Expanded Horizons. Andrew Craddock Product Innovation Director. Ed Holt Founding Chairman. Copyright 2016 Agile Business Consortium

Transcription

1 Expanded Horizons Ed Holt Founding Chairman Andrew Craddock Product Innovation Director

2 The Way We Were early 1990s Development Technologies Object Oriented GUI Languages 4GLs (and 3GLs!) Responsive (Agile) Project Framework (open, free) Waterfall / Proprietary Methods Oracle CASE IEW IEF SSADM Business Commitment

3 How it all came about Data Sciences Ltd.

4 The Tricky Bit.. Creating (and Developing) the Method not only rapid and responsive to changing business needs but also rigorous in terms of quality and governance. DSDM Version 1 MoSCoW

5 Then (nearly) everyone cottoned on and we had the method wars

6 DSDM Today a Global Resource (for IT and Business Projects)

7 Where Next?... We scanned the horizon Executives Organisational Silos inhibit collaboration Command and Control management Managers managing Managers wasteful Poor communication and slow decision making High risk of politics and self-serving protectionism More bosses per worker reduced productivity Small, focused self-organising, multi-skilled teams Collaboration the norm Rapid, devolved decision making No barrier to doing the right thing More workers per boss increased productivity Teams extend beyond the organisation

8 Business Agility: Key Benefits Identified

9 We listened to the Mood Music we have stretched the current way we run organizations to its limits Frederic Laloux Sources: Holbeche The Agile Organisation, 2015 Dando Agile NZ Agile Beyond IT InfoQ, Jan 2016 McKinsey Why Agility Pays, 2015 Frederic Laloux Reinventing Organisations, 2014

10 The Way We Are Development Technologies Agile IT Methods Components Services Cloud Scrum XP Kanban Agile Business Change Framework (open, free) Agile Project Framework (open, free) DSDM AgilePM

11 Business Change Landscape Shareholders/ Trustees Business Change Strategy Culture Organisation Leadership Regulators Suppliers Product Business Products Digital Services Customer Customers Agents Business Services Service Partners

12 People make the framework Agile Business Change Payload Agile in nature Incrementally delivering customer value Building sustainable capability valuable today, and a foundation for future innovation Communication Effective, timely, focused, meaningful Continually re-enforcing the vision for and value of the change Collaboration Collaboratively autonomous One Team approach Involving creativity, experimentation and continuous learning by committed individuals Commitment From within based on individual, personal buy-in to the vision and value of the change Constant, consistent, clear leadership The foundation stone of any change initiative Supporting 3 pillars of Agile Business Change Communication Payload Leadership Commitment Collaboration

13 Agile Business Change Process From Need to Fulfillment Need Fulfillment Innovation Hub Establish Foundation: What we need to do How we will do it Appropriate organisation and governance Establish Driver: Required high-level outcome Vision and Goals/Objectives Business justification and Leadership Make the Change: Get the job done Deliver Value: Early and often

14 The Innovation Hub a nexus of creativity Core change participants involved throughout Shaping solutions Making the change A collaboratively autonomous team Focus Influencers, stakeholders and beneficiaries involved as needed Directing, coordinating, facilitating as appropriate Not managing or controlling Always focused on Desired outcome Early and incremental delivery of customer value

15 Agile Business Change Agile Leadership Agile Portfolio Agile Enablement Agile Projects Agile Service Evolution Agile Agile Strategy Culture Leading Change Agile 0 Agile Programmes Governance Coordinating Change Agile Product Evolution Making Change Delighted Customer From Need To Fulfillment

16 Agile Portfolio Management Driver Foundation Portfolio Innovation Hub Incremental Business Value Uplift Understand: Business Strategy Strategic priorities Establish: Strategic Alignment Criteria Business KPIs? E.g. Customer Satisfaction, Sales, Profit, Cycle Time Compliance Do it: Agile Budgeting Continuous Idea management Portfolio Prioritisation Change Activation and governance Measured as: ΔKPI / RoI for ΔKPI For: Value enabled Value realised

17 Portfolio Management Roles CEO COO Portfolio Manager Business Sponsor Business Architect CFO CIO Portfolio Support Team Enterprise Architect Business Sponsor Business Analyst

18 Agile Programme Management Driver Foundation Programme Innovation Hub Incremental Capability Change Essentially: AgilePgM Pre-programme Essentially: AgilePgM Feasibility & Foundations Essentially: AgilePgM Capability Evolution Essentially: AgilePgM Tranche Review

