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AGILE TRANSFORMATION

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  1. 1. AGILE TRANSFORMATION
  2. 2. 22 [email protected] 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  3. 3. THEORY OF TRANSFORMATION PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information
  4. 4. THEORY OF TRANSFORMATION PART ONE // Its less about transforming the people and the process and more about transforming the ecosystem in which they operate
  5. 5. THEORY OF TRANSFORMATION PART ONE // The question is How are you going to go about it?
  6. 6. 66 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  7. 7. 77 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  8. 8. 88 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  9. 9. 99 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  10. 10. 1010 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress (MAYBE) BRIEF AGENDA
  11. 11. DECIDING THE SCOPE OF THE TRANSFORMATION
  12. 12. W H Y A R E W E T R A N S F O R M I N G ?
  13. 13. 1313 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.
  14. 14. W H A T A R E W E T R A N S F O R M I N G ?
  15. 15. 1515
  16. 16. 1616 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles
  17. 17. 1717 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
  18. 18. 1818 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven
  19. 19. 1919 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
  20. 20. 2020 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first
  21. 21. 2121 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
  22. 22. 2222 ... all three are essential, but where you start is also essential
  23. 23. W H A T D O W E N E E D T O O V E R C O M E ?
  24. 24. 2424 HOW BIG IS THE ORGANIZATION? Single Team Multiple Teams
  25. 25. 2525 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
  26. 26. 2626 HOW MUCH RESISTANCE?
  27. 27. DEFINING A TRANSFORMATION APPROACH
  28. 28. T H E N O N - N E G O T I A B L E C O R E
  29. 29. 2929 THE 3 THINGS
  30. 30. 3030 BACKLOGS THE 3 THINGS
  31. 31. 3131 BACKLOGS TEAMS THE 3 THINGS
  32. 32. 3232 BACKLOGS TEAMS WORKING TESTED SOFTWARE THE 3 THINGS
  33. 33. 3333 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
  34. 34. 3434 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
  35. 35. 3535 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
  36. 36. 3636 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
  37. 37. 3737 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
  38. 38. 3838 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
  39. 39. 3939 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
  40. 40. 4040 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
  41. 41. 4141 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
  42. 42. W H E R E A R E W E ?
  43. 43. 4343 ADAPTABILITY PREDICTABILITY
  44. 44. 4444 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  45. 45. 4545 AE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  46. 46. 4646 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  47. 47. 4747 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 1
  48. 48. 4848 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 2
  49. 49. 4949 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 3
  50. 50. 5050 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 4
  51. 51. A T H E O R Y O F T R A N S F O R M A T I O N
  52. 52. THEORY OF TRANSFORMATION PART TWO // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  53. 53. THEORY OF TRANSFORMATION PART 2 // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  54. 54. THEORY OF TRANSFORMATION PART 2 // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  55. 55. T R A N S F O R M A T I O N I S A J O U R N E Y
  56. 56. 5656 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  57. 57. 5757 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST
  58. 58. 5858 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  59. 59. 5959 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  60. 60. 6060 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST BECOME PREDICTABLE
  61. 61. 6161 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE
  62. 62. 6262 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE
  63. 63. 6363 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS
  64. 64. 6464 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 1 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1
  65. 65. 6565 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 2 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2
  66. 66. 6666 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3
  67. 67. 6767 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 4 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3 P4
  68. 68. 6868 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 5 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3 P4 P5
  69. 69. W H E R E A R E W E G O I N G ?
  70. 70. 7070 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  71. 71. 7171 LEAN/ AGILE Waterfall RUP SAFe DSDM FDD DAD Nexus LeSS Scrum XP Crystal LeanAE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILE
  72. 72. 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
  73. 73. 7373 TRANSFORMATIONS ARE UNIQUE COMPANY ONE 3 Teams No Dependencies Low Resistance Team Level Adaptive-Emergent Single Value-Stream Lean Startup Low Coordination Low Metrics and Control COMPANY TWO 800 Teams Tightly Coupled High Resistance Enterprise Predictive-Convergent Many Value-Streams SAFe High Coordination High Metrics and Control
  74. 74. PATTERNS OF SCALED TRANSFORMATION
  75. 75. D E F I N I N G T H E E N D - S T A T E
  76. 76. 7676
  77. 77. 7777 Services Teams These teams support common services across product lines. These teams support the needs of the product teams.
  78. 78. 7878 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.
  79. 79. 7979 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.
  80. 80. 8080 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.
  81. 81. H O W D O W E G E T T H E R E ?
  82. 82. 8282
  83. 83. 8383 DELIVERY TEAMS
  84. 84. 8484 PROGRAM TEAMS DELIVERY TEAMS
  85. 85. 8585 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS
  86. 86. 8686 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban
  87. 87. 8787 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban Kanban
  88. 88. 8888 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban
  89. 89. I N C R E M E N T A L T R A N S F O R M A T I O N ( E X P E D I T I O N S )
  90. 90. 9090 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One
  91. 91. 9191 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One AGILE ROLLOUT Increment Two
  92. 92. 9292 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One AGILE ROLLOUT Three - N
  93. 93. I T E R A T I V E T R A N S F O R M A T I O N ( B A S E C A M P S )
  94. 94. 9494 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration One
  95. 95. 9595 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Two
  96. 96. 9696 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Three
  97. 97. 9797 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Four
  98. 98. 9898 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Five
  99. 99. E X P E D I T I O N S & B A S E C A M P S
  100. 100. 100100 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration One
  101. 101. 101101 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Two
  102. 102. 102102 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Three AGILE ROLLOUT Iteration One
  103. 103. 103103 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Four AGILE ROLLOUT Iteration Two
  104. 104. 104104 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Five AGILE ROLLOUT Iteration Three
  105. 105. MANAGING CHANGE AND MEASURING PROGRESS
  106. 106. P L A N N I N G A N D E X E C U T I O N
  107. 107. 107 STEP ONE WHY HOW WHAT 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
  108. 108. 108 STEP TWO WHY HOW WHAT 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
  109. 109. 109 STEP THREE WHY HOW WHAT 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?
  110. 110. 110 STEP FOUR WHY HOW WHAT 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.
  111. 111. 111 STEP FIVE WHY HOW WHAT 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
  112. 112. 112 STEP SIX WHY HOW WHAT 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
  113. 113. 113 STEP SEVEN WHY HOW WHAT 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
  114. 114. 114 STEP EIGHT WHY HOW WHAT 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
  115. 115. 115 STEP NINE WHY HOW WHAT 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
  116. 116. 116 STEP TEN WHY HOW WHAT 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
  117. 117. M E A S U R I N G P R O G R E S S
  118. 118. 118118 PERFORMANCE METRICS
  119. 119. 119119 DELIVERY TEAMS Scr um Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change PERFORMANCE METRICS
  120. 120. 120120 PROGRAM TEAMS DELIVERY TEAMS Scr um Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects PERFORMANCE METRICS
  121. 121. 121121 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban 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
  122. 122. 122122 TRANSFORMATION METRICS Capabilities Performance
  123. 123. 123123 TRANSFORMATION METRICS Capabilities Performance Metrics Performance
  124. 124. 124124 TRANSFORMATION METRICS Capabilities Performance Metrics Performance Operations Performance
  125. 125. THEORY OF TRANSFORMATION PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information
  126. 126. 126126 [email protected] 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER