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16 giugno 2014

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  1. 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 all’improvviso non vedete più 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 dall’italiano, il moderatore le tradurrà per voi. • La chat è 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: professionaldevelopment@pmi-nic.org 16 giugno 2014

  2. Agile has become a bloated conceptual vortex Who Needs Agile

  3. What do you think Agile is? AGILE

  4. Then what is agile? An Adjective Agile is the ability to adapt to changes as fast or faster than changes occur. Adapt or DIE

  5. What is all that other stuff? • Daily Standups • Close contact with management • Face to face communication • Test Driven Development • Value Stream Mapping • Sustainable pace • Retrospectives • Pair development • …. Agility Enablers

  6. A Broader Definition Change Cycle Change Cycle Change Cycle Change Cycle Build Cycle Build Cycle Build Cycle Build Cycle Build Cycle Build Cycle

  7. Benefits of Agility • Respond to technology change • Reduce investment overhead • Respond to customer need • Drop bad business quickly • Improved predictability • Improved Quality • Try ideas quickly • Reduced Risk • Transparency • Faster Breakeven (ROI)

  8. Management Innovation 1911-Fredick W. Taylor Scientific Management Industrial Revolution Pivot

  9. Pivot Again 1911-Fredick W. Taylor Scientific Management Industrial Revolution Pivot

  10. Mental Shifts

  11. Types of Work

  12. Part or Art Part work Art Work Predictable Assembly Focus on Conformance Low change rate Variation is bad Coordinate & Control End is CLEAR Purpose is to deliver Unpredictable Discovery Focus on Creativity High change rate Variation is good Inspect & Adapt End is Ambiguous Purpose is to discover

  13. Part or Art Predictable Assembly Focus on Conformance Low change rate Variation is bad Coordinate & Control End is CLEAR Purpose is to deliver Unpredictable Discovery Focus on Creativity High change rate Variation is good Inspect & Adapt End is Ambiguous Purpose is to discover

  14. Revisiting the Definition Change Cycle Change Cycle Change Cycle Change Cycle Build Cycle Build Cycle Build Cycle Build Cycle Build Cycle Build Cycle

  15. Nested Agility I & I = Iterative & Incremental

  16. Practical Example • Shell • Engine Technology • Flight Guidance • Back of the Seat • Tires

  17. What can we learn from the movement? • Retrospectives • Teamwork • Standups • Servant Leadership • Value Stream Mapping • Long-Lived Teams • Collocation • Dedicated Teams • Pairing

  18. Lessons Learned DON’TWORK • Lessons Learned • Post Mortem • Results are • Project Specific • Team Specific • Domain Specific • Useful LL • Requirements • Communication • Resources (people)

  19. Retrospective • Frequent • Whole Team • Must be interesting • Project Specific • Team Specific • Domain Specific

  20. Retro Process

  21. Open Q&A

  22. PMI Agile CoP • Agile Community of Practice • Over 32,000 members • Webinars • Experience Reports • Blogs • Wiki • Discussions

  23. Thank you Joseph Flahiff, CEO • PMI-Agile Community of Practice Engagement Lead • Lean|Agile Coaching - Training - Consulting • Certified Provider of • Scaled Agile Framework (SAFe) • How NASA Builds Teams • joseph@whitewaterprojects.com • www.whitewaterprojects.com