.com
But What ACTUALLY Happens After Adopting Agile Methodologies?
© 2013 Hala Saleh www.halasaleh.com
Barriers to Successful Agile Adoption
© 2013 Hala Saleh www.halasaleh.com
Agile fails because of culture.
Why is Culture Important?
© 2013 Hala Saleh www.halasaleh.com
DOING AGILE BEING AGILE
Ready to Work?Step 1: Identify the Problem
• Before committing to an agile transformation, or even starting to adopt agile practices into your organization, clearly identify the WHY:
What problem are you trying to solve?
© 2013 Hala Saleh www.halasaleh.com
Step 2: Is Agile the Answer?
• If your culture is not compatible with “Being Agile”:– Start with processes, and “Doing agile” – Implement incremental changes (e.g. start
doing daily standups, or retrospectives
• Some great resources:– “Agile Adoption Patterns: A Roadmap to
Organizational Success” by Amr Elssamadisy– “Becoming Agile in an Imperfect World” by
Smith & Sidky
© 2013 Hala Saleh www.halasaleh.com
Step 3: Identify What Level of Change You Are Ready For
TACTICAL (How we work) STRATEGIC (What we want to achieve)
CULTURAL (Who we want to be)
Focus on: - Process- Work Practices (e.g.
Reduced batch size, Engineering practices, etc)
- Communication/transparency
Focus on:- Customers (AT LEAST
meet expectations)- Organizational structure
(roles & responsibilities)- Long-term thinking
(Quality, alignment)
Focus on: - Organization’s Identity- Our vision- Our values (e.g.
Creativity, Integrity, etc.) Use Agile principles as a good starting point
Results:- Project/goal visibility- Group/team focus- Improved EFFICIENCY
Results:- Better
business/IT/company alignment
- Increased capability- Improved
EFFECTIVENESS
Results:- Delighted customers- Engaged/accountable
team members- Innovation- Happiness
© 2013 Hala Saleh www.halasaleh.com
In Conclusion
1. Agile can’t make you a better executive.
• News flash: Agile is not a silver bullet. • But it can give you the tools to work and live
better.• Combined with real organizational culture
change, it can help you achieve:– More delighted customers– More innovation– A culture of self-organization and accountability– Faster time to market
© 2013 Hala Saleh www.halasaleh.com
In Conclusion
2. Get involved
• Learn it • Understand it • Do it (WELL!)
© 2013 Hala Saleh www.halasaleh.com
In Conclusion
3. Learn from others’ failures AND successes
• Look up: Spotify Engineering Culture video
© 2013 Hala Saleh www.halasaleh.com
In Conclusion
4. Cultivate a tolerance for Failing Fast
• On the condition that you learn from it
© 2013 Hala Saleh www.halasaleh.com
In Conclusion
5. Ask for, and get HELP
• There’s a lot involved in succeeding at this stuff.
• Get trained, coached, and make sure to hire people who have experience.
© 2013 Hala Saleh www.halasaleh.com
Addendum (Bonus)
• Don’t call people “resources” (unless you want to be called “overhead”) – Suggestions: Team members, developers,
technical wizards, people.
• Participate in retrospectives (and make sure they happen!)– You will be amazed by what you learn!
© 2013 Hala Saleh www.halasaleh.com
Q&A
© 2013 Hala Saleh www.halasaleh.com
Thank You!
Twitter: @HalaSaleh1Email: hala.saleh@gmail.com
Contact me for any Qs, resources, or help!
© 2013 Hala Saleh www.halasaleh.com