enabling enterprise business agility · agility overview. build internal eba leaders (ebas)...

Enabling EnterpriseBusiness Agility

Copyright© Agile Transformation Inc.

Org Agility:- Lean Portfolio Mgmt.- Value Stream Structure- Lean Product Maturity

Enterprise Business Agility:- Anticipate Customer Needs- Sustain Learning & Culture- Continuous Growth

The EBA Transformation Journey• Team of Teams Agility:

- Scaling Agile (SAFe)- DevOps Maturity- Leadership & Culture

• Talent Development, Innovation & Operational Agility:- Customer Seat at the Table- Talent Dev, HR Transformation- Ops, Finance, Legal, Audit, Sales/Mktg

Measuring What Matters | Team Agility (Outcomes, Maturity, Performance) | Enterprise Agility (Flow, Value, Quality)

Team Agility:- Agile Adoption (Scrum, Kanban)- Cross Functional Stable Teams- Agile Tools and Workspace


Enterprise Business Agility http://www.agilityhealthradar.com/EBA


EBA Workshops By PillarCustomer Seat at the

Table

Lean Portfolio

Management

Org. Structure &

Design

Agile Framework &

Mindset

Leadership & Culture

Make It Stick / Sustain

http://www.agilityhealthradar.com/eba-workshops

SAFe Value Stream Design

Product Maturity Assessment & Growth Plan

Portfolio Team Design & Delivery

Optimization

Org & Value Stream Design

Overview

Team Health Assessment & Growth Plan

Leadership Agility Overview

Build Internal EBA Leaders

(EBAS)

Business Outcomes &

OKRs (Product)

Customer Seat Deep Dive

5 Day Discovery Sprint

Business Outcomes &

OKRs (Portfolio)

Lean Portfolio Management

Planning

Value Stream Discovery

Basic & Advanced Agile

for Teams, POs & SMs

Scaling Agile Across the Org.

Leadership Triangle

Collaboration

Role of Agile Leader/Manager

Leadership Agility Health Assessment & Growth Plan

Leadership Agility

Transformation Program

Measuring What Matters Strategy

AgilityHealthFacilitator

Certifications

Agile Talent & HREnabling Portfolio FLOW


Lean Portfolio Mgmt


Enterprise Value Stream

Agile Delivery

Delivery ManagementDemand Management

Opportunity Assessment Solution Discovery

Customer Insights and Feedback

Operations & SupportStrategic Outcomes

Is this the right market opportunity?

What’s the business value?Who are the customers?

What problem are we solving?What’s the risk, cost,

constraints?Grow or transform?

Do we need to experiment (learn), nail it (MVP) or scale

it (MMP)? What should we build and

for whom?What metrics will help us

validate/test our assumptions?

Build the min features that quickly achieve the outcomes and key results

Measure resultsValidate, learn and pivot

Share insights


Align Through the Levels

Team Outcomes

& Goals

< 3 MonthsTeam

Capacity User Stories

< Iteration Iteration Outcomes & Performance

Team Growth Items

Team

of

Team

s

Quarterly Outcomes

3 MonthsTeam of Teams

Capacity Features

1 - 3 Months Team of Teams Outcomes & Performance

Team of Teams Growth Items

Port

folio

1 Year Outcomes

< 1 Yr.

Investment Epics and Capabilities

3 – 12 Months Portfolio Outcomes & Performance

Portfolio Growth Items

Ente

rpris

e

3 Year Outcomes

3 Yrs. KPIs & Enterprise

PerformanceBudget Portfolio

Business Plan

1 Yr.Enterprise

Growth Items

Strategy Funding Work Results

Roll-

up a

nd R

emov

e O

bsta

cles

Alig

n an

d Ac

hiev

e O

utco

mes

GrowthToday we create 3 year strategy then focus all our effort on the

‘Work’ alignment column.

Tomorrow, we need to shift

focus to ‘Strategy’ alignment

and outcome delivery over

output.


Shifting from OUTPUT to OUTCOMES

Outcomes vs Output

Objective: Create an Awesome Customer Experience Key Results: • Improve Net Promoter Score from X to Y. • Increase Repurchase Rate from X to Y. • Maintain Customer Acquisition Cost under Y.

Output (Epic/Capability): • Launch MVP2. • Redesign the customer journey. • Analyze existing UX experience gaps.


Example: Annual OutcomeTitle:

Hypothesis:

Key Results / Metrics:

Title Progress Metric Now Target Teams

Increase SMB membership

Active Members

30K 60k SMB Sales

Increase Conversion Rate Activation 72% 85% SMB Delivery

Quote applications for new products

Quotes 0 45K SMB Marketing

Overall Progress:

Customer/org Impact metric

New & Compelling Non-medical SMB products

We believe that by launching new SMB non-medical benefits insurance products to the market we will increase our market share for small business members.


