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Business Agility
James Sweet Eliassen Group Delivery Lead
Experience
§ Over 15 years experience in solution delivery across diverse industries. § Deep Agile Transformation/Implementation experience spanning industries and enterprises of all sizes § 10+ years of Agile Coaching/Training success § 5 years of hands on Agile practitioner experience § 10+ years management consulting experience working with the highest levels of organizations Roles
§ Solution Deliver Manager § Director of Service Delivery § Scrum Master § Agile Coach § Transformation Agent
Why Agile?
How the customer described what they wanted
How the PM understood it
How the Architect designed it
How the Developer coded it
How it was documented
How the customer was billed
What the customer actually needed
Faster
Better
Cheaper
72% vs. 64%
8%
Leading Causes of Agile Failure
How does the work that you/your team are doing tie into
or support your company’s corporate strategies?
Agile is NOT for the faint of heart
“Many people may think that agile is just another software development process. Although that is true as it relates to the
frameworks under Agile (Scrum), there is a lot more to agile than just a process or just a set of practices. Agile (or agility) is more of a mindset - a different way of thinking.”
Agile Thinking Agile isn’t a methodology. It’s a distinct thought pattern, a way of thinking about business.
Key Principles:
§ Expect and embrace change. § When in doubt, defer decisions to the last responsible moment. § Only do what is needed and no more. § Organize the work to leverage the power of collaborating teams. § Organize work so we get product into customer hands as quickly as possible. § Get started as quickly as possible and learn as we go – inspect and adapt.
Adaptive Planning Focus on the Most Important Objective
Rapid Inspection and Adaptation Transparency
“Today’s Armed Forces must be smart, fast, adaptive, collaborative, and
accountable”
Agile
Cultivated capability that enables an organization to identify what the most important initiatives or opportunities are and to respond in a timely, effective, and sustainable way.
Dynamic ability to sense opportunities and threats early and often, to quickly identify and solve problems and to change the enterprise’s resource base or even the entire enterprise structure as needed to respond.
Largest Reconstruction Project in US History?
Acted Courageously Adaptive Planning
Focus on the most Important Things Rapid Inspection and Adaptation
Transparency Fail Fast
500,000 Square Feet
Completed in 11 months 1 month early
80s – largest, most profitable oil and gas company on the planet
#6 on Fortune’s list of “most admired companies”
Textbook management paradigm – top down decision making, massive cost cutting, blind
diversification, aggressive expansion
$2 Billion
$6 Billion
567,000 gallons
‘93 Dropped from #6 to #110 on Fortune’s list of “most admired companies”
Profits off 70%
Large-scale leadership exodus
Public relations nightmare – the Exxon brand was
trashed
Acted Courageously Adaptive Planning
Focus on the most Important Things Rapid Inspection and Adaptation
Transparency Fail Fast
1999 acquires Mobil
2000 becomes largest, most profitable company on the planet. Still holds that ranking today
1980 – Good as dead. Japanese competitors had nearly killed it in the market.
Fire sale but no one would buy.
1981 – leadership takes it private. Fires 40% of the workforce and hunkers down.
Adaptive Planning Focus on the most Important Things
Transparency Rapid Inspection and Adaptation
Fail Fast
One of the most respected brands in America
World renowned for quality
sex symbol
$734 Million profit last year
Stated corporate values include:
Embraces Change as a matter of course
Fail fast
Test and learn
Transparency
Agile companies have the ability to strategize in dynamic ways; accurately perceive changes in their external environment; test possible responses; and quickly implement changes in products, technology, operations, structures, systems, and capabilities as a whole.
“Whosoever desires constant success must change his conduct with the times.”
Let’s stop doing Agile and let’s start Being Agile!
Focus only on the most important things
Practice Adaptive Planning
Transparency – Boardroom to Mailroom
Have Courage
Rapid Inspection and Adaptation
Fail Fast
James Sweet Agile Delivery Lead
Eliassen Group
D: 303.351.1623 M: 303.437.8712 www.egagile.com
Linked in: http://www.linkedin.com/in/jamessweet/
Twitter: @jamessweet