iit academy - masterclass - enterprise agile
TRANSCRIPT
Enterprise AgileMasterclass @ Industrie IT Academy
hello!
Beginner Practiced MasterExpert
just starting the journey
a few years, know the concepts
significant experience,
delivered results
let’s learn from each
other
about you
about me• Launched six startups in past 2 years - fashion, recruitment, education, creative tech,
publishing, volunteering
• First Scrum Master at the biggest bank in Australia, beach head agile coach at international bank, responsible for orchestrating one of Australia’s top 10 brands toward agility
• Transformed across industries gaming companies, home loan providers, financial institutions, international tech, government, health organisations - 240% productivity in 6 weeks
• Facilitates Sydney Scrum - biggest and one of the first Agile MeetupsPioneered multi-language offshore scaled agileOrchestrate Industrie IT’s Academy: Agile two-time IMA award winner
CBA innovation award
2011
government health - data APIs banking - mobile payments mortgage finance provider - rescue, stabilise, transform
case studies1
2
3
Let’s design our masterclass
~10 mins per section
• What is agility? • Enterprise characteristics of agility • Enterprises with agility • Next steps on agility journey
~ 10 mins per section
• government and health - large data set, critical service, company growth anti-patterns, no co-ord.
• mobile payments - huge enterprise new to agile, fast-follow strategy, “risk averse”
• mortgage financing - web-based, distributed offshore with complex vendors; both rescue and remediate
YOUR TOPICS
AGILITY CASE STUDIES
agility?what is
The Agile Manifesto
RESPONDING TO CHANGE over following a plan
INDIVIDUALS & INTERACTIONS over processes and tools
USEFUL PRODUCTover comprehensive documentation
CUSTOMER COLLABORATION over contract negotiation
What is Agile?
Why
IS CONSTANT & ACCELERATING
ABILITY TO RESPOND
CHANGE
COMPETITIVEADVANTAGE=
What is Agile?
The Paradigm Shift
from INVESTORS to SCIENTISTS
What is Agile?
Concepts
BACKLOGS & ROADMAPSWhat business needs most
MINIMUM VIABLE PRODUCTShorten learning cycle
RETROSPECTIVESContinous Improvement
XP
Practices
SCRUM KANBAN
SCALING
+ BDD, TDD, RAD, & MANY MORE...
LEAN & 6S
6σ
What is Agile?
Target State
WHY?People culture for growth
WHAT? Empirical approachHypothesise, model & test
HOW? Incremental & IterativeProducts, People & Processes
What is Agile?
agility?do we have
Maximize ROIMARKET BETS TO CONSTANT INNOVATION
Invest In PerformanceFTE TEAMS TO FEATURE TEAMS
Voice Of CustomerONE PHASE REQ’M TO CUSTOMER DELIGHT
Are we Agile?
Are we Agile?
Voice Of CustomerONE PHASE REQ’M TO CUSTOMER DELIGHT
Product Ownership
Prioritisation
Concept & Inception
Roadmapping
Sponsorship
Benefits
Measurement
Visibility Structures
Invest In PerformanceFTE TEAMS TO FEATURE TEAMS
Systems Thinking
Engineering Excellence
Information Sharing
High Performance Teams
Alignment Structures
Domain Driven Design
Empowerment Over Process
Reduce Interdependencies
Are we Agile?
Maximize ROIMARKET BETS TO CONSTANT INNOVATION
Finance Structures
People & Hiring Structure
Contractual Structure
Support & Learning Structure
Feedback Structure
Are we Agile?
