agile organizations and transformation

Agile Organizations and Transformation

About Me

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Vernon is a Scrum Alliance Certified Scrum Trainer (CST) and an International Coaching Federation Professional Certified Coach. Vernon has 30 years of software development, IT, and operations experience including over 20 years leading award-winning teams in China. Vernon is a recognized expert on the practical application of Agile processes and engineering practices and is a frequent speaker at project, process, and Agile conferences globally.

Vernon StinebakerPrincipal, Agile Practices

Certified Scrum Trainer Professional Certified Coach

About Perficient

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$487 Million in revenue 2016

1997Founded

PRFT Listed on NASDAQ

95% Repeat Business Rate

Employees3000+

N. America locations23

Global US, EU, China + India

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Global Development Centers

Hangzhou, China 100% Scrum CMMI Level 5

Lafayette, LA 100% Scrum

Chennai, India 100% Scrum CMMI Level 5

Nagpur, India 100% Scrum CMMI Level 3

2,600+ Total Employees

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History of Agile@Perficient

1997/1998

2008Our methodology was first assessed at CMMI Level 5 for our Hangzhou, China office in April 2008.

2010Delivered Scrum Alliance certified training to our organization.

2017Delivered Certified Scrum Training to CNO

eXtreme Delivery

CMMI L5

Reassessed through full SCAMPI Class A (again, the most rigorous approach) 4 times

Reassess

Before Agile, Perficient contracted Kent Beck, the founder of eXtreme Programming (XP) to

consult in developing our delivery methodology

2016Our Chennai, India office has been assessed at CMMI Level 5

Enable Methodology

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Perficient Agile Certifications

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60+

60+

20+

1500+

Scrum Certifications

Setting the context

We cannot solve our problems with the same thinking we used

when we created them.

- Albert Einstein

All models are wrong; some models are useful.

- George Box

Headwinds

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Challenges to Agile Adoption

Company philosophy/culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measures

Ineffective collaboration

Regulatory compliance and governance

Don't know0% 18% 35% 53% 70%

11th State of Agile Report VersionOne.com

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Challenges to Agile Adoption

Company philosophy/culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measures

Ineffective collaboration

Regulatory compliance and governance

Don't know0% 18% 35% 53% 70%

11th State of Agile Report VersionOne.com

Culture eats strategy for breakfast.

- attributed to Peter Drucker

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It’s Not Your Fault

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Individuals and Interactionsover

Process and tools

- Agile Manifesto 2001

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Are You Inside the Box?

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Getting Outside the Box

- Richard Florida (2002)

People don’t need to be managed, they need to be unleashed.

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Conscious Incompetence

Conscious Competence

Unconscious Incompetence

Unconscious Competence

- Gordon Training International/Noel Burch

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Conscious Incompetence

Conscious Competence

Unconscious Incompetence

Unconscious Competence

- adapted from Gordon Training International/Noel Burch

Mindful Competence

(Meta-cognition)

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Growing into a new form of consciousness is always highly personal, unique, and

somewhat mysterious process. It cannot be forced onto somebody. Nobody can be made to evolve in consciousness…

- Laloux (2014)

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Challenges to Agile Adoption

Company philosophy/culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measures

Ineffective collaboration

Regulatory compliance and governance

Don't know0% 18% 35% 53% 70%

11th State of Agile Report VersionOne.com

28

Challenges to Agile Adoption

Company philosophy/culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measures

Ineffective collaboration

Regulatory compliance and governance

Don't know0% 18% 35% 53% 70%

11th State of Agile Report VersionOne.com

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It’s Still Not Your Fault

Human Brain - Stanford

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Who wants Agile?

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Respondents to VersionOne State of Agile Survey

11th State of Agile Report VersionOne.com

Bureaucracies are built by and for people who busy themselves proving they are

necessary, especially when they suspect they aren’t.

- Ricardo Semler (1995)

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The SCARF Model

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The SCARF Model

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Challenges to Agile Adoption

Company philosophy/culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measures

Ineffective collaboration

Regulatory compliance and governance

Don't know0% 18% 35% 53% 70%

11th State of Agile Report VersionOne.com

36

Challenges to Agile Adoption

Company philosophy/culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measures

Ineffective collaboration

Regulatory compliance and governance

Don't know0% 18% 35% 53% 70%

11th State of Agile Report VersionOne.com

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It’s Still Not Your Fault

Human Brain - Stanford

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Can You Go?

From This To This

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Responding to VUCA

Agility

Non-linearity

Self-organization

Awareness

Volatility

Uncertainty

Complexity

Ambiguity

https://www.linkedin.com/pulse/ansa-vuca-jon-freeman/

The best architectures, requirements, and designs emerge from self-organizing

teams.

- Agile Manifesto 2001

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Transitioning to Self-organizing Teams

Level 1 Hierarchical structure where leader provides one-on-one supervision

Level 2 Leader begins transitioning to team coach

Level 3 Leader as coach provides structure for self-organizing team to receive necessary training to take on more leadership tasks

Level 4 Team assumes most management duties,leader becomes boundary interface

Level 5 Leader supports the team (Servant/Leader)

Adapted from Zawacki and Norman (1994)

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Can Self-organizing Work?

What company in the general IT space has the highest revenue per employee?

hint: it’s not publicly traded

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It Does

Valve Makes More Money Per Employee Than Google Or Apple

- https://techcrunch.com February 15, 2011

- http://www.forbes.com February 15, 2011

Valve and Steam Worth Billions

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http://www.valvesoftware.com/company/

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But It Challenges Organizational Culture Norms

Well known and planned transition to Holacracy

And yet

14% resigned during final step of

transformation

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The Common Thread to Success

Executive Commitment

Q&A

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References

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ReferencesZawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common."

OD Practitioner, Spring, 1994, pp. 33-38.