Jon Ward lives in Walberswick, England, with his wife, Tatiana.
Jon is currently coaching lean-agile adoption in a six thousand employee division of a tier-one global bank. Previously, Jon was responsible for an agile transformation in an international telecoms firm’s four thousand eight hundred employee infrastructure division. When working with a software company as Director of Agile Transformation, Jon was able to reduce average delivery times by fifty per cent and effort by over forty per cent.
Jon has worked in Change Management for over thirty years, working with blue-chip organisations. Initially, on leaving college as an apprentice, Jon was responsible for redesigning manual administrative processes used to manufacture components for Concorde and the Harrier jumpjet. More recently, Jon has been accountable for transformational agile change in various organisations introducing new ways of working to improve delivery performance and teamwork.
Jon regularly writes thought leadership articles, has authored two books and created the Agile Lineout framework.
Jon believes in contextual agile. Rather than using one framework or set techniques, Jon introduces appropriate ways of agile working enabling organisations to achieve their strategic goals. This contextual focus may involve tailoring agile approaches and blending them with traditional techniques. For example, recently, Jon combined Benefits Management approaches from Managing Successful Programmes with SAFe and Disciplined Agile components. Consequently, Jon has a reputation for pragmatism and for implementing new ways of working, which make a difference.
Agile is not just for software engineers
There is data in general circulation to suggest that less than forty per cent of employees are engaged in their working activities, which means that many employees turn up for work and leave their intelligence and energy at the door when working. Modern management practice has created this statistic, and it is by changing these traditional practices that this situation may be reversed. I believe that the generic beliefs, practices and mindsets associated with agile are one means to this reversal.
I am often asked what is agile? It is a difficult question to answer. I use the following headline statement; Agile is a different and constantly evolving way of working using alternative organisational constructs involving collective intelligence, devolved authority, and decision making. I then need to explain the nuances of my statement and illustrate agile practices using examples. I also explain that agile, although originating with software development, has a much broader application.
This presentation will use systems theory and behavioural science to illustrate agile practices for non-software teams as used in transformation. Particularly how teamwork and behaviours are encouraged to produce an outcome efficiently. How the team decides to deliver the solution incrementally testing that they are realising the desired outcome and being able to illustrate progress towards this target. Lastly, the tools and techniques used to deliver that outcome – the delivery process.
(This presentation is taken from my book Agile Lineout for non-tech teams.)
Workshop—Use of Value Stream analysis in the design of agile teams and continuous improvement
This workshop introduces practitioners to the concept of development value streams and develops concepts so that they can analyse and continuously improve their delivery system. Through the identification of constraints and undertaking value stream analysis from Lean Portfolio Management through to solution delivery.
This workshop teaches the theory how to monitor and improve that development process (known as a value stream in agile)
and provides a practical exercise during which practitioners will learn how to create, monitor, and improve a development value stream. We will explore the measures which may be used, and the continuous improvement ethos which should be applied.