Outcome Definition | Team of Teams Level

Objective Title:

Hypothesis Statement/Description:


Title Progress Metric Now Goal Groups/ Team(s)

Increase NPS score above 8 NPS(4)

5 8 Mktg

Conduct 3 customer interview meetings

Interviewmeetings(0)

2 3 Mktg

Fix top 3 pain points for top 3 customers

Pain Points(0)

5 9 Program Alpha(5 sub teams)

Improve customer satisfaction

We believe that by addressing the top 3 pain points for our top 3 customers we will achieve higher customer satisfaction.

Overall Progress:

60%

66%

55%

60%



Outcome Definition | Team LevelObjective

Title:Hypothesis Statement/Description:


Title Progress Metric(baseline)

Now Goal Groups/Team(s)

Customer satisfaction NPS(5)

6 9 CustomerSuccess

Test automation coveragefor critical path use cases

Automation(0%)

20% 100% LAVA Team

Reduce escaped defects in production

Escaped defects(14)

7 0 LAVA Team

Increase quality and reduce escaped defects

We believe that by investing in test automation for our critical path customer journey use cases we will decrease the number of escaped defects in production.

Overall Progress:

60%

20%

55%

43%


50%


Types of Key Results IMPACT/LAGGINGMeasure the Business or

Customer results you aim to achieve, make take more than a

quarter to measure.

LEADINGMetrics we have control

over that we can measure within the quarter/PI to validate we’re on track.

BALANCINGGuardrail metrics defined to protect against unintended

consequences

IMPACT/LAGGINGAcquisition, Activation,

Revenue, Retention, Referral, Cost Reduction, Market share

LEADINGSuccessful experiments,

confidence of pilot users, page performance

improvement, search results matching new offering,

BALANCINGEnsure quality doesn’t decrease if you have a ‘go faster’ metric.

Examples


Types of Quarterly Outcomes TEST IT (EXPERIMENTS)

Your idea is new and hasn’t been proven so you should focus this quarter on running experiments and validating your assumptions. This outcome is usually owned by your Discovery team members.

NAIL IT (MVP)You’ve validated the idea and are now ready to build

an MVP so you should pick metrics that prove the MVP is valuable, usable, feasible. Also consider

performance and quality metrics.

SCALE IT (MMP)You’re ready to hit the market so now you can measure Pirate like metrics and market share

expansion, revenue and customer success metrics. Consider balancing metrics.


Mapping Output to Outcomes

Team Outcomes

& Goals

< 3 Months

User Stories

< Iteration

Team

of

Team

s

Quarterly/PI Outcomes

10 – 12 weeksCapabilities >

Features

10-12 weeks

Port

folio

1 Year Outcomes

< 1 Yr.

Epics

3 – 12 MonthsEn

terp

rise

3 Year Outcomes

3 Yrs.

Strategy & Outcomes(AgilityHealth)

Work(Jira, Agile Central, V1)


Sample Calendar for Aligning the Cadences January February March

April May June

July Aug Sept

Oct Nov Dec

PI 19.2 Planning | PI Execution | PI Demo, I&A

PI 19.3 Outcomes Planning | Discovery & Validation | Refinement


PI 19.4 Outcomes Planning | Discovery & Validation | Refinement


Enterprise & Portfolio: 2020 Yearly + PI 20.1 Outcome Planning & Discovery


PI 19.2 Discovery & Validation | Refinement

PI 19.3 Portfolio Outcomes Planning (portfolio team 2 PIs ahead)


Enterprise Visibility Room (EVR)

Where Quarterly Portfolio Planning Occurs


Enterprise Visibility Room (EVR)Health & Maturity

Customer Segments &

Personas

Performance KPIs

Strategic Intent & Themes

Quarterly Outcomes

Budget & Theme

Allocation

impe

dim

ents

/ O

bsta

cles


AgilityHealth Outcome Alignment Dashboardhttps://d7u6i3.axshare.com/gfc_enterprise.html

https://d7u6i3.axshare.com/gfc_enterprise.html


Lean Portfolio Mgmt Team• Aligns Strategic Intent & Themes

• Aligns outcomes & initiatives (epics)

• Reviews, approves & prioritizes portfolio work

• Manages the Portfolio Kanban & backlog

• Performs quarterly planning

• Reports progress toward outcomes, investment & performance targets

• Remove portfolio-level obstacles

Enterprise Architect Or Lean

Governance

Portfolio Manager(s)

Portfolio Owner(s)

Portfolio Mgt. Team


Enterprise Demand LPM Team

Lean Governance


Portfolio Owner(s)

Risk, Ops, Mktg, Legal ..etc

Alignment to strategic intent (3 yr outcomes)Portfolio business planOpportunity assessmentDefine 1 year outcomes & EpicsQuarterly outcome alignment to outputMake tradeoff decisionsRemove obstacles

