Archive for March, 2016

Last Responsible Moment Thinking in Agile

Friday, March 25th, 2016

Last week, I travelled from UK through USA to Caribbean and back to UK. It was a week of long flights, not enough sleep and included mid week volunteering for MP for Richmond Park & North Kingston. Conservative candidate for Mayor of London Zac Goldsmith’s  campaign, who was supported by a very special guest, Prime Minister David Cameron.

The phone event was covered by the Evening Standard and Prime Minister David Cameron posted this image on Facebook, that was reposted by Zac Goldsmith and was kindly brought to my attention by a good friend.

There were many moments along the international journey to apply Last Responsible Moment thinking. Would the products be completed in time from France and UK to fly Friday to make the Caribbean for Saturday Morning?

Would I make connecting flight on time if I don’t speak to someone about that I have 1/2 hour left to get to next flight.

Will I make it in time to Volunteer, if this taxi continues to be stuck in traffic.

If I take a tube will it be faster than a taxi.

Each one of these decisions impacting a successful or unsuccessful outcome.

Many organisations I introduce Last Responsible Moment Thinking to, get surprised just how revolutionary this exercise is to identify where decisions need to be made and when they need to be made along the Agile planning cycle.

For teams that struggle with getting testing completed by the end of the sprint, or teams that are constantly refining stories in the first couple of the days of sprints Last Responsible Moment planning is truly liberating.

If you would like to know more about Last Responsible Moment and Agile email info@agileachievement.com to arrange a confidential discussion.

Teams that talk Last Responsible Moment, really discover what Agile Transformation means.

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Agile Transition or Agile Transformation

Wednesday, March 9th, 2016

 

I have noticed changes in the industry, in the media, and the language that people are using in organisations globally. Its taking most organisations away from significant profits and moving them to quick wins that are costing these corporations and organisations about 480% in unrealised benefits.

AgileTransformation

What is in a word, well quite a lot. Its why marketing departments, PR guru’s spend budgets getting colours correct, words right and ensuring that the message is correct and consistent.

Here is your Question

When did you replace the word Transformation to Transition?

How many people in how many organisations/corporations are you now using the word transition instead of the word transformation?

How effective have these organisations and corporations been in agile adoption since you have been using Transition to Agile instead of undertaking an Agile Transformation?

Success leaves Clues

What I observed and took part in one of the worlds most successful Agile Transformation at Suncorp Bank, successful Agile Transformation left lots of clues.

  1. 100% Top Down Support
  2. 100% Bottom Up Implementation
  3. 100% Self Organising Teams
  4. Clear Agile Strategy
  5. Agile Metrics
  6. Xtreme Programming, Scrum and Agile for pilot projects.
  • Suncorp communicated constantly
  • Suncorp celebrated success
  • Suncorp retrospected the retrospectives
  • Suncorp encouraged learning
  • Suncorp invested in training for every agile role in the Agile team
  • Suncorp created an Agile Academy

Telstra followed Suncorp to stand on the shoulders of giants, what I observed and experienced taking  part in the Telstra Agile Transformation, was Telstra embarked on a 1st of its kind global Agile Transformation. Telstra were initially told, that the transformation would fail.

Telstra did not listen, they went to USA, they researched, they started out on their own, without assistance, and along the way, strategy partners joined and the solution to the most ambitious Agile Transformation was discovered. Five of their main suppliers to go Agile with them. It was their Success Criteria, for if they changed so did the people that did business with them need to change.

“If you are changing the way you are doing business , then the people that do business with you need to change with you” – Naomi McGill -Agile Achievement

Telstra was changing the way it was doing business it was already undertaking an Agile Transformation with Suncorp cheering from the side lines.

Suncorp merged six companies into one during their Agile Transformation.

Telstra needed its suppliers to be just as fast as Telstra was moving internally.

Telstra’s suppliers had to transform to Agile to keep doing business

Telstra’s Agile Transformation took 6 companies along the Journey

If you think Scaling Agile is too hard for your organisation think about Scaling Agile across 5 suppliers and yourself. This is Global Agile

Preservation and Conservation of current ways of doing business with Telstra changed

Agile Transition

Transition is a waste of the corporations/organisations money, time, assets and people. Lasting change and the benefits of Agile are only achieved by the “Technology of Applying” the principles, framework in place across the whole organisation .

  1. Funding Model
  2. Idea to Market Model
  3. Organisation Model
  4. Communication Model

Be clear when you communicate with your staff, your clients, corporations/organisation, your vendors. If you take the road of transition your expected improvement gain is 20%. You will not see lasting change, your project, your team, your staff, your company, your clients, your suppliers at any point can roll back the transition, and the transition will not in most cases bubble the organisation forward to multiple transitions simultaneously inspiring the organisation forward into new products, new processes, new ways of thinking.

Agile Transformation

Agile Transformation will move and take the organisation/corporation forward and that requires courage, a plan, a centre of agile excellence. The economy does not preserve and conserve the profits from ten years ago. Most companies consolidate, get merged, get acquired, sell off, get out or go under without Transformation.

From 2010 to 2014 Australia was the only country in the world to see simultaneous  banking and telecommunications corporations undertake Agile Transformations at the same time.

Experimentation

Another word making its ways into Agile is Experiments. As most billion dollar organisations have a high regulatory environment. The idea of experimentation is a curious one from a quality and compliance perspective.

This idea of experimenting is great only if the framework of Agile Transformation is in place. Telstra set out on its experimentation once it had made the decision to make an Agile Transformation.

