Jim Highsmith
Iteration Manager Project Leader Architect Data Base Specia list Dev eloper Security Specia list Tester
Dont micro-manage.
Product Manager
300 start-ups persisting with the initial business plan was the best single predictor of failure.
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2010 Jim Highsmith
Turbulence
Opportunity
Exploit the change: proactive agility Danger Survive the change: reactive agility
2010 Jim Highsmith
Responsiveness
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Efficiency
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Business Responsiveness
CIO/VP
CAO
CTO
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Operational
Increasing Commitment
Adult Agility
Continuous Delivery
Continuous Deployment Continuous Integration Continuous Development
Agility
Agile 101
Strategic Impact
Increasing Benefit & Investment
Research
Talking with managers & executives APLN Executive Council SEI Architecture Conference Agile 2010 Orlando
Agile Performance Measures with Pat Reed What do Agile Managers Do?
Cutter Summit
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Execution Levers
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Quality Matters
Scientific Instrument Company, Canada Average results from 6 before- and 6 after-Agile projects
Previous Performance Project Cost Project Schedule Cumulative Defects Staffing $2.8 Million 18 months 2,270 18 Current Performance $1.1 Million 13.5 months 381 11 Percent Improvement -$1.7M (-61%) -4.5 mo (-24%) -1,889 (-83%) -7 (-39%)
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Technical Debt
Customer Responsiveness
Cost of Change (CoC)
Once on far right of curve, all choices are bad ones If nothing is done, it just gets worse With high technical debt, estimating is nearly impossible Only 3 strategies
1. Do nothing, it gets worse 2. Replace, high cost/risk 3. Incremental refactoring, commitment to invest
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Actual CoC
Product Release
1 2 3 4 5 6 7 8 Years
Engineer works on 5 projects How many calendar weeks will it take to complete a 2 week effort task?
48 weeks!!
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Inspire
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Be an Agile Leader
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Agility is the ability to create and respond to change in order to profit in a turbulent business environment.
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Be Agile
Publisher
Stock Exchange
Lessons Learned
Evolutionary Relevancy Collaboration
Brokerage
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Your Organization
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Rider of Paradox
Paradox: A statement that seems to contradict itself but may nevertheless be true.
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108 20 Server and Communications Network 158 21 Telecommunications 168 22 Develop Internal, Management and Field Sales Reporting 181 23 HO Product Interfaces Testing 182 24 Vendor System Preview 183 25 FFCS Systems Running in 'Mock' Mode for Testing 184 26 Vendor System Installation and Training
Prospecting (10)
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May 2004
June 2004
July 2004
Marketing (MM)
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June 2004
August 2004
Sept 2004
October 2004
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The New Predictable Both/And not Either/Or Releasable product (Value, quality, constraints) Cadence & capacity (not detailed task/schedule)
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Evolutionary Action
Plan-Do vs. Fast cycles Envision-Evolve 50% Rule Evolutionary Action Learn from Failures Decision Making
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Short Cycles
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Agile 101
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Adult Agility
Rider of paradox
Learn the law very well, so you will know how to disobey it properly. Dalai Lama
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Agile Leadership
Continuous Process Improvements Make Kaizen Mandatory
The New Management Agile / Lean Vision, Values & Practices What Havent You Noticed Lately? Seeing Reality/Reality Maps/Trees Lean Leadership/ Empowerment
Being ALERT
Navigator
Big Visible Walls/ Dashboards / Scorecards / Transparency Making Value Visible Simple & Efficient Frameworks Continuous Learning / Experience Analysis/ Let Learning Lead
Creating an Agile Strategy & Structure Waste Management Agile Communication & Collaboration Deepening Engagement Root Cause Analysis/ Strategic Systems Thinking Capture the Intangible Retrospectives & Reflection
Agile Leadership
Being AGILE
Courageous Conversations
Being ALIGNED
Building Effective Networks/Partnerships
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Adult Agility
Continuous Delivery
Agility
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Agile 101
Strategic Impact
Plan-Do vs Fast cycles Envision-Evolve 50% Rule Evolutionary Action Managing Change Knowledge Sharing Short cycles
Your Organization
Doing Agile
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Do Agile
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Leading Traits
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Execution Levers
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Decision Framing
Leadership Panarchy
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Balancing on the edge of chaos, between order and chaos determines success.
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"The Satir Change Model" by Steven M. Smith, published in Amplifying Your Effectiveness: Collected Essays, p. 96, Gerald M. Weinberg, James Bach, and Naomi Karten, eds. 2000 by Gerald M. Weinberg. All rights reserved.
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Transitions
Actual CoC
Product Release
1 2 3 4 5 6 7 8 Years
Technical Debt
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SITE
Building Layers
application logic Stored Procedures Languages, Tools DBMS Application Server Service-oriented Architecture
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Architects of Time
Time pacing is one of the least understood facets of strategy in unpredictable industries.
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Different Designs
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Pro
c du
Capa bilities
mT ype
St ru ct
Sys te
ur e
Pr
c oje
Sys tem
Framework
ne po om C
Sc
ala ble
nfig ura
f Co S el
ble
nt a
nits dU i ne
Pr Des in ig ci n pl es
Rec o
am Te
nt
RESPONSIVE SYSTEMS
Re u s a
lf O Se an rg
ble
An organization or systems structure that enables change is based on reusable elements that are reconfigurable in a scalable framework. (Rick Dove, Response Ability)
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iza n tio
Facilitated reuse
Self-organization
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Legacy Mainframe
ODS
CRM/ERP
Central Warehous e
ETL
Visualization Reports
ETL
Flat Files
External Data
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Notifications
Critical Events
Mashups
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Adaptive Architectures
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Value Dials Agile Value Curve Value Points Reducing Marginal Functionality Value/Cost Ratio
Delivering Continuous Value Optimal Cost of Change/Reducing Technical Debt Minimal Releasable Product
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Mixed Messages
Conform to Plan
Be Flexible
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Decrease: Marginal Value Work, Cost, Time/Effort, Risk, Complaints, Turnover, Conflict, Waste (excess WIP/inventory, waiting, rework, defects, technical debt, defects)
Improve: Engagement, Morale, Processes, Services, Collaboration, Information Flow, Quality, Loyalty, Talent (Skills), Image, Reputation, Value
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Value Engineering
We need to understand both Value and Cost at the Capability/Feature level to make informed Valued Engineering Decisions during project execution.
Value Portfolio Financial Business Case (NPV/IRR) Cost Portfolio T-Shirt Sizing
Inception - Revised Cost Estimate
Project
Feature
ROI = Value/Cost
MoSCoW or other prioritization method
Story
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Capability
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Developme nt Phases
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95 80
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Iteration
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Be a Leader, Be Different
Different Link
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Agile proficiency evaluation framework Proactive and reactive organizational adaptation processes Technical debt prevention and reduction strategy
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They dont make plans; they dont solve problems; they dont even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it. John P. Kotter
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