Sponsor

Alignment of delivery teams to outcomesVisibility and measurement of outcome progress (manage dashboard)Visibility and removal of obstaclesSchedule and facilitate portfolio ceremonies

Capacity planning and allocationInvestment allocationPerformance measurementForecastingRemove obstacles

Use this as a guide and adjust these jobs to be done as needed


Delivery LPM Team

Portfolio Architect


Portfolio Owner(s)

Portfolio Mgt. Team

Alignment to strategic intent (3 yr outcomes)Define 1 year outcomes & EpicsQuarterly outcome alignment to outputMake tradeoff decisionsRemove obstacles

Alignment of delivery teams to outcomesVisibility and measurement of outcome progress (manage dashboard)Visibility and removal of obstaclesSchedule and facilitate portfolio ceremonies

Architectural vision and runwayOpportunity assessment and feasibilityAlignment and mentorship of solution architectsRemove technical obstacles

Use this as a guide and adjust these jobs to be done as needed


Planning Cadence: Enterprise

Team Outcomes

& Goals

< 3 Months

Team

of

Team

s

Quarterly Outcomes

3 Months

Port

folio

Strategic Themes & Outcomes

< 1 Yr.

Ente

rpris

eStrategic Intent

1 – 3 Yrs.

StrategyAl

ign

& E

labo

rate

Part 1-Enterprise

Level

Part 1: Vision & Strategy- Clarity on 3 year Vision & Strategic Intent- Define market strategy and how to win ( market segment,

product, customer experience, channels)- SWOT and market analysis data- Define 1 year outcomes and investment allocation (run, grow,

transform)- Define investment pool - Identify delivery portfolios needed and shared outcomes

Part 2: Delivery Portfolio Alignment.- Review vision, strategy and 1 year outcomes with delivery

portfolio leaders- Alignment of delivery portfolios to 1 year outcomes- Optimize delivery portfolio teams design to enable flow- Identify risks, gaps and mitigation plan- Seed initial enterprise risks/obstacle board

Annual Planning with Quarterly Check-Ins


Planning Cadence: Portfolio

Team Outcomes

& Goals

< 3 Months

Team

of

Team

s

Quarterly Outcomes

3 Months

Port

folio


< 1 Yr.

Ente

rpris

eStrategic Intent

1 – 3 Yrs.

StrategyAl

ign

& E

labo

rate Part 2-

Portfolio / Value

Stream Level

Day 1: Demand Mgmt.- Review Vision & Strategic Intent- Review and align on Strategic Themes (Annual

Outcomes)- Create quarterly outcomes- Outcome readout and refinement- Build/Update Visibility Room /Outcome Dashboard

Day 2: Delivery Mgmt.- Review/modify allocation & investments- Review/modify current team of teams design- Align team of teams to outcomes- Update obstacle board- Retro on meeting planning, ceremonies, roles, etc.- Agree on next steps


Planning Cadence: Team of Teams

Team Outcomes

& Goals

< 3 Months

Team

of

Team

s

Quarterly Outcomes

3 Months

Port

folio


< 1 Yr.

Ente

rpris

eStrategic Intent

1 – 3 Yrs.

StrategyAl

ign

& E

labo

rate

Part 3 -Team of

Team Level(PI/Big Room

Planning)

Day 1:- Vision & strategic themes- Present quarterly outcomes and top

deliverables/features- Architecture vision and practices- Team breakouts & planning- Draft plan review

Day 2:- Team breakouts & planning- Final plan review and alignment - Team capacity, roles and allocation adjustments- Review dependencies, risks, skill gaps- Confidence vote- Planning retrospective


Org & Team DesignLeadership Triangle Teams


Organizational & Team Design

Portfolio

Team 1 Team 2

Team of Teams

Considerations• Logical/virtual not physical re-org• Demand Portfolios vs Delivery

Portfolios• How to optimize for ‘FLOW’?• Capability Strategy Teams?• Journey Owners?• Enablement teams?• Skill and knowledge gaps?• RUN | GROW | TRANSFORM

allocation


Team – “Leadership Triangle”Business VisionWhat? Why?