agility?who else has
“Agile isn't just about software development these days. Agile can certainly be about people, managerial,
organizational, and executive development.” 8
Victoria King, M.D. &
Eric King, Davisbase Consulting
“In today's world, every company is at risk of having a ‘Kodak Moment’ watching its industry and the
competitive advantages it has developed over years, even decades, vanish overnight.Everyone needs agility.” 3
David Butler, Vice President of
Innovation & Entrepreneurship
“60% of program spend is now on Agile projects.” 7
Craig Fischer, CIO
“The team that had literally dozens of internal customers…organized a customer council… [that
identified scope] for good of all, in order of value to Amazon overall.” 9
Alan Atlas, Amazon’s first Agile Coach
“Australia of the future has to be a nation that is agile, innovative, creative.” 10
Malcolm Turnbull, Prime Minister of Australia
“I say [adopting agile] that not as a value statement, but as a strategic necessity.” 11
Patrick Eltridge, ex-CIO
now CIO, Royal Bank of Scotland
“In the financial services industry, risk is critical,” “That was an amazing turnaround for a quite conservative part of the industry, and they could make a difference
earlier in the process than ever before.” 12
Pete Steel, ex-CIO Retail and Business Banking
now Executive General Manager, Digital
“Turning to agile to cope with the madness of our high-speed digital-obsessed 21st century makes all the
sense in the world.” 13
Nigel Dalton, CIO
“Results: doubling its productivity every year.. 30 percent more new functionality to business units at lower cost every quarter. Agile could also translate beyond the IT organisation. The CEO asked us to
go Agilise the entire company500 people from line-of-business units have already receive Agile training. We stepped completely out to
act as coaches and mentors, and within two weeks we had moved 50 per cent of our total delivery capacity onto this program under the auspices of four people
that had never led anyone before. It’s been a phenomenal exercise, and a phenomenal success.” 14
Jeff Smith, ex CEO of Suncorp Business Services
now CIO, International Business Machines (IBM)
Who has agility?
“21st century services require a 21st century approach to delivery - one that focuses foremost on speed to delivery and
ability to scale while focussing on user needs, rather than the traditional approach of repeatable process, risk
minimisation and cost efficiency. Agile approaches have enabled Healthdirect to achieve its current market position and are increasingly critical to ensure alignment with the
new approaches to government services referenced by Prime Minister Turnbull and the Digital Transformation Office.”
Bruce Haefele, Chief Architect
FAMILY PRACTICE GP
“Measure not hours, but great works accomplished by our people.” 4 6
Patty McCord, Chief Talent Officer
on the journeynext steps
Autonomy Mastery Purpose
Toward agillity
DRiVE
• Harlow, H.F. (1949) The formation of learning sets, Psychological Review 56: 51-65. • R. M. Ryan & E.L. Deci (2000), Self-Determination Theory and the Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions, Contemporary
Educational Psychology 25, 54–67 (2000). • Pritchard, R., Campbell, K., & Campbell, D. (1977). Effects of extrinsic financial rewards on intrinsic motivation. Journal of Applied Psychology, 62, 9–15.
SENIOR MANAGEMENT
vision + context over command
& control
enable alignmentvia co-ordination +servant leadership
OPERATIONALMANAGEMENT
rigourously improve beyond highperformance
SELF-MANAGED TEAMS
Toward agillity
case studies
Big Data + API
government& health
Challenges• huge cost and schedule over-runs • continous scope creep • no project end in sight • people quitting due to low morale • no clear list of priorities • massive context switching • “no time to make time, no time to plan”
PRESENTATIONIIT AGILE PRACTICE
PRESENTATIONIIT AGILE PRACTICE
Transformation Target
• Anything that’s better than current• trust • higher productivity • a completed project • (later) Save money; create sustainable delivery
actions taken
PRESENTATIONIIT AGILE PRACTICE
• how much work left? • product road map? • how much work in flight? • how much context switching? • how much clarity of purpose?
Create Clarity of Purpose
0!
10 !
20 !
30 !
40 !
50 !
60 !
70 !
80 !
1! 2! 2! 3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18!
Velo
city!
Week!
Team B!
Team A!
Existing Average!
New Average!
