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Creating an Agile Cultural Transformation

Creating an Agile Cultural Transformation. Wayne R. Brantley, MS Ed, PMP, PMI-ACP, CSM, CSPO, ITIL, CPLP, CRP Certified John C. Maxwell Coach, Teacher, Trainer, and Speaker Prosci Change Management Practitioner EQi 2.0 Certified AVP of Professional Education Bisk. Agenda.

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Creating an Agile Cultural Transformation

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  1. Creating an Agile Cultural Transformation Wayne R. Brantley, MS Ed, PMP, PMI-ACP, CSM, CSPO, ITIL, CPLP, CRP Certified John C. Maxwell Coach, Teacher, Trainer, and Speaker Prosci Change Management Practitioner EQi 2.0 Certified AVP of Professional Education Bisk

  2. Agenda • Hour 1 – Agile and it’s beginnings • Hour 2 - Great agile benefits • Hour 3 – Kidding!!!

  3. Agenda • Culture • What is Agile? • Agile principles • Can agile work for curriculum design projects? • Differences from traditional project management • Agile roles, events, and artifacts • Benefits of using agile • Keys to agile success

  4. Let’s ask an expert – What is agile?

  5. Course Development

  6. Course Development

  7. Please raise your hand if you …. • Have ever had a project come in over budget? • Have ever had a project come in late?

  8. Why do we still have projects that are over budget and late? • You are too smart and work too hard for these results! • Do you agree? • Companies have to change their culture to let people project manage

  9. Let’s go back and define Agile • Agile is a time boxed, iterative approach to incrementally implement a project

  10. When should you use Agile? • Answer these questions: • Do you have complex products? • Do you work in a changing environment? • Do you have cross-functional teams? • Do your teams collaborate?

  11. Then Agile is for you.

  12. Changing your project development approach will take a change in culture • Who likes change?

  13. The only person that likes change is a ………. Wet Baby!

  14. Agile • Evolved from software development • Breaks work into time boxed iterative deliveries of work • Prioritizes work so that the most valued work is delivered first • Continuous delivery

  15. Agile • Agile is an umbrella term for a framework that refers to a group of methodologies • Scrumis the most used • Others include: • Lean • Kanban • XP • Crystal • DSDM • And others

  16. Agile Based on three pillars: Adaption Transparency Inspection

  17. The Agile Pyramid 4 Agile Values 12 Agile Principles

  18. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • 17 Agilistas meet at Snowbird Utah • They were very smart

  19. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • They were very smart

  20. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • They were very smart • Just how smart were they?

  21. Agile Values • Agile Values • Feb 2001 – Agile Manifesto

  22. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • The 4 Values

  23. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • The 4 Values

  24. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • The 4 Values

  25. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • The 4 Values

  26. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • The 4 Values

  27. Agile Values • Agile Values • Feb 2001 – Agile Manifesto • The 4 Values

  28. Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project.

  29. Agile Manifesto 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

  30. Agile Manifesto 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

  31. Agile Manifesto Exercise • Identify in your area the replacement word for any reference to software in the Agile Manifesto.

  32. Differences from traditional project management

  33. Differences from traditional project management

  34. Differences from traditional project management

  35. Differences from traditional project management

  36. Differences from traditional project management

  37. Differences from traditional project management

  38. Methodologies • All methodologies have lifecycles

  39. Lifecycles

  40. How’s your Karma?

  41. Lifecycles • August 2005 PMI Today – “Buddhist Monks in Sri Lanka say PMBOK Guide aligns with teachings”

  42. Lifecycles • August 2005 PMI Today – “Buddhist Monks in Sri Lanka say PMBOK Guide aligns with teachings”

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