ProcessFacilitatorTechnical

Vision

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Backlog


Team of Teams Level

PULL

from

the

Back

log

Product Manager

Program Mgr. / RTE

Team of Teams Backlog

System / Solution Architect

Stakeholders


Portfolio – LPM Team

Team of Teams 1 Team of Teams 2 Team of Teams 3

Portfolio Owner / Leader

Portfolio Mgr.Enterprise Architect

PULL

from

the

Back

log

Portfolio Backlog


Enterprise Team

Exec. Sponsors Team

Enterprise Strategy & Portfolio Mgmt. (APMO)

Enterprise Architects PULL

from

the

Back

log

Enterprise Backlog

Portfolio 1 Portfolio 2 Portfolio 3


Conceptual Design6 Ways to Integrate Demand and Delivery Portfolios

P1 P2 P3 P4 P5

Enterprise Demand Portfolios

Shar

ed D

eliv

ery

Port

folio

s

Shared Delivery teams support demand

portfolios by:

1. Dedicated Team(s)2. Embedding people3. Accept backlog items4. Knowledge Transfer5. Expose APIs6. Intersourcing (co-

development)

P6


Customer Seat at the Table


Enterprise Value Stream

Agile Delivery

Delivery ManagementDemand Management

Opportunity Assessment Solution Discovery

Customer Insights and Feedback

Operations & SupportStrategic Outcomes

Dual Track AgileJourney MapsLean Canvas Discovery Sprints

Customer Personas

Mobius Loop


Product Health Radar

You can perform a deeper

assessment of your Product Development Maturity using

this radar.


Discovery and Delivery TeamsBusiness

VisionWhat? Why?

Release Plan

How

Technical Vision

ProcessFacilitator

Product Mgr.

UX Designer

Solution Lead

Discovery Delivery


Discovery Teams

Product Mgr.

Journey Owner (CX)

Solution Lead

Discovery Team

Jobs to Be Done:

Engage in Quarterly portfolio planning to define quarterly outcomes

Work one quarter/PI ahead of delivery teams to do discovery and validation of ideas and quarterly outcomes

Perform discovery activities to validate problem and solution, prototype and run experiments.

Define clear set of features that have high probability of achieving outcomes. Refine features before PI planning.

Feasible

Valuable Usable


The Mobius Loop – Discovery to Delivery


Dual Track Agile | Discovery & Delivery

By Marty Cagan and Jeff Patton. Learn More: http://bit.ly/2j8cFQk

http://bit.ly/2j8cFQk


Discovery to Delivery Mobius Loop


Measurement and Metrics


The 3 Metrics That Matter

Key Metrics

AgilityHealth® is a single source of truth for your enterprise teams and their maturity, performance and outcomes

Business outcomes are THE metric that matters,

performance and maturity tell us WHY we’re not achieving outcomes.

Collected through the radar surveys as a

retrospective

Collected through integration or metrics

owners

Created collaboratively and aligned across the

organization.

4 Levels of Metrics

Enterprise

Portfolio/ LOB

Team of Teams

TeamTeam Health & Performance

DevOps, Product Mgmt. & ART Health

Enterprise Business Agility

Org Agility = Rollup of Team Maturity & Performance

Enterprise Agility = EBA Rollup

EBA Implementation Schedule


EBA Implementation (Sample Schedule)

2 DayEBA

OverviewWorkshop

3 Day Jump Start

Coaching

Stand up LPM Team

Coaching

Finalize Outcomes

WorkshopLPM Quarterly Planning

November December January February March April May June July August September October

LEARN

LPM & ORG DESIGN Jump Start Track CHECK

IN

19.1 19.2 19.3 19.4

PRODUCT MATURITY & DISCOVERY Jump Start Track CHECK

INWorkshop

3 Day Jump Start

Coaching

Execute Discovery & Outcomes5 week discovery, 5 week refinement

AssessmentProduct health

Stand up Discovery TeamLearn Discovery

MEASUREMENT AND METRICS Track

CHECKIN

Workshop

Measurement Strategy

Assess Baseline, Grow, Re-Assess

Go Deep or Go WideTeam Health, Dev Ops, Product Health

MeasurementStrategy

Baseline EBAAssessment

EBA OverviewLPM & Team Design

Outcomes & OKRs


Org. Value Stream Design

EBA Workshops By PillarCustomer Seat at the

Table

Lean Portfolio

Management

Org. Structure &

Design

Agile Framework &

Mindset

Leadership & Culture

Make It Stick / Sustain

Lean Product Health

Assessment & Growth Plan

Portfolio Team Design & Delivery

Optimization

Organizational Design Overview

Team Health Assessment & Growth Plan

Leadership Agility Overview

EBA Leaders & Strategists (EBAS)

Business Outcomes &

OKRs (Product)

Customer Seat Deep Dive

5 Day Discovery Sprint

Business Outcomes &

OKRs (Portfolio)

Lean Portfolio Management

Planning

SAFe Value Stream Design

Agile for Tech & Business Teams

Scaling Agile

Leadership Triangle

Collaboration

Role of Agile Leader/Manager

Leadership Agility Health Assessment & Growth Plan

Leadership Agility

Transformation Program

Agile Talent Mgt. & HR

Measuring What Matters Strategy


Enabling Portfolio FLOW

AgilityHealth Facilitator Cert.


enabling enterprise business agility · agility overview. build internal eba leaders (ebas)...

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