AGILIDADE E GESTÃO DE PROJETOS NO SETOR PÚBLICO · Radtac Awards We are a global, award winning,...
Transcript of AGILIDADE E GESTÃO DE PROJETOS NO SETOR PÚBLICO · Radtac Awards We are a global, award winning,...
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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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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Our common engagements –
Maturing Agility across the
Enterprise
A commonly seen
organisational Agile journey
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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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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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9© RADTAC Ltd 2017 – All rights reserved
Radtac Chairman / Founder
Peter Measey
Contacts
• Peter Measey
• Hugo Lourenco – Radtac Portugal CEO
• Paula Magalhaes – Executive Account Manager