Agile - Is the past the key to the present?, Wednesday 21st Janaury 2015
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The document discusses the importance of agility in organizational project management, emphasizing principles such as customer satisfaction, adaptability, and collaboration. It outlines the challenges to implementing agile practices in organizations with rigid cultures and governance structures. The presentation also provides strategies for leadership and organizational change to foster an agile environment and successful project execution.
Agile - Is the past the key to the present?, Wednesday 21st Janaury 2015
- 1. Agile: Is the Past the key to the Present? Adrian Pyne
- 2. Pyne Consulting l About Adrian...... • Organisation culture development • Coaching and mentoring • Collaboration • Professional Services build and management • Business Transformation programme delivery and rescue • Portfolio, programme and project management capability development • Enterprise PMO design/build/operate • Intelligent Client model development • Member of APM approx. 20 years • APM Audit Committee • Frequent speaker , conference chair and blogger • Cabinet Office White Paper • OGC: MSP, P3M3 & Portfolio Mngt review panels • APM – Intro to Programme Mngt & Portfolio Mngt • The Gower Handbook of Programme Management • APM Registered Project Professional and Assessor 2
- 3. Pyne Consulting l Applied Impact Technology 3
- 4. Pyne Consulting l We were Agile The pace of change and the value of being Agile Being Agile at two levels Agile Organisational Project management Being Agile in projects and programmes Avoiding the pitfalls Content 4
- 5. Pyne Consulting l 5 We were Agile – principles Satisfy the customer, produce outcomes that result in benefits Embrace changing requirements Provide an environment for success that is sustainable Collaborative behaviours based on Trust Keep it simple At regular intervals – reflect, learn and adjust Steve Messenger Chair: DSDM Consortium
- 6. Pyne Consulting l 6 We were Agile Management created our Landscape Co-located team including customers Change reflected developing new business processes Sustainability: already looking ahead to other services sustainable Collaborative behaviours based on Trust Keep it simple – requirements groups for “sprints” Weekly reviews / learnings
- 7. Pyne Consulting l 7 Pace of Change and Agile The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades – John P. Kotter Faster development and Change • Constant focus on the goal • Collaborative working • Flexibility • Delegated decision making
- 8. Pyne Consulting l Organisational Agile Project Management Being Agile: two levels 8 Within projects and programmes
- 9. Pyne Consulting l 9 Being Agile…..or not
- 10. Pyne Consulting l 10 Projects are viruses Agile Organisational Project Management
- 11. Pyne Consulting l 11 Agile Organisational Project Management A challenging landscape for Agile I want to run an Agile project For video: see links on final slide
- 12. Pyne Consulting l Agile Organisational Project Management Organisation Culture Vision Strategy Technology ProcessPolicies Values Organisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice 12
- 13. Pyne Consulting l 13 Agile Organisational Project Management What needs to be overcome Non-agile organisation culture – Lack of flexibility – Non-release of operational resources – Lengthy decision making, e.g. change – Resistance to Matrix working – Top down governance – Lack of Trust and empowerment – Very risk averse – loathing of uncertainty Gathering organisational anti-bodies to anything new in the culture And some people simply get it wrong……
- 14. Pyne Consulting l 14 Organisational agility normally stated in terms of changing markets But what IS organisation agility? – Trusted organisation – Adaptive operating model – i.e. not too centralised – Devolved governance – P3 embedded in business operations – Continuous learning is embedded – Self-organising teams and people – Collaborative culture – Leadership tolerant of ambiguity Agile Organisational Project Management What an agile culture and environment looks like
- 15. Pyne Consulting l 15 Programme: Agile culture IT project: Agile culture & Sprints Other projects: Serial approach Agile Organisational Project Management What an agile culture and environment looks like
- 16. Pyne Consulting l Being agile in projects The wreckage of agile projects But we’re agile……. Silver bullet or poisoned apple? Agile as the wrong tool Agile head, but not heart – no agile mindset Self-organisation leads to constant escalation Fear / lack of confidence / lack of delegation Taking the eye of the ball Embracing Change without a design authority 16
- 17. © Aunty Beeb E.g. • Iterative working • Clear purose • Good and clear leadership • Focus on delivery Being agile in projects What an agile project looks like
- 18. Pyne Consulting l 18 Being agile in projects What an agile project looks like An agile friendly landscape An adaptive and flexible project manager Collaboration High level requirements – you have to be able to start somewhere Prioritised requirements Lean decision making, e.g. for Changes Document…..just enough Constantly watches the bow wave Constantly planning Constantly learning Constantly watching the sky ahead
- 19. Pyne Consulting l Don’t throw the baby out with the bathwater Re-combine and re-use Avoiding the pitfalls: Eric Abrahamson - Creative Recombination people networks (social not IT) culture processes structure Eric Abrahamson: Change Without Pain 19
- 20. Pyne Consulting l 1. Increase urgency Kotter’s 8 Step change model 2. Build guiding teams 3. Get the vision right 4. Communication for buy-in 5. Enable action 6. Create short-term wins 7. Don’t let up 8.Make it stick Create a Climate for change Engaging and enabling the organisation Implementing and sustaining change Open Minds, Make the Change, Embed the Change Avoiding the pitfalls 20
- 21. Pyne Consulting l 21 Avoiding the pitfalls Leadership must GET agile Leadership to establish an agile friendly organisation Persuade stakeholders so that they GET agile working Define your goals for agile working Determine how far agile needs to penetrate Define who needs to be agile, and help them be so Define how business processes need to change Define what technology can help, and/or needs to change Be an agile leader People ToolsProcess Building an organisation fit for agile projects
- 22. Pyne Consulting l We were Agile The pace of change and the value of being Agile Being Agile at two levels Agile Organisational Project management Being Agile in projects and programmes Avoiding the pitfalls Content 22
- 23. Pyne Consulting l Thank you 23 Pyne Consulting l a.pyne@btconnect.com
- 24. Pyne Consulting l 1. Lead through inspiration, care and Trust 2. Open Minds, Make the Change, Embed the Change 3. Work with your environment 4. Understand what can stop you being successful 5. Know and communicate the purpose of the Change 6. Recombine and re-use 7. Prepare for delivery AND for operations. 8. Be flexible and adapt, e.g. plan, measure and adjust 9. Ensure people know what they are to do, where they fit and how they can work 10. Build a confident and professional team Adrian’s Tactics for Change 24
- 25. Links http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road I want to run an agile project parts 1 and 2: http://www.youtube.com/watch?v=4u5N00ApR_k http://www.youtube.com/watch?v=lAf3q13uUpE Brian Wernham http://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404