AGILIDADE E GESTÃO DE PROJETOS NO SETOR PÚBLICO

Forte de São Julião da Barra | 2 de outubro, 14h30

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Est.1998

Unlock your organisation’s potential to

accelerate value delivery

Radtac Awards

We are a global, award winning, specialist

Agile Transformation company

with with with

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UK

SILICON

VALLEY UAE PAKISTA

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PORTUGAL

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Radtac Offices

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5© RADTAC Ltd 2017 – All rights reserved

Radtac Chairman / Founder

Peter Measey

Introductions

• 35 years IT experience

• 23 years experience Agile transformation

• Radtac CEO for 19 years

• Lead author and editor of BCS book on Agile

• Certified Scrum Trainer, Agile Project Management trainer

etc.

• Certified PMI-ACP, Prince2, Kanban, SAFe etc

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• Decision making models – Generic (based on OODA Loop)

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• Three Pillars of the Empirical Process

Empirical Process

Transparency Inspection Adaption

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The Lean / Agile Mindset

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• What is our context

Delivery

uncertainty

Requirement

uncertaintyChaos“Nobody

knows”Complex“We’ll know in hindsight”

Emergent practice

Complicated“Experts know”

Good practice

Simple“Everybody

knows”

Best practice

How

What

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The rate of change in the business world is not going to

slow down anytime soon. If anything, competition in

most industries will...

.... probably speed up over the next few

decades. Source: ‘Leading Change’ by John P Kotter

Average lifespan of a company in the S&P 500 index has decreased from 61 years in 1958 to just 18 years today, a run rate that would mean that….

.... by 2027, more than three-quarters of the S&P 500 will not exist

Source: Professor Richard Foster: Yale University

The Modern Business Landscape

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• Agile Statistics

Source: https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf

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• Why implement Agile

Source: https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf

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• Benefits found when working in Agile

Source: https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf

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• Agile Maturity

Source: https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf

Radtac Experience – a few engagements

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CASE STUDY : Bristol City Council

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7© RADTAC Ltd 2017 – All rights reserved

Case Study

• The challenge• Had to reduce budget by 30%

• Could not reduce front line services

• Long lead time for services ‘we don’t try

and build one big thing – and then it

collapses’

• Only one option – work smarter

• Key Transformation messages• Vertical business slices, ‘T shaped’ people

• Continuing change – Kaizen

• Clear transformation driver

• Customised for BCC ‘didn’t just throw the

book at us’

• NOT about being perfectly ‘Agile’

with

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• Measure improvements

• Track maturity

Track

• Training

• Consulting

• Coaching

• Talent

• Visualisation

Deliver

• Current state

• Current culture

• Desired Outcomes

• Roadmap

• Choose Pilot

Review

• Consider methods

• Create Agile

Operating Model

• Identify measures

and baseline

Adapt

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19© RADTAC Ltd 2017 – All rights reserved

Our common engagements –

Maturing Agility across the

Enterprise

A commonly seen

organisational Agile journey

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20© RADTAC Ltd 2016 – All rights reserved

How Radtac services support the Agile journey

Radtac Train Launch Checklist

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• Leadership Behaviours that Enable an Agile Operating Model

Focus on shortening feedback

cycles

Enable Agile planning, focus on

enabling predictability. Engender

baseline and commitment plan

thinking. ‘Plans are worthless but

planning is everything’

Stop starting, start finishing1

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Ensure everything is business

value focussed and everything

has an order

Implement processes and tools

that enable Plan on cadence,

release on demand

Engender a focus on continuous

delivery of maximum value,

independent business outcomes

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Leadership

Behaviours that Enable an Agile

Operating Model

Source: www.agilemanifesto.org

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• Leadership Behaviours to Enable an Agile Environment

Create time for pairing (create

specialised generalists) and

engender an environment of

continuous learning

Enable teams to be autonomous,

have time to master their role, and

have a clear purpose.

Trust and enable the right power

to the right people. Create a safe

environment for creativity and

innovation

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Create Agile contracts founded

on enabling collaboration

Focus HR and Resourcing on

employing people with an Agile

mindset and rewarding Agile

behaviour

Co-locate teams where feasible

or enable virtual co-location

tools and processes

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Leadership

Behaviours that Enable an Agile

Environment

Source: www.agilemanifesto.org

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• Leadership Behaviours that enable the Agile Mindset

Encourage Flexibility and the ‘Art

of the Possible’. Emerge outcomes

and encourage decision making

at the ‘last responsible moment’

When problems occur, give the

team a good ….. Listening too.

Embrace simplicity. Focus on

optimising the flow rather than

optimising resource utilisation

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Create an innovation and

creativity culture by removing

the blame culture

Leadership must ‘talk the talk’

and ‘walk the walk’

Encourage a safe environment

to enable openness and

transparency

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Leadership

Behaviours that Enable an Agile

Mindset

Source: www.agilemanifesto.org

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• Leadership Behaviours that enable Agile Mindset

Focus basic measurement on

value, speed to delivering value,

customer satisfaction and quality

. Remove the overhead of

‘management reporting’. Focus

on ‘Gemba Walks’ (this isn’t

‘Management by Walking

Around’)

Unlock the intrinsic motivation of

great people. Break the

leadership myth

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Remove noise by providing focus

and not disturbing teams (Focus

on small increments of value).

Great Agile leaders serve the

team, remove noise, provide

vision and purpose, coach and

facilitate, and help remove

blockers

Reward Agile behaviours (eg

implement team based rewards)4

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Leadership

Behaviours that Enable an Agile

Mindset

Source: www.agilemanifesto.org

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• Change

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‘The typical twentieth-century organisation has not operated well in a rapidly changing environment.

Structure, systems, practices, and culture have often been more of a drag on change than a facilitator.

If environmental variability continues to increase, as most people now predict, the standard organisation of the twentieth century will likely become a dinosaur.’

Source: ‘Leading Change’ by John P Kotter

Quickly estimate story sizes with

either Planning Poker or

T-Shirt sizes.

Manage your time effectively

through the use of the

Pomodoro technique.

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Download the

Radtac Agile Tools

Mobile App

http://www.radtac.com/radtacAgileTools

Agile Foundations –

Principles, practices

and frameworks

LEARN MORE

Peter Measey, CEO of

London based Agile

specialists Radtac, is lead author

and editor of the official textbook

for the BCS Foundation Certification

in Agile: “Agile Foundations –

Principles, practices and

frameworks.”

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2

9© RADTAC Ltd 2017 – All rights reserved

Radtac Chairman / Founder

Peter Measey

Contacts

• Peter Measey

• Peter.measey@radtac.com

• Hugo Lourenco – Radtac Portugal CEO

• Hugo.lourenco@radtac.com

• Paula Magalhaes – Executive Account Manager

• pm@radtac.com