agile transformation explained: agile 2017 session

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  • A G I L E T R A N S F O R M A T I O N

  • 22

    [email protected]

    404-312-1471

    www.leadingagile.com

    twitter.com/mcottmeyer

    facebook.com/leadingagile

    linkedin.com/in/cottmeyer

    MIKE COTTMEYER

  • 33

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • 44

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • 55

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • 66

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • DECIDING THE SCOPE OF THE TRANSFORMATION

  • W H Y A R E W E T R A N S F O R M I N G ?

  • 99

    GOALS OF GOING AGILE

    PREDICTABILITY

    Agile tends to focus on adaptability but

    predictability is most often cited as the reason

    for agile transformation

    EARLY ROI

    Many organizations struggle with 18 month

    delivery cycles. Agile helps your team

    accelerate time to market value

    INNOVATION

    As companies grow sometimes they slow down

    and loose th ability to innovate. Agile can help

    you get back your competitive edge.

    QUALITY

    As organizations scale, product quality often

    suffers. Agile focuses on quality from

    requirements through implementation.

    LOWER COSTS

    Cost savings are tough to promise, but agile can

    help make sure you are only spending money

    on the features most likely to generate revenue

    PRODUCT FIT

    Delivering on time is only important if you are

    delivering the right product. Agile can help you

    get the feedback you need.

  • W H A T A R E W ET R A N S F O R M I N G ?

  • 1111

  • 1212

    CULTURE FOCUSED

    Focused on changing hearts and minds

    Focused on being agile rather than doing agile

    Focused on values and principles

  • 1313

    CULTURE FOCUSED

    Focused on changing hearts and minds

    Focused on being agile rather than doing agile

    Focused on values and principles

    Belief that delivery systems will emerge based on new thinking

  • 1414

    PRACTICES FOCUSED

    Focused on the things that you do

    Focused on roles, ceremonies, and artifacts

    Can be management driven or technically driven

  • 1515

    PRACTICES FOCUSED

    Focused on the things that you do

    Focused on roles, ceremonies, and artifacts

    Can be management driven or technically driven

    Belief that agile is a process or way to work

  • 1616

    SYSTEMS FOCUSED

    Focused on forming teams and governing the flow of value

    Focused on aligning the organization first

  • 1717

    SYSTEMS FOCUSED

    Focused on forming teams and governing the flow of value

    Focused on aligning the organization first

    Belief that culture and practices only emerge within a rational structural and planning framework

  • 1818

    ... all three are essential, but where you start is also essential

  • W H A T D O W E N E E D T O O V E R C O M E ?

  • 2020

    HOW BIG IS THE ORGANIZATION?

    Single Team

    Multiple Teams

  • 2121

    DO TEAMS HAVE DEPENDENCIES?

    Non-instantly Available Resources

    Too Much Work in Process

    Large Products with Diverse Technology

    Low Cohesion & Tight Coupling

    Technical Debt & Defects

    Shared Requirements Between Teams

    Limited Access to Subject Matter

    Expertise

    Matrixed Organizations

  • 2222

    HOW MUCH RESISTANCE?

  • DEFINING A TRANSFORMATION APPROACH

  • T H E N O N -N E G O T I A B L E C O R E

  • 2525

    THE 3 THINGS

  • 2626

    BACKLOGS

    THE 3 THINGS

  • 2727

    BACKLOGS TEAMS

    THE 3 THINGS

  • 2828

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    THE 3 THINGS

  • 2929

    WHAT DO I MEAN?

    INVEST CCC Small enough for the

    team to develop in a day or so

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    Everything and everyone necessary to deliver

    Meets acceptance criteria

    No known defects No technical debt

  • 3030

    WHAT DO I MEAN?

    INVEST CCC Small enough for the

    team to develop in a day or so

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    Everything and everyone necessary to deliver

    Meets acceptance criteria

    No known defects No technical debt

  • 3131

    WHAT DO I MEAN?

    INVEST CCC Small enough for the

    team to develop in a day or so

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    Everything and everyone necessary to deliver

    Meets acceptance criteria

    No known defects No technical debt

  • 3232

    WHY ARE THEY IMPORTANT?

    People have clarity around what to build

    People understand how it maps to the big picture

    CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

    Teams can be held accountable for delivery

    No indeterminate work piling up at the end of the project

    90% done, 90% left to do

  • 3333

    WHY ARE THEY IMPORTANT?

