4 tales of enterprise agility
Post on 21-Oct-2014
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Lentz/TandonTRANSCRIPT
4 Tales of Enterprise Agility
We are Manu Tandon
• Principal Consultant
• 11 + years - delivery and adoption of Agile across enterprises
Tiffany Lentz
• Principal Consultant
• 8 + years - leading teams and enterprises in delivery and change programs
Why Enterprise Agility
“Responsiveness is a business strategy”
Enterprise Agility in Organizations
Just doing Agile is not enough......
The goal is to BE Agile
“In the Chaordic Age, success will depend less on rote and more on reason; less on authority of the few and more on judgement of the many; ... less on external control of people and more on internal discipline”
- Dee Hock
Value System vs Checklist
Organization vs Team
Agile Team
ProductOwner
Stakeholders
Team Member
ScrumMaster
Team Member
Team Member
SupportTeams
Facilities
PMO
HR
Finance
Organization
VMO
Recruiting
Leaders vs Managers
Agility Manifested
Poly-skilled Team Members
over
Specialists
Agility Manifested
Continuous Delivery
over
Continuous Integration
Agility Manifested
Activist Investing
over
Project Release Plans
Agility Manifested
Customized Training
over
“Sheep Dip” Certification
ImplementationPlan
Showcase Inspect
Adapt
Plan
Showcase Inspect
Adapt
Assess
Envision Plan
Do Plan
Showcase Inspect
Adapt
Plan
Showcase Inspect
Adapt
Plan
Showcase Inspect
Adapt
Maturity ModelBuild
Testing
Evolutionary Design
Configuration Management
Shared Responsibility
Requirements
Responsiveness
Collaboration
Governance
Assurance
Patterns of Agile Adoption
Patterns of Agile Adoption
• Little Footprint
• Big Footprint
• Pillar
• Osmosis
Little Footprint
+holistic approach+ iterative execution+minimized cost risk
- slow developing- heightened adoption risk
Iterate and refactor
Big Footprint
+broad* impact+holistic approach+ iterative execution+minimized adoption risk
- heavy demand on central governance
- heightened cost risk
Iterate and refactor... ...in bulk
Pillar
+governance & consistency+flexibility
- academic approach- erratic adoption- suspect durability
PMO-delivered,on demand
Osmosis
+tactical approach+organic adoption+durable+delivery-funded!
- heightened turnover risk- slower enterprise reach
Just-in-time adoption
The Patterns Compared
Projected client capability
Little Footprint Iterate and refactor……one team at a time
Projected client capability
Big Footprint Iterate and refactor...…in bulk
Projected client capability
Pillar Top-down……PMO driven
Projected client capability
Osmosis Bottom-up……Just in time
Case Studies
Midwestern BankLittle Footprint
Description• Top 10 US bank
• 1200+ IT
• Conservative approach
• Large-program dominant
• Delivery slowed by IT rigor
• Realized small wins with ‘incidental agile’
Midwestern BankLittle Footprint
Mandate
“Defeat our bureaucratic legacy with a scaled agile model in this audit-driven, traditionally-valued business.”
Midwestern BankLittle Footprint
Lessons• Poly-skilled Team
• Continuous Integration
• Agile Project Management
• Just in time trainingMaturity
Measured
Midwestern BankLittle Footprint
Agility Midwestern Bank
Being Agile Doing Agile
Little Footprint
1 More LessonThe impact of leadership
Midwestern Bank
Midwestern BankProjected client capabilityThoughtWorks footprint
Little Footprint
Credit Card IssuerBig Footprint
Description
• Top 5 US credit card issuer
• 1000+ IT associates
• Very heavy legacy methodology
• “Documents 10, Software 0”
Credit Card IssuerBig Footprint
Mandate
“Develop and rollout an agile development methodology that works for our entire organization.”
Credit Card IssuerBig Footprint
Lessons• Internal career management
• Continuous integration
• Lean portfolio management
• Customized training
• Collaborative physical spaces
Credit Card IssuerBig Footprint
Agility Credit Card Issuer
Being Agile Doing Agile
Big Footprint
Jump in customer satisfactionReduced times to marketIncreased employee satisfaction
National InsurerPillar
Description
• 1500+ IT
• Innovator’s approach
• Large-program dominant
• Strong internal PMOs
• Organizational demand for formal agile process
• Heavy offshore
National InsurerPillar
Mandate
“Provide our organization with a parallel path through the full software production lifecycle.”
National InsurerPillar
Lessons
• Specialist Roles
• Some continuous integration
• Project administrators
• Just-in-time training from experts
National InsurerPillar
Agility National Insurer
Being Agile Doing Agile
Pillar
Traditional and Agile co-existedOff-shore success
Medical Products Division
Osmosis
Description• Software product division
• 1200+ IT R&D
• Multi-year program
• Internationally distributed
• Historically under-delivered
• Immense shareholder expectations of product
Medical Products DivisionOsmosis
Mandate
“Bring sufficient agility to our software products organization to secure our customer delivery expectations.”
Medical Products DivisionOsmosis
Lessons• Team members allowed to
change roles
• Continuous delivery
• Program-level release plans
• Teams learned while delivering software
Medical Products DivisionOsmosis
Agility Medical Products Division
Being Agile Doing Agile
Osmosis
Largest known adoption of Scrum
Conclusion
The Patterns ComparedLittle Footprint Iterate and refactor…
…one team at a time Pillar Top-down……PMO driven
Big Footprint Iterate and refactor...…in bulk Osmosis Bottom-up…
…Just in time
Begin by doing agile while focusing on ......
Being Agile......
Poly-Skilled Teams
Being Agile......
Continuous Delivery
Being Agile......
Activist Investing
Being Agile......
Customized training
Enterprise Agility
Responsiveness is a business strategy
Questions and Comments
Thank you!