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Transformation to ‘Being Agile’ - The People WayAgile Business Conference, 5th Oct.2016
Presenters: Daniel Merchante, GaganBir Palta and Manav Mehan
Agile Methodologies
Scaling approaches
What do these have in common
A Noun you can buy?
Off the shelf process?
Guaranteed results?
Certifications you can buy?
Teams -> Programs ->Portfolios?
Scrum?
What about business agility?
Are we forgetting the people aspects?
Your Strategy Your Culture
Market Driven People Driven
Logical Emotional
Futuristic historical
What we will cover …• Business Context
• Planned Outcomes !
• Reality Bites ….
• The Transition
• The Outcome model
• Aligned Business & Tech
• Team Dynamics
• The 5 Dimensions
• Integrated Ceremony and Governance Structure
• Team Morale on a Timeline
Business Context• Open Account is a business portfolio aligned to Corporate Bank.• The Open Account Technology and Change team is aligned into the Corporate Technology wider team, is
comprised by circa 70+ people in multiple locations.• Open Account is fully subscribed to an Agile delivery methodology.
Planned Outcomes!
The what: Empowered multi distributed cohesive teams Integrated business ownership Empowering trust Servant leadership Business Outcome focussed Measured Value Known delivery timeline’s Equi-importance Synced and aligned distributed teams Integrated vendor co - dependency High adaptability to change Value add and continual improvement
PEOPLE
What we knew: Empowerment Business involvement Trust – delivery and outcome Leadership Complexity of program Value building Low confidence delivery timeline’s Importance Distributed teams Vendor dependency Business change Waste
Seriously ….We needed more. But, there is an overarching theme!
Focus on what we need !
Reality Bites….
Roles : ‘Protect my turf’
The deadly D’s
Dissonance
Discomfort
Changing the engine mid-flight
What happens to the ‘organisational structure’?
‘Another fad’ syndrome
The larger picture ‘eats’ the smaller picture
Complexity - - - - is a circle
‘Cautiousness’ …..
I am on-board. What’s next?
Learning curve
Governance In Agile?Documentation !Risk controlWhat about control ?
Distributed teamsJira (Oops !!)Central Agile adoption
Courtesy: Agile Threads
People – Tackling Reality with Transition tools
‘Another fad’ syndrome– The deadly D’s
o Dissonanceo Discomfort
What happens to the ‘organisational structure’?– Roles : ‘Protect my turf’
The larger picture ‘eats’ the smaller picture or is it fish– Learning curve
Complexity - - - - is a circle– Changing the engine mid-
flight– Cautiousness’ …..– I am on-board. What’s next?
Team Dynamics
FiveDimensions The Dichotomy
Flux ©
The Think Stack ©
Outcome Model ©
The Transition – The Outcome Model ©(PP)
• People over process always.• Agile is not a process !!• A methodology is not a
framework for a fixed structure.
People
• Gamification is an output determinant of a ‘control freak process’.
• Processes cannot make harmony over behavior and ambition !!
Process • Collaboration• Independent thinking !• Team ‘mindset’.• Failure is good !!• ‘I’ to ‘We’• Outcome focused always
Outcomes
Point of Indifference
Process
Peop
le
High
Hig
h
Aspire
Current state
Avoid
Tendency
Innovation
FluxZone
Rigidity
Control
Tendency
What was implemented:• Build and maintain focus to be in the aspire zone
• Strengthen co-share, equi-participation and culture of improvement• Use the ‘flux zone’ as a strength to create a culture of improvement
• Think left. Strengthen equi-culture
The Transition – Think Stack ©
CREATETO
IMPROVE
Need
Define MeasureLogicality
Shared Outcomes
What was implemented :• Create need:
• Intrinsic need of change in multi dimensional, multi interface program brought to forefront utilising hybrid DAD and Scrum.
• Define/Build:• Advancing ‘groups’ to ‘teams’ – feature ‘teams’• Integrated product ownership as being part of
success• Linked ‘real product change’ to successful business
outcomes – measure !!• Measure:
• All decisions !! • Cadence of everything, for everything which aid
value
The Stack Areas (outward)
Enabler Key Behaviour
Initiative Product vision Own the vision
Leadership Assertive Team first. Owning the direction but never stating the path to fulfilment
Shared Outcomes Customer satisfaction Collaborative
The Transition – Team Dynamics (Aligned Business & Tech)
Chief Product Owner
Lead Product Owner
( Doc Trade)
B. Delivery Support
Product Owner’s
Feature Team’s
Lead Product Owner ( Open Accounts)
T. Delivery Support
Product Owners
Feature Team’s
Vision
Strategic
Product Enabler
Execution
Service Enabler
Business Outcomes
Roadmap
Epics
User Stories&AcceptanceCriteria
The structure is indicated to show rational flow and not representativeof the exact organisational structure
Scrum of Scrum Lead
The Transition – Team dynamics ( Support)
A ‘group’ is not necessarily a ‘team’ but a ‘team’ is always a ‘group’
*Tuckman stages (modified)
SCOPE
Introduction of Agile
concepts
Personality Fit Analysis
Dissonance Correction
Leadership Pair
Coaching
Integrated Goal
Measures
What was implemented :• Personality analysis as a method to
understand the dynamics in the team and stich strengths and weaknesses.