    People have clarity around what to build

    People understand how it maps to the big picture

    CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

    Teams can be held accountable for delivery

    No indeterminate work piling up at the end of the project

    90% done, 90% left to do

  • 3434

    WHY ARE THEY IMPORTANT?

    People have clarity around what to build

    People understand how it maps to the big picture

    CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

    Teams can be held accountable for delivery

    No indeterminate work piling up at the end of the project

    90% done, 90% left to do

  • 3535

    WHY ARE THEY IMPORTANT?

    Understanding the backlog gives meaning to work

    PURPOSE AUTONOMY MASTERY

    Local decision making gives people a sense of power and control over their work

    People can demonstrate that they are good at what they do

  • 3636

    WHY ARE THEY IMPORTANT?

    Understanding the backlog gives meaning to work

    PURPOSE AUTONOMY MASTERY

    Local decision making gives people a sense of power and control over their work

    People can demonstrate that they are good at what they do

  • 3737

    WHY ARE THEY IMPORTANT?

    Understanding the backlog gives meaning to work

    PURPOSE AUTONOMY MASTERY

    Local decision making gives people a sense of power and control over their work

    People can demonstrate that they are good at what they do

  • E L E M E N T S O F O R G A N I Z A T I O N

  • 3939

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4040

    Product Teams These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4141

    Programs Teams These teams define requirements, set technical direction, and provide context and coordination.

    Product Teams These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4242

    Portfolio Teams These teams govern the portfolio and make sure that work is moving through the system.

    Programs Teams These teams define requirements, set technical direction, and provide context and coordination.

    Product Teams These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4343

    DELIVERY TEAMS

  • 4444

    PROGRAM TEAMS

    DELIVERY TEAMS

  • 4545

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

  • W H E R E A R E W E ?

  • 4747

    AD

    APTA

    BILITYPR

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    TABI

    LITY

  • 4848

    EMERGENCE

    CONVERGENCE

    AD

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    LITY

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    AE

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    EMERGENCE

    CONVERGENCE

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    AE

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    EMERGENCE

    CONVERGENCE

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    AD-HOC LEANSTARTUP

    AGILETRADITIONAL

    Q U A D R A N T 1

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    Q U A D R A N T 2

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    Q U A D R A N T 3

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    AE

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    Q U A D R A N T 4

  • A T H E O R Y O F T R A N S F O R M A T I O N

  • T H E O R Y O F T R A N S F O R M A T I O N / /

    Adopting agile is about forming

    teams, building backlogs, and

    regularly producing increments

    of working tested software

  • T H E O R Y O F T R A N S F O R M A T I O N / /

    Adopting agile at scale is about

    defining structure, establishing

    governance, and creating a

    metrics and tooling strategy

    that supports agility

  • T H E O R Y O F T R A N S F O R M A T I O N / /

    Anything that gets in the way

    of forming teams, building

    backlogs, and producing

    working tested software is an

    impediment to transformation

  • T H E O R Y O F T R A N S F O R M A T I O N / /

    Solid agile practices will help

    operationalize the system and

    encourage a healthy, adaptive,

    and empowered culture

    emerges over time

  • T R A N S F O R M A T I O NI S A J O U R N E Y

  • 6161

    AE

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    EMERGENCE

    CONVERGENCE

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    AGILETRADITIONAL

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    AE

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    EMERGENCE

    CONVERGENCE

    AD

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    AGILETRADITIONAL

    LOW TRUST

  • 6363

    AE

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    EMERGENCE

    CONVERGENCE

    AD

    APTA

    BILITYPR

    EDIC

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    AD-HOC LEANSTARTUP

    AGILETRADITIONAL

    LOW TRUST

    BECOME PREDICTABLE

  • 6464

    AE

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    EMERGENCE

    CONVERGENCE

    AD

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    BILITYPR

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    AGILETRADITIONAL

    LOW TRUST

    BECOME PREDICTABLE

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    EMERGENCE

    CONVERGENCE

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    AGILELEAN/AGILE

    LOW TRUST

    BECOME PREDICTABLE

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    CONVERGENCE

    AD

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    AGILELEAN/AGILE

    LOW TRUST

    REDUCE BATCH SIZEBECOME PREDICTABLE

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    AE

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    EMERGENCE

    CONVERGENCE

    AD

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    BILITYPR

    EDIC

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    AGILELEAN/AGILE

    LOW TRUSTFULLY DECOUPLE

    REDUCE BATCH SIZEBECOME PREDICTABLE

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    AE

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    EMERGENCE

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    REDUCE BATCH SIZEBECOME PREDICTABLE