Telstra did not experiment with this Agile thing to see if it would work and then take the rest of the organisation Agile if it did.

Agile Evolution

Training & Coaching

Training a group of people for 2 days and expecting the organisation to be Agile as a result is a common mistake. Getting a coach and thinking that will make the organisation Agile is also another common mistake.

Telstra established a clear route to success modelled of what Suncorp Bank had achieved through their Agile Training Academy. Telstra trained every single person from an Agile Team, they tailored the training, on Agile, their specific role, how it fitted with other roles. No one was left in doubt to figure it out on their own.

The journey was taken together and everyone in the organisation changed and grew together. Improvements and changes welcomed and more and more solutions were found to complex challenges as suppliers came into the mix. Suppliers were trained, Telstra was open about achieving Agile Transformation.

I know this through experience, as I trained suppliers, teams, parts of the executive business as a national Agile trainer during the Agile Transformation.

Enterprise Agile & Centres of Excellence

  1. Resolve complex organisational waste issues including governance, finance and HR.
  2. Establish Agile CoE (ACE) Charter
  3. Create Communication Plan
  4. Develop an Adoption strategy
  5. Gather Metrics and Feedback
  6. Report Progress
  7. Identify improvement opportunities

Creating an Agile CoE to enhance and scale capabilities in applying Agile processes and practices to deliver business value when strategic objectives or critical capabilities in an enterprise require ongoing focus and specialty skills.

Transform to Enterprise Agile

Remember Enterprise Agile Transformation is not about one or two teams doing agile in a billion dollar highly regulated company.

Enterprise agility is more about being able to inspect and adapt across and at large. It’s about making smaller tactical execution plans & strategy at the executive level. It’s about having the ability to balance the sales and marketing side of the business with your ability to create working products & flowing processes.  How you then continuously support those products in a sustainable way. Enterprise agility is about integrating finance models and human resources so that your entire business is setup to respond to changes in the market, and holistically you are able to deliver the most value possible within the time and cost constraints you have identified or have firmly established.

20% Improvement or 500% Improvement for me there is no question which you would invest in to achieve the results for your organisation or corporation .

If you would like to discuss your transformation please email info@agileachievement.com for a confidential discussion.

 

Telecommunications for Space Tourism

Tuesday, March 8th, 2016

Alan Parsons Projects asked the question

 

Where do we go from here?

 

For those of you in London, that attended the Inmarsat Developer Conference last week, the closing message from SpaceX COO Gwynne Shotwell to Inmarsat’s Michele Franci, CTO was clear, we are going to Space, we are going to settle on Mars.

avatar for Michele Franci - Chief Technology Officer, Inmarsat

Michele Franci – Chief Technology Officer, Inmarsat

Michele Franci, CTO, Development and Engineering, is responsible for the Inmarsat space and ground infrastructure (network and access technology), and product and service development. He is also in charge of the delivery of the Global Xpress programme, bringing it to its commercial launch, including regulatory and market access programs.

avatar for Gwynne Shotwell - President and Chief Operating Officer, SpaceX

Gwynne Shotwell – President and Chief Operating Officer, SpaceX

As President and COO of SpaceX, Gwynne Shotwell is responsible for day-to-day operations and for managing all customer and strategic relations to support company growth. She joined SpaceX in 2002 as Vice President of Business Development and built the Falcon vehicle family manifest to more than 70 launches, representing nearly $8 billion in revenue. Shotwell is a member of the SpaceX Board of Directors.

http://www.inmarsat.com/inmarsat-developer-conference-2016

As seen below British astronaut Tim Peake is having his Selfie taken on his first space walk on the ISS. But has anyone started planning for how we are going to send selfies when we start going on our space holiday’s there?

Space Selfie.PNG

The highlight was keynote speech in the morning 1st March from the Rosetta Mission. It was really interesting to get to have an informal chat to Dr Matt Taylor on what could be described as the coolest project ever to work on in and out of this world.

avatar for Matt Taylor - Rosetta Mission Scientific Support Office, European Space Agency

Matt Taylor – Rosetta Mission Scientific Support Office, European Space Agency

Matt Taylor was born in London, gained his undergraduate Physics degree at the University of Liverpool, and a PhD from Imperial College London. After post doctoral posts at Mullard Space Science Laboratory (part of UCL) and also Los Alamos National Laboratory in the USA, he began his time at ESA in 2005, working as the Project Scientist for Cluster and the ESA-China Double star mission. Most recently, in 2013, he was appointed the Project Scientist on the Rosetta mission.

 

According to one of the sessions London is awash with venture capital right now for projects. Developers, Investors and Government sat side by side to think about new solutions & debate where to next?

 

It is clear one challenge faces the emerging space industry in the UK, the debate about Britain leaving the EU, the Horizon 2020 funding programs will need some navigation if UK leave the EU.
ESA confirmed that UK in or out of EU would continue on as business as usual as they work with nations such as Norway & Canada already.
 

Continuing with the Alan parson’s project the track Apollo samples a quote from Kennedy featured below
 

First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space;

 

The next most important project for mankind, might just be around the corner.

The establishment of 100% Safe & Secure space tourism transport, is just one of necessary things to be in place so we can one day send selfies from Mars to Earth.

How we get there, get a telecommunications network built in space and then on Mars needs the combined collaboration efforts of all countries to create and fund innovation around space projects and ideas from around the world.

#SpaceRocks

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