19 Programme Management Roles Business Sponsor Programme Manager Business Change Owner Change Agent Change Architect Business Architect Enterprise Architect Programme Support Team Stakeholder Engagement Coordinator Technical Architect Project Manager Business Analyst

20 Agile Project Management (Driver) Foundation Project Innovation Hub Incremental Value Delivery Essentially: Tweaked AgilePM Pre-project Essentially: AgilePM Feasibility & Foundations Not needed if project is part of a programme Essentially: AgilePM Essentially: Deployment AgilePM Evolutionary Development Interfacing to Product/Service Dev t

21 Project Management Roles Formerly Business Visionary Service Owner Business Sponsor Project Manager Business Change Owner Product Owner Business Specialist Technical Specialist Project Support Team Technical Architect Business Analyst Team Leader Formerly Technical Coordinator

22 Agile Product Development (Driver) Foundation Product Innovation Hub Incremental Product Deployment E.g. for Scrum: Product Backlog Sprint Zero E.g. for Scrum: The Scrum process E.g. for Scrum: Potentially Shippable Product Increment (per Sprint) E.g. for Scrum: Product Vision and Roadmap Where applicable, components of AgilePM Foundations Not needed if product dev is part of a project Release handled by AgilePM Deployment phase in a project context

23 Agile Service Development Driver Foundation Service Innovation Hub Incremental Service Change A key part of the Agile Business Change Framework Services are how value is delivered to customers and stakeholders Thoughts on leading / managing / coordinating change to services still emerging Potentially elements of AgilePgM in the small blended with elements of AgilePM

24 Channeling the words of the wise to Value: Innovation over the status quo If you always do what you always did, you will always get what you always got. [Albert Einstein Physicist & Philosopher] The enterprise that does not innovate inevitably ages and declines. And in a period of rapid change such as the present, the decline will be fast [Peter F Drucker Author (management)]

25 Channeling the words of the wise to Value: Innovation over the status quo Inspiring leadership over conservative management You manage things; you lead people [Rear Admiral Grace Murray Hopper US Navy] If your actions inspire others to dream more, learn more, do more and become more then you are a leader [John Quincy Adams 6 th US President]

26 Channeling the words of the wise to Value: Innovation over the status quo Inspiring leadership over conservative management Collaborative autonomy over hierarchical control All companies can benefit from fostering a more flexible environment (creating a place where the most talented, industrious, and entrepreneurial people want to work) and relinquishing hierarchical control to favor a results-oriented meritocracy. [Maynard Webb Former COO ebay, former Chairman Yahoo ]

27 Channeling the words of the wise to Value: Innovation over the status quo Inspiring leadership over conservative management Collaborative autonomy over hierarchical control Customer focus over self interest If you re not serving the customer, your job is to be serving someone who is [Jan Carlzon former CEO, SAS] Profit in business comes from repeat customers; customers that boast about your product and service, and that bring friends with them [W. Edwards Deming Industrialist and Educator]

28 The Manifesto for Business Agility Value: Innovation over the status quo Inspiring leadership over conservative management Collaborative autonomy over hierarchical control Acknowledging that: While there might sometimes be a time and a place for the latter the former should be our default focus. Customer focus over self interest

29 Regardless of your starting point the Agile Business Consortium is here to help you on your journey From the norm of the status quo a world of innovation for business advantage From old-school conservative management From human machines under hierarchical control to to collaborative autonomy of your creative teams From individual or organisational self interest to inspiring leadership of your greatest assets to a real customer focus for all you do and deliver

30 The Agile Business Consortium Our mission: To be the global leader in promoting, supporting and enabling Agile Business By providing advice, guidance and accredited products and services to C-level executives and their change management teams through an international network of partners.

31 Planned Offerings PUBLICATIONS By us By You PROFESSIONAL ACCREDITATION Individuals Organisations Agile Business Agile Business Change Framework Agile Business Change Content Accreditation & Examination Models Assessment (Competence) Model TRAINING COACHING, MENTORING, CONSULTANCY MEMBERSHIP EVENTS Our Intellectual Property Delivered by Accredited Training Organisations Delivered by our implementation partners Brokered by us: Accredited Implementation Partners, and Training Organisations Certified Professionals Community Conferences and Member days Webinars

32 A Journey with Partners Thanks to contributors to date: And Jennifer Stapleton, Mark Buchan, Katie Taylor, Barbara Roberts, Steve Messenger Join us on the journey: Product Development Implementation and Training Case Studies

33 Supporting your Agile Business Change initiatives