    T E A M S

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    P H A S E 1AD-HOC LEAN

    STARTUP

    AGILELEAN/AGILE

    LOW TRUSTFULLY DECOUPLE

    REDUCE BATCH SIZEBECOME PREDICTABLE

    T E A M S

    P1

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    P H A S E 2AD-HOC LEAN

    STARTUP

    AGILELEAN/AGILE

    LOW TRUSTFULLY DECOUPLE

    REDUCE BATCH SIZEBECOME PREDICTABLE

    T E A M S

    P1 P2

  • 7171

    AE

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    EMERGENCE

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    P H A S E 3AD-HOC LEAN

    STARTUP

    AGILELEAN/AGILE

    LOW TRUSTFULLY DECOUPLE

    REDUCE BATCH SIZEBECOME PREDICTABLE

    T E A M S

    P1 P2P3

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    AE

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    EMERGENCE

    CONVERGENCE

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    P H A S E 4AD-HOC LEAN

    STARTUP

    AGILELEAN/AGILE

    LOW TRUSTFULLY DECOUPLE

    REDUCE BATCH SIZEBECOME PREDICTABLE

    T E A M S

    P1 P2P3

    P4

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    AE

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    EMERGENCE

    CONVERGENCE

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    P H A S E 5AD-HOC LEAN

    STARTUP

    AGILELEAN/AGILE

    LOW TRUSTFULLY DECOUPLE

    REDUCE BATCH SIZEBECOME PREDICTABLE

    T E A M S

    P1 P2P3

    P4

    P5

  • W H E R E A R E W E G O I N G ?

  • 7575

    METHODOLOGIES & FRAMEWORKS

    Waterfall

    Rational Unified Process (RUP)

    DSDM

    FDD

    SAFe

    DAD

    LeSS

    Nexus

    Scrum

    XP

    Kanban

    Crystal

    Lean

    Lean Startup

  • 7676

    LEAN/AGILE

    Waterfall

    RUP

    SAFeDSDM

    FDD

    DAD

    Nexus

    LeSS

    ScrumXP

    Crystal

    LeanAE

    AC

    PE

    PC

    EMERGENCE

    CONVERGENCE

    AD

    APTA

    BILITYPR

    EDIC

    TABI

    LITY

    AD-HOC LEANSTARTUP

    AGILE

  • H O W D O W E G E T T H E R E ?

  • 7878

    DELIVERY TEAMS

    Sc r um

  • 7979

    PROGRAM TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

  • 8080

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

  • I N C R E M E N T A LT R A N S F O R M A T I O N

    ( E X P E D I T I O N S )

  • 8282

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Increment One

  • 8383

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Increment One

    AGILE ROLLOUT

    Increment Two

  • 8484

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Increment One

    AGILE ROLLOUT

    Three - N

  • I T E R A T I V ET R A N S F O R M A T I O N

    ( B A S E C A M P S )

  • 8686

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration One

  • 8787

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Two

  • 8888

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Three

  • 8989

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Four

  • 9090

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Five

  • E X P E D I T I O N S &B A S E C A M P S

  • 9292

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration One

  • 9393

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Two

  • 9494

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Three

    AGILE ROLLOUT

    Iteration One

  • 9595

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Four

    AGILE ROLLOUT

    Iteration Two

  • 9696

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    AGILE PILOT

    Iteration Five

    AGILE ROLLOUT

    Iteration Three

  • MANAGING CHANGE AND MEASURING PROGRESS

  • P L A N N I N G A N D E X E C U T I O N

  • 99

    STEP ONE

    W H Y H O W W H A T

    Agile transformation isnt something that can

    be done to an organization.

    They have to be full participants

    Executive Steering Committee

    Transformation Leadership Team

    Holding the organization accountable

    Remove Impediments

    Plan the work

    Review Progress

    Inspect and Adapt

  • 100

    STEP TWO

    W H Y H O W W H A T

    We have to have some idea of where we are going before we start

    We will accept the plan will change

    Create a working hypothesis for

    structure, governance, and metrics

    Plan to progressively elaborate

    Transformation Workshop

    Pilot

    Broad Organization Rollout

    Create Feedback Loops

  • 101

    STEP THREE

    W H Y H O W W H A T

    We have to be able to give the organization some idea of what we are doing, when, and

    how long

    Expeditions

    Basecamps

    Sequenced in Time

    What teams are going to be formed?