• Pair coaching at leadership especially between Product Owner structure and Delivery structure to create common accountability and servant leadership. (Unity program © )
• Lead all outcomes from product vision to common goal outcomes.
• Create stronger dependency links between scrums by an established scrum of scrums.
Extraversion 98 89 48 68 59 45 87 45 50 76Friendliness 93 70 58 70 66 53 99 53 17 66Gregariousness 98 87 52 81 47 53 99 53 65 87Assertiveness 92 89 72 74 58 42 74 42 47 70Activity Level 99 97 78 84 87 88 88 88 88 64Excitement Seeking 73 77 33 28 73 46 32 46 77 73Cheerfulness 81 47 7 37 10 6 28 6 11 47Agreeableness 13 12 30 89 72 50 99 50 46 50Trust 51 7 20 82 61 51 91 51 47 70Morality 54 43 28 80 46 80 97 80 75 22Altruism 30 30 53 68 59 41 98 41 25 46Co-operation 17 31 27 88 85 51 88 51 36 46Modesty 23 18 55 96 84 42 94 42 81 72Sympathy 1 19 42 38 42 33 82 33 19 38Conscientiousness 99 68 82 87 88 82 95 82 81 53Self Efficacy 89 64 50 80 56 58 93 58 70 51Orderliness 99 67 89 67 92 72 79 72 86 63Dutifulness 95 33 46 51 72 85 51 85 75 39Achievement Striving 90 74 80 79 75 83 87 83 83 38Self-Discipline 99 80 76 96 83 83 94 83 77 61Cautiousness 98 52 80 80 80 62 95 62 48 52Neuroticism 24 24 44 25 17 59 3 59 52 31Anxiety 34 15 46 69 17 73 9 73 64 38Anger 84 38 66 27 11 65 5 65 46 24Depression 7 33 63 17 16 51 9 51 72 40Self-Consciousness 2 16 35 50 44 69 28 69 46 16Immoderation 54 44 39 17 49 10 1 10 63 59Vulnerability 9 32 21 9 21 74 12 74 16 37Openess to Experience 1 21 16 17 17 4 50 4 48 41Imagination 1 19 13 1 4 11 15 11 33 23Artistic Interests 1 23 19 53 41 1 68 1 38 48Emotionality 1 10 25 10 12 14 7 14 32 37Adventurousness 45 45 50 40 39 51 89 51 92 56Intellect 1 45 17 34 40 3 61 3 45 34Liberalism 6 46 39 42 39 46 63 46 46 63
The Transition – The 5 Dimensions
The Big 5
What was implemented:• Communicate and integrate; from ‘me’ to ‘we’.• Build belief that all traits are good. • Understand inherent personalities to stitch a team from a group.• Identify patterns across the teams to make them understand and
build commonality of strengths and weaknesses.
Copyright ©
The Transition – Understanding Leadership and Ownership
Keep teams in thezone of assertiveness
Coaching on co-pairs For product owners & scrum masters
to understand strengths &weaknesses
Focus on semantics& behaviour
Allow self growth based
On individualassessments
Building zone of assertiveness in
the team
Targeted pairing for cultural change
by co-mapping strength
weaknesses
Aggressive Passive
Telling Sedentary Empowerment
Point outwards Point inwards
Bias: Externalchange
Bias: Internal change
Low teamideology – façade based
Low self respect– team ideology
Judgemental Feeling
What style do you prefer?
Individualintervention to
sustain
The Transition – Integrated Ceremony Structure
Morale on a Timeline ….
Doing Agile
Being Agile Introduction to Agile
Cross Functional Teams
Integrated ProductOwnership
ServantLeadership
Business Outcome focus
P.P Outcome
TransitionTools
Mor
ale
Timeline
MeasuredValue
Kaizen
Aligned FeatureTeams
• Scaling frameworks are useful templates, but should not been used simply as a box of processes• All models are wrong, but some are useful! - George Box• All models are useful, but some fail faster than others - Jurgen
Appelo
• The organisations that will see the greatest benefits from Agile will be those that cultivate an Agile culture throughout the organisation.
• Agile provides a framework within which we need to Inspect and Adapt. It’s very frustrating for those looking for procedures and silver bullets….
In summary..
Thank You
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