disciplined agile it governance: motivate and enable over command and control
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© Disciplined Agile Consortium 1
Disciplined Agile IT Governance
Motivate and Enable Over Command and Control
Agenda
• What is Lean IT Governance? • Why Lean IT Governance? • What is the Lean Governance mindset? • How does Lean IT Governance fit into your
overall corporate governance strategy? • Why do traditional governance strategies
fail? • How do you govern agile and lean delivery
teams successfully? • How do you govern the rest of IT in an
effective manner? • Towards agile metrics
© Disciplined Agile Consortium 2
Some Bold Claims Regarding Governance
Claim #1: Agile teams are being governed today
Claim #2: In many organizations the governance strategy is badly misaligned with agile
Claim #3: You deserve to be governed effectively
Claim #4: When you provide a coherent governance strategy
to senior management you are much more likely to be governed effectively
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Defining Lean IT Governance
Disciplined Agile Consortium: Lean IT Governance is the leadership, organizational structures and streamlined processes to enable IT to work as a partner in sustaining and extending the organization’s ability to produce meaningful value for its customers © Disciplined Agile Consortium 5
IT Governance Institute: IT Governance is the leadership, organizational structures and processes to ensure that the organization’s IT sustains and extends the organization’s strategies and objectives.
Gartner: IT governance (ITG) is defined as the processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals. IT demand governance (ITDG) is the process by which organizations ensure the effective evaluation, selection, prioritization, and funding of competing IT investments; oversee their implementation; and extract (measurable) business benefits. ITDG is a business investment decision-making and oversight process, and it is a business management responsibility. IT supply-side governance (ITSG) is concerned with ensuring that the IT organization operates in an effective, efficient and compliant fashion, and it is primarily a CIO responsibility.
Governance Addresses a Range of Issues
• Team roles and responsibilities • Individual roles and responsibilities • Decision rights and decision making process • Governing body • Exceptions and escalation processes • Knowledge sharing processes • Metrics strategy • Risk mitigation • Reward structure • Status reporting • Audit processes • Policies, standards, and guidelines • Artifacts and their lifecycles
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Does Your Organization Have a Governance Strategy in Place?
Yes - Formally Defined, 48%
Yes - At Informal Level,
30%
No, 19%
Don't Know, 3%
© Disciplined Agile Consortium
Source: 2017 Agile Governance Survey
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Why is Governance Important?
• Sustain and extend your IT strategies and objectives, which in turn should reflect your corporate strategies and objectives
• Determine how the organization will execute its strategy by selecting and prioritizing the most valuable initiatives to undertake
• Empower teams to carry out their work • Help to ensure that teams:
– Regularly and consistently create real business value – Provide appropriate return on investment (ROI) – Deliver consumable solutions in a timely and relevant manner – Work effectively with their stakeholders – Work effectively with their colleagues – Adopt appropriate processes and organizational structures – Present accurate and timely information to stakeholders – Mitigate risks
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We’re In a Different Environment
The farther to the right an organization, the greater the chance they’re focused on governance
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Moore’s Adoption Curve
The Lean Governance Mindset
• Lead by example • Be a servant leader • Motivate people to do the “right thing” • Enable people (make it as easy as possible) to do the “right thing” • Communicate clearly, honestly, and in a timely manner • Streamline collaboration • Transparency enables effective governance • Trust but verify • Mitigate risks, don’t just review artifacts • Learn continuously • Consider the short and long term • Be a great host
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How does Lean IT Governance Fit In?
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The Scope of Governance
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Corporate
Information Technology (IT)
Delivery/ Development Data IT Finance
Security Infrastructure and more…
A you governing a solution delivery team?
Are you governing all of IT?
Are you governing your entire organization?
Governing IT © Disciplined Agile Consortium 14
Can We Govern Agile Teams in a Traditional Manner?
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Comparing Agile and Traditional Approaches to Governing of Agile Teams (Scale: -10 to +10)
-4.7
-6.2
-1.7
-2.6
-4.1
-2.1
4.5
1.2
2.8
3.9
4.3
3.4
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Decreases Morale
Reduces Quality
Wastes IT Investment
Decreases Productivity
Lightweight Heavyweight
Improves Productivity
Increases Quality
Promotes Wise IT Investment
Improves Morale
Agile Traditional
Focused on Business Value
Not focused on Business Value
Source: 2017 Agile Governance Survey http://Ambysoft.com/surveys/
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Why Traditional Governance Strategies Won’t Work For Agile Delivery Teams
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Traditional assumptions that conflict with agile: – You can judge team progress from generation of artifacts – Delivery teams should work in a serial manner – You want teams to follow a common, repeatable process – Projects should be driven by senior IT management
Would You Know if Your Teams Were “Faking” Governance Artifacts?
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Governing Disciplined Agile Teams
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DAD Milestones
Milestone Fundamental Question Asked
Stakeholder vision Do stakeholders agree with your strategy?
Proven architecture Can you actually build this?
Continued viability Does the effort still make sense?
Sufficient functionality Does it make sense to release the current solution?
Production ready Will the solution work in production?
Delighted stakeholders Are stakeholders happy with the deployed solution?
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“Standard” Agile Practices that Support Governance
• Coordination meetings • Iteration demonstrations • All-hands demonstrations • Retrospective • Information radiators • Active stakeholder participation • The role of Product Owner
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Disciplined Agile Practices that Support Governance
• Risk-value lifecycle • Explicit light-weight milestones • Enterprise awareness
– Follow enterprise development guidelines – Work closely with enterprise professionals – Follow roadmaps
• Development intelligence via automated dashboards
• IT intelligence via automated dashboards
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Strategic Scaling: The Agile IT Department
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IT Governance
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You need to look at IT Governance is a holistic manner for it to be effective. Governance is built right into the Disciplined Agile 2.0 process blades
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Towards Agile Metrics
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Some Principles for Agile Metrics
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Automate wherever possible
Trust but verify
The primary use of agile metrics is for the team to self organize
Context counts – Each team will have a unique set of metrics
Don’t manage to the metrics
You can still “roll up” metrics even without a standard
Stay tuned for our Disciplined Agile Metrics webinar in March 2017…
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Principles of Agile Governance
Collaboration over conformance
Enablement over inspection
Continuous monitoring over quality gates
Transparency over management reporting
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Got Discipline? DisciplinedAgileConsortium.org
DisciplinedAgileDelivery.com ScottAmbler.com
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Shuhari and Disciplined Agile Certification
At the shu stage you are beginning to learn the techniques and philosophies of
disciplined agile development. Your goal is to build a strong foundation from
which to build upon.
At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range
of strategies available to you and when they are best applied.
At the ri stage you seek to extend and
improve upon disciplined agile techniques, sharing your learnings with
others.
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Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are an IT
management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the
context of your business.
Our website is ScottAmbler.com We can help
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