1. Accedete al webinar come Guest inserendo l'ID PMI, Nome e Cognome (Es. 1234567_Mario_Rossi). 2. Se sentite correttamente l'audio scrivete nella chat "Audio ok”, altrimenti comunicate il problema via chat. 3. 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” 1. 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. 2. La chat è uno strumento di servizio, non utilizzarlo per commenti personali o comunicazioni fra partecipanti. 3. 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. 4. Per eventuali problemi di collegamento ti invitiamo a contattare il seguente indirizzo: [email protected] 16 giugno 2014 Agile has become a bloated conceptual vortex WHO NEEDS AGILE What do you think Agile is? Then what is agile? An Adjective Agile is the ability to adapt to changes as fast or faster than changes occur. Adapt or DIE 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 …. A Broader Definition Change Cycle Change Cycle Build CycleBuild CycleBuild Cycle Change Cycle Change Cycle Build CycleBuild CycleBuild Cycle 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) Management Innovation 1911-Fredick W. Taylor Scientific Management Industrial Revolution Pivot Pivot Again 1911-Fredick W. Taylor Scientific Management Industrial Revolution Pivot Mental Shifts Types of Work Part or Art Part work Predictable Assembly Focus on Conformance Low change rate Variation is bad Coordinate & Control End is CLEAR Purpose is to deliver Art Work Unpredictable Discovery Focus on Creativity High change rate Variation is good Inspect & Adapt End is Ambiguous Purpose is to discover 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 Revisiting the Definition Change Cycle Change Cycle Build CycleBuild CycleBuild Cycle Change Cycle Change Cycle Build CycleBuild CycleBuild Cycle Nested Agility Sequential I&I I&I Sequential I & I = Iterative & Incremental Practical Example Shell Engine Technology Flight Guidance Back of the Seat Tires What can we learn from the movement? 1. 2. 3. 4. 5. 6. 7. 8. 9. Retrospectives Teamwork Standups Servant Leadership Value Stream Mapping Long-Lived Teams Collocation Dedicated Teams Pairing Lessons Learned DON’T WORK Lessons Learned Post Mortem Results are Project Specific Team Specific Domain Specific Useful LL Requirements Communication Resources (people) Retrospective Frequent Whole Team Project Specific Team Specific Must be interesting Domain Specific Retro Process 1 • Set the Stage 2 • Collect Data 3 • Generate Insights 4 • Decide What to do 5 • Close Open Q&A PMI Agile CoP Agile Community of Practice Over 32,000 members Webinars Experience Reports Blogs Wiki Discussions 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 [email protected] www.whitewaterprojects.com