    What training do they need?

    What coaching do they need?

    When will this all happen?

  • 102

    STEP FOUR

    W H Y H O W W H A T

    Very similar to an agile release plan, we want a

    rolling 90-day, fairly specific view of what is

    going to take place

    Transformation leadership team meets

    periodically to plan forward, assess

    progress, and adjust as necessary

    Week by week training and coaching plans

    Detailed resource planning

    Expected activities and outcomes.

  • 103

    STEP FIVE

    W H Y H O W W H A T

    Very similar to a sprint cycle in Scrum

    We want to periodically assess

    progress, retrospect, and adjust

    ELT reviews progress against strategy and

    outcomes

    TLT focuses on how well the plan is moving

    along

    Scheduled recurring meetings

    Review planning artifacts

    Review metrics

    Improvement plans

  • 104

    STEP SIX

    W H Y H O W W H A T

    The whole reason we are doing this is to get

    better business outcomes

    This is where we begin justifying the

    investment

    Create hypotheses

    Conduct experiments

    Demonstrate outcomes

    Pivot based on what we learn

    Assessments

    Status Reports

    Coaching Plans

  • 105

    STEP SEVEN

    W H Y H O W W H A T

    We want to be able to trace improvements in the system to tangible

    business benefits

    Business metric baselines

    Regularly show progress

    Update coaching plans as necessary

    Assessment Outcomes

    Transformation Metrics

    Business Metrics

  • 106

    STEP EIGHT

    W H Y H O W W H A T

    Our understanding will evolve throughout the

    transformation

    Re-assess the End-State Vision based on the

    evolving understanding

    Refine the End-State Vision and the

    Roadmap

  • 107

    STEP NINE

    W H Y H O W W H A T

    Letting everyone know what is going on and

    the success of the program will create

    excitement and energy

    Regular communication from

    leadership

    Be transparent about progress and impediments

    Town Halls

    Executive Roundtables

    Signage

    Information Radiators

    Cadence of Accountability

  • 108

    STEP TEN

    W H Y H O W W H A T

    Understand whats in it for everyone involved

    and help them see where they fit in the

    new organization

    Clarity

    Accountability

    Measureable progress

    Team assignments

    Staffing plans

    Job descriptions

    Job aids

    Communities of Practice

  • M E A S U R I N G P R O G R E S S

  • 110110

    PERFORMANCE METRICS

  • 111111

    DELIVERY TEAMS

    Sc r um

    Backlog Size

    Velocity

    Burndown

    Escaped Defects

    Commit %

    Acceptance % Ratio

    Scope Change

    PERFORMANCE METRICS

  • 112112

    PROGRAM TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Backlog Size

    Velocity

    Burndown

    Escaped Defects

    Commit %

    Acceptance % Ratio

    Scope Change

    Cycle Time

    Features Blocked

    Rework/Defects

    PERFORMANCE METRICS

  • 113113

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

    Sc r um

    Kanb an

    Kanb an

    Backlog Size

    Velocity

    Burndown

    Escaped Defects

    Commit %

    Acceptance % Ratio

    Scope Change

    Cycle Time

    Features Blocked

    Rework/Defects

    Takt Time/ Cycle Time

    Time/Cost/Scope/Value

    ROI/Capitalization

    PERFORMANCE METRICS

  • 114114

    TRANSFORMATION METRICSCapabilities Performance

  • 115115

    TRANSFORMATION METRICSCapabilities Performance

    MetricsPerformance

  • 116116

    TRANSFORMATION METRICSCapabilities Performance

    MetricsPerformance

    OperationsPerformance

  • A T A L E O F T W O T R A N S F O R M A T I O N S

  • 118118

    TRANSFORMATIONS ARE UNIQUE

    C O M P A N Y O N E

    3 Teams

    No Dependencies

    Low Resistance

    Team Level

    Adaptive-Emergent

    Single Expedition

    Lean Startup

    Low Coordination

    Low Metrics and Control

    C O M P A N Y T W O

    800 Teams

    Tightly Coupled

    High Resistance

    Enterprise

    Predictive-Convergent

    Many Expeditions

    SAFe

    High Coordination

    High Metrics and Control

  • 119119

    [email protected]

    404-312-1471

    www.leadingagile.com

    twitter.com/mcottmeyer

    facebook.com/leadingagile

    linkedin.com/in/cottmeyer

    MIKE COTTMEYER