+340%
mobile platform
banking
Challenges• 2003 Forrester Research - ‘New
Payment Systems’ Survival Guide • new product, new market, new platform • will be beaten to market by competitor -
need to produce a fast follow • normal project - few $M and 6-18mths • strong push for a product differentiator
“the bump”
PRESENTATIONIIT AGILE PRACTICE
PRESENTATIONIIT AGILE PRACTICE
Transformation Target
• Speed to market• Lower product risk • (later) Save money; create sustainable delivery
actions taken
PRESENTATIONIIT AGILE PRACTICE
Done is better than perfect
the result
PRESENTATIONIIT AGILE PRACTICE
First 18 months: • 800,000 people have downloaded of 4.3 million
active users • Total of $6.7 billion in transfers and payments • $8,375 per user • twice a day logins
Strategically• created new market, with the biggest slice of pie • continuous innovation and agility
rescue teams
mortgage financing
Challenges• Multi-language, offshore teams • Many vendors • Project and cost overruns • < 60% of feature parity with intended
sunset system; promised to market • Endemic crunch time • Mis-communication, low morale • Us vs. them mentality
PRESENTATIONIIT AGILE PRACTICE
PRESENTATIONIIT AGILE PRACTICE
Transformation Target
• High-performing, self-organised scaled squads • Teams that continually keep and deliver on promises • Maximal return-on-investment
Actions
PRESENTATIONIIT AGILE PRACTICE
• “Keep our promises” • Agile Coach, training Product Owners, Scrum
Masters, Teams and organisation overall • Incrementally increasing definition of done • Wide scope of change - product ownership,
interactions with vendors, product ownership, road mapping, squad composition
Invest in people
8 SPRINTS
65 points targeted15 delivered
36 SPRINTS
47 points targeted 47 delivered
stabilisation teams
mortgage financing
Challenges• 110+ major bugs on product system • No focus on fixing problems - new
functionality added to unstable target • No focus on technical excellence or
devops
• Stabilise the squad - create operational cadence • Stabilise the system • Meet and exceed expectations
Transformation Target
1. Coaching on three wastes - muri, muda, mura 2. Daily Inspection of visual board designed as pull system 3. Daily impediment removal 4. Create conditions for flow
• Autonomation • People Development • Continuous improvement • Adherence to technical excellence
5. Reduce work-in-progress (WIP) 6. Role modelled Genchi Genbutsu (Shop Floor Attitude)
Actions
Proof @ Aussie
Started the kanban squad
Proof @ Aussie
your topics
next:scaling agile future businesses
thank you!
feature teamsappendix
TEAM PERFORMANCE
TEA
M T
O P
ERFO
RM
1 2 3 4 5 6 7 8 9 10 11 12 13 TIME
FORM STORM NORM PERFORM• NOT ALL TEAMS ARE EQUAL
• TEAMS REQUIRE TIME TO PERFORM
• TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE
• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM
TRADITIONAL RESOURCE MANAGEMENT
TEA
M T
O P
ERFO
RM
PROJECT 1 PROJECT 2 PROJECT 3
• HAVE DIFFERENT PEOPLE
• RE-LEARN TEAM NORMS
• STARTS WITH ZERO PERFORMANCEBEHAVIOUR
• PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A “HOCKEY STICK CRUNCH”
CONSTANTLY REFORMING
TEAMS
PROJECT 3
TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE
CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW
WAT
ERFA
LL P
OR
TFO
LIO
PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4
• NOT ALL TEAMS ARE EQUAL
• TEAMS REQUIRE TIME TO PERFORM
• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM
UNPREDICTABLE PRODUCTIVITY
ACROSSPORTFOLIO
WHY PRESERVE PERFORMANCE?
TEA
M P
ERFO
RM
AN
CE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
HIGH PERFORMANCE
TEAM
MEDIUM PERFORMANCE
TEAM
POOR TEAM
~240% greater
KEEPING TEAMS TOGETHER
TEA
M P
ERFO
RM
AN
CE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
TEAM
FIXED TEAMS, INDIVIDUAL ROTATIONS
TEAM A
TEAM B
TEAM C
TEAM D
JUL
JANFEB
OCT
Rotate individuals occasionally forpersonal and professional growth
further reading
appendix
further reading1. TEDTalk: Drive: The Surprising Truth About What Motivates Us
iit.life/drive2. TEDTalk: How Great Leaders Serve Others
iit.life/david-marquet 3. Book: Coca Cola: Design to Grow with Scale and Agility
iit.life/coke 4. Slide Pack: The Netflix Culture
iit.life/netflix 5. Website: The Agile Manifesto
iit.life/agilem