big visible journey to agility agile 2012-0

Journey To AgilityCoaching a Transformation

Agile 2012

@[email protected]

© 2012 BigVisible Solutions, Inc.. All Rights Reserved

Friday, August 3, 12

mailto:[email protected]

mailto:[email protected]

Coaching CycleStart Anywhere,Go Everywhere

Where to Go NextWhat to Do Next

Start Anywhere,Go Everywhere



Understanding their worldOrganizational Challenges/Pains

Past attempts at Agile?

How are you organized?

Describe your culture

What is your FUD about Agile?



What is Agile to you?Software Development Life Cycle?

Project Management Framework?

SCRUM*?

Different Mindset? Way of Life?

Or Something Else?

Manifesto?



My Definition

The capacity of an organization to sense and respond holistically to rapidly changing events, situations and circumstances in ways that allow it to continue to thrive and innovate as an organization.



Transformational Coaching Model

Typical Focusof

Agile Initiatives

Focus neededto sustain

agility



Coaching Styles

ShuPerson follows rules until

they sink in

HaPerson reflects on the rules, looks for exceptions, and ‘breaks” the

rules

RiRules are forgotten as person has developed mastery, and grasped

the essence and underlying forces

TrainingDirective Coaching

Student Apprentice Master

EmbeddedSocratic Coaching

SituationalMentoring




Where to Go NextWhat to Do Next Where to Go Next



Principles FirstAgile Manifesto + 12 Principles

Lean Principles - Load, Flow, Waste

Scrum Values - Focus, Commitment, Openness, Courage, Respect

Attributes of Agile - Iterative, Incremental, Collaboration, Communication, Transparency, Prioritization



Typical Team Rollout



Enablement TeamGetting the Flywheel started

Cross Company, Highest Level Possible

Purpose: Create environments in which organizational agility emerges

Responsibilities: Evangelism around Agile, Communication of Progress, Escalation of Issues, Guidance and Support



Changing Leadership StylesDirecting Catalyzing

Envisioning and facilitating

Clear objectives, allowing rules to evolve

Decisions down to lowest level possible

Collaboration and relationship building

Organic / minimally necessary processes

Evaluate root causes for longer term solutions

Creating environment for teams to thrive© 2012 BigVisible Solutions, Inc.. All Rights Reserved


Agility GoalDescription of a desired outcome with key

differentiators

Learn what delights our customers by rapidly

delivering quality products

Strategy Mapping: Goal?Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40



http://t.co/HombzXq1



differentiators



Strategy Mapping: Capabilities?Improve the quality of our

code before it goes to customers

Quicker feedback from customers to determine

needs or wants

Increase frequency of releases to respond better

to the marketplace

Improve visibility into what we are working on across the organization

Ability to quickly detect and resolve defects when

they happen

Encourage and reward continuous improvement to

how we work and what we do

Possible Success FactorsBrainstorm as many possible factors that will

contribute to successfully delivering the objective. Factors may include:Skills or Capabilities

Relationships or InteractionsConstraints or Targets


Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40





differentiators



Strategy Mapping: Actions?Improve the quality of our

code before it goes to customers


needs or wants

Increase frequency of releases to respond better

to the marketplace



they happen

Encourage and reward continuous improvement to


Possible Success FactorsBrainstorm as many possible factors that will

contribute to successfully delivering the objective. Factors may include:Skills or Capabilities

Relationships or InteractionsConstraints or Targets

Necessary ConditionsMinimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until

an actionable backlog items are identified.






Agility Goal



My Conditions/Action Items

Improve the quality of our code before it goes

to customers


needs or wants

Increase frequency of releases to respond better to

the marketplace



they happenEncourage and reward continuous improvement to


Possible Success Factors

Necessary Conditions

Encourage pairing between team members

Provide training on test-first practices

(TDD, ATDD, BDD)

Discuss with teams on ideas to reduce technical debt

Set up Continuous Integration environment

Research code analyzers

Establish a monthly release coordination

meeting

Get out of the building and test concepts with high-

level prototypes

Improve Branching Strategy

Evaluate Shared Environments

Provide money for team-based rewards when

goals are met

Discuss ways to encourage innovation outside of backlogs







Where to Go NextWhat to Do NextWhat to Do Next



Example Strategy Map



Enablement Backlog

Provide training on test-first practices

Discuss with teams on ideas to reduce technical debt

Set up Continuous Integration environment

Establish a monthly release coordination meeting

Improve Branching Strategy

Evaluate Shared Environments

Provide money for team-based rewards when goals are met

Action Items broken down into smaller deliverables

Each backlog item has owner

Owner pulls team together

Track progress on task board



Coaching Map

© 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12

How are people handling the change?



LeadershipBefore 6 Months Later

Some strong leadership Transition Team is the glue

Willingness to try Agile Learning to be catalysts

Agile is Engineering Process Agility is second nature

Compelling need Sustaining change© 2012 BigVisible Solutions, Inc.. All Rights Reserved


OrganizationBefore 6 Months Later

Teams were relocated into same working spaces of cubicles

Teams having collaborative areas along with cubicles

Limited information sharing / learning through intranet and company trainings

Information sharing and learning through Communities of Practice

Highly specialization of skills through hiring and training

Hiring of “Agile” skills with diversity for more generalists

Metrics focused primarily on financial/business results

Metrics being used as feedback for improvement and agility capabilities



Product / Business StrategyBefore 6 Months Later

Product Discovery separate Team working on product discovery /development

Little knowledge of Vision or Strategy Teams using Business Model Canvases to understand business

Backlog of Project Initiatives Minimal Viable Product for Feature using Lean Startup (Build-Measure-Learn)

Customer Validation through Learning Labs and Split Testing

Customer Validation through Cohort Testing in Production using Analytics



DeliveryBefore 6 Months Later

8 - 10 Proposed Scrum Teams 18 Feature and Operational Teams

Monthly Release Targets Monthly Combined Release Deliveries

Little coordination ahead of release Monthly Release Coordination, some Forecasting

Offshore teams doing their own form of Agile

Internal Coaches hired/trained, went through same process as other teams

Branching and merging for releases Continuous Integration and Testing



ExecutionBefore 6 Months Later

Group of individuals Team members sharing roles to deliver

Regression Test Automation BDD Functional, Unit Tests

High Fidelity Prototypes ahead UX Ideation with “right” fidelity within team

Code Shared/Owned Across Teams Most code shared and owned by team

Technical Debt out of control Addressing past debt within stories



When to leave?


Skip Angel!Principal Agile Consultant!

[ ]: 425.221.7117![ ]: [email protected]![ ]: www.bigvisible.com!

m!e!u!


big visible journey to agility agile 2012-0

Documents

bigvisible solutions

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strategy mapping source

coaching cycle

organizational agility

possible factors

dave sharrock

lykuxj40 agility goalimprove