agile for business teams - agility health radar · claims & benefits –before agile managers...

Agile For Business Teams

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‘Agile Thinking’ at Scale

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Designing Stable Teams

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“Enterprise Command Center”

Enterprise Team

(Our Capacity)

Strategy &

3 Year Roadmap Key Performance Indicators

2014 Strategy3 Year Roadmap Performance Metrics

Enterprise Team

Handouts

Visual Information Radiators

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The Basic Team Structure

Business

Vision

What? Why?

Process

Facilitato

r

Technica

l Vision

Ho

w

Measurement

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Backlog

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Program View (Scrum of Scrums)

Program Leadership Team PU

LLfr

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Enterprise Stable Teams

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Achieving Focus Through Limiting WIP

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Lean Portfolio: Clarity on Demand

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Lean Portfolio: Clarity on Capacity

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Quarterly Planning | Reprioritize Based

on Customer Segment Needs

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Agile in Business Teams

Claims & Benefits – Before Agile

Managers were responsible for: Work Mgmt Fire Fighting People Dev Process

Improvement

Top Challenges:• Managers have no

time to develop their people

• Reactive• No cross-team

knowledge sharing• Silo’d teams• Redundancy and

lack of consistency• Individual goals• Low morale

Delivery

Manager

Business

Advisor

Workforce

Manager

Resource

ManagersStand-UpManagers

Team LeadsSMEs from other areas

Workforce Management Team

Leadership Triangle in Operations

FUNCTIONAL LEAD FACILITATION

EXECUTE

STRATEGY

PRIORITIZE

Claims & Benefits Work Force Teams

Simple visual work board

Claims Workforce Management

Improvement in

every category

Collaboration + 42% ▲

Trust + 37% ▲

Respect + 27% ▲

Customer Focus + 27% ▲

Innovation + 25% ▲

Team Management + 23% ▲

Optimism + 22% ▲

Our

Happiness

Radar

Agile in HR Teams

Agile HR Solutions – GAP Case Study

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www.agilehrsolutions.com

Agile HR Solutions – GAP Case Study

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www.agilehrsolutions.com

The Big Idea

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Agile in Sales and Marketing

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http://www.agilemarketingblog.com/

Agile in Marketing

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Agile for Marketing – Sample Backlog

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http://slidesha.re/NSXjgJ

Who is doing Agile Marketing?http://bit.ly/SKx3WP

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Agile for Sales Teams

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10 Sales Teams – Distributed Globally –Using Agile/Scrum to Plan and Execute

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Agile for Sales Teams

Weekly Sprints with target $$ goals

1 hr/ week for planning and retro per team

30 min /week for Scrum of Scrums standup(across all sales teams)

2 hrs/month for Scrum of Scrums – Demo, Retro and Planning for next month

Quarterly demo and planning for next quarter

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Agile for Product Development

Agile At Home

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What Agile Teams Need from Their Leaders

Clarity

• On vision and measures

• On backlog and business value

• On priority/rank

Focus

• Allow them to finish what they started within their sprint

• New ideas/deliverables go into the next sprint/quarter

• Keep team members together, stop/reduce multi-tasking

• Reduce duplicate updates/status reports

Empower-ment

• Provide space to innovate and try new ideas

• Eliminate fear of making mistakes

• Share vision and acceptance criteria, allow them to figure out ‘How’ [Self-Organizing Teams]

Engage & Help

• Engage with the teams, attend their Demos and ceremonies

• Ask about their Organizational and Enterprise Growth items and HELP them

• Celebrate success, show appreciation, provide constructive feedback when needed

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Our Transformation Lessons Learned Lessons Learned

Educate leaders from the beginning and gain buy-

in

Execute the transformation using

Agile (quarterly iterations)

Plan for the cultural transformation along side the Agile transformation

Focus on the managers, educate them and help them transition to the

new role

Pilot Agile with the engaged and influential

business partners

Measure… before and after and every quarter

to tell the story of growth

Know that Enterprise Agile means Agile

Thinking has become the DNA of your company.

This takes time

Bring Servant Leadership, Soft Skills and

Collaboration to the teams

Plan for team interventions when

needed for dysfunctional teams

Know that you will lose people, some good

people

Engage an experienced partner, build internal capabilities to sustain