16 giugno 2014

Click here to load reader

  • date post

    24-Feb-2016
  • Category

    Documents

  • view

    23
  • download

    0

Embed Size (px)

description

REGOLE WEBINAR Accedete al webinar come Guest inserendo l'ID PMI, Nome e Cognome (Es. 1234567_Mario_Rossi) . Se sentite correttamente l'audio scrivete nella chat " Audio ok ” , altrimenti comunicate il problema via chat . - PowerPoint PPT Presentation

Transcript of 16 giugno 2014

Sick and Tired Of Agile

16 giugno 2014

REGOLE WEBINAR

Accedete al webinar come Guest inserendo l'ID PMI, Nome e Cognome (Es. 1234567_Mario_Rossi).

Se sentite correttamente l'audio scrivete nella chat "Audio ok, altrimenti comunicate il problema via chat.

Se allimprovviso non vedete pi la presentazione (solo schermo nero), non uscite dal browser ma fate solo un refresh della pagina web (su sistemi Windows premete il tasto F5, su OS X Command+R

Per le domande utilizzare la funzione Q & A, non la chat; le domande andrebbero poste in inglese se avete problemi nella traduzione dallitaliano, il moderatore le tradurr per voi.

La chat uno strumento di servizio, non utilizzarlo per commenti personali o comunicazioni fra partecipanti.

Eventuali comunicazioni di servizio non gestibili dalla piattaforma del webinar (problemi sistema, variazioni link, cancellazione sessione, ecc...) verranno inviate all'email con cui vi siete registrati all'evento.

Per eventuali problemi di collegamento ti invitiamo a contattare il seguente indirizzo: [email protected] Needs AgileAgile has become a bloated conceptual vortexWhat do you think Agile is?AGILEThen what is agile?Agile is the ability to adapt to changes as fast or faster than changes occur.

Adapt or DIE

An Adjective

Daily Standups Close contact with managementFace to face communicationTest Driven DevelopmentValue Stream MappingSustainable paceRetrospectivesPair development.

What is all that other stuff?Agility EnablersA Broader DefinitionChange CycleChange CycleChange CycleChange CycleBuild CycleBuild CycleBuild CycleBuild CycleBuild CycleBuild CycleRespond to technology changeReduce investment overheadRespond to customer needDrop bad business quicklyImproved predictabilityImproved QualityTry ideas quickly Reduced RiskTransparencyFaster Breakeven (ROI)

Benefits of Agility

Management Innovation

1911-Fredick W. TaylorScientific ManagementIndustrial Revolution

PivotIndustrial Revolution Transprotation, manufacturing technology

Technology Revolution Technology, Demand, Globalization8

Pivot Again

1911-Fredick W. TaylorScientific ManagementIndustrial RevolutionPivotMental Shifts

Two shifts in mindset.People know what they are doing and should be trusted.Knowledge work isnt part work

10Types of Work

Part or ArtPart workArt WorkPredictableAssemblyFocus on ConformanceLow change rateVariation is badCoordinate & ControlEnd is CLEARPurpose is to deliver

Unpredictable Discovery Focus on Creativity High change rateVariation is good Inspect & AdaptEnd is Ambiguous Purpose is to discover

Part or Art

PredictableAssemblyFocus on ConformanceLow change rateVariation is badCoordinate & ControlEnd is CLEARPurpose is to deliver

Unpredictable Discovery Focus on Creativity High change rateVariation is good Inspect & AdaptEnd is Ambiguous Purpose is to discover

Revisiting the DefinitionChange CycleChange CycleChange CycleChange CycleBuild CycleBuild CycleBuild CycleBuild CycleBuild CycleBuild CycleNested AgilityI & I = Iterative & IncrementalPractical ExampleShell Engine TechnologyFlight GuidanceBack of the Seat Tires

RetrospectivesTeamworkStandupsServant LeadershipValue Stream MappingLong-Lived TeamsCollocationDedicated Teams Pairing What can we learn from the movement?17Lessons LearnedLessons LearnedPost MortemResults areProject SpecificTeam SpecificDomain Specific

Useful LLRequirementsCommunicationResources (people)DONT WORK

Lessons learnedProjects are Unique so are lessons learnedTeam specific The team disbandsAt the end You cant do anyhing about it

18RetrospectiveFrequentWhole TeamMust be interesting

Project SpecificTeam SpecificDomain Specific

Retro Process

Open Q&A

Agile Community of PracticeOver 32,000 members WebinarsExperience Reports BlogsWiki Discussions

PMI Agile CoP

Joseph Flahiff, CEOPMI-Agile Community of Practice Engagement LeadLean|Agile Coaching - Training - ConsultingCertified Provider ofScaled Agile Framework (SAFe)How NASA Builds Teams

[email protected] Thank you