Becoming Agile : Get back to first principles first

Talks about partial successes with Agile implementations. We have become iterative for sure and there is a definite sense of cadence. But concept to cash lead times are still quite high. A sense of dogma has crept in the rituals, they happen, but there is little soul.Team members are still quite stressed out; We have avoided the famous waterfall death march for sure but it is still a very tiring and painful long march.  Organisations doesn't feel that they have reaped all the benefits which were promised. There is just a handful of companies who seem to be living the values and are  really nimble in the market place. What went wrong?

Our focus on people, value, flow and quality instead of process,tools, cost, schedule and scope, got the attention but did not get internalised by all. So while we are adopting “Agile” methods we have not become “agile” yet.

There is a need to get back to first principles. There is a need to explain knowledge workers on the ground “Why” the principles work. Leaders need to do more than just support the change, they need to know, behave and do the right things. Lastly people do need to learn and love their craft. Yes, it is about money but is it also about autonomy, mastery and purpose.

The session takes through key concepts around people, business value, product development flow and quality via fast feedback, and invokes people to understand and let their team understand the basic principles  first to lay a strong foundation, before building an Agile enterprise on top of it. It is only then the “real transformation” happens and the products get in front of the end users faster.

 
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Outline/structure of the Session

  1. presentation structureWhat went wrong?
  2. What about people?
  3. What about value?
  4. What about flow?
  5. What about quality?
  6. Becoming Agile

The first 5 sections introduce common issues with Agile executions as per authors experience backed up by some research. While presenting the problem the sections also tends to indicate what we are potentially missing. Section 6 brings it all together and suggests one of the possible ways of addressing the situation, specially in the Indian SI and captives context.

Learning Outcome

As mentioned about the session takes through key concepts around people, business value, product development flow and quality via fast feedback, and invokes people to understand and let their team understand the basic principals  first to lay a strong foundation, before building an Agile enterprise on top of it. It is only then the “real transformation” happens and the products get in front of the end users faster.

Once the foundation is set correct application of Scrum, Kanban, XP, SAFe becomes a lot more intuitive and easier.Specifically it touches key Lean and Agile concepts at breadth and how they can be applied practically across an enterprise to reap benefits. 

While the content is generic and valid for all scenarios, author tries to focus on specific issues and possible remediations in Indian captives and SI organisations context.

Concepts touched upon and examples provided in slightly more details as below:

People

- Teams

- Motivation

- Agile Leadership

- Communication, collaboration & co-ordination

Value

- Understanding your customer

- Prioritisation

- Delivering value early and often

- Trade offs

Flow

- Requirements

- Optimising Flow

- Batch sizes

- Work in progress

Quality

- Fast feedback cycles

Target Audience

Agile Team Members, Leadership, Company Executives, Agile Practitioners, Product Owners, Entrepreneurs

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Saket Bansal
    By Saket Bansal  ~  2 years ago
    reply Reply

    Thanks for proposal, we will be get back in weeks time.

     

    Saket

  • Sonal
    By Sonal  ~  2 years ago
    reply Reply

    Quite similar to our situation and relevant. Will look forward to it.


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