leading agile change - agilevancouver 2011
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An often overlooked aspect of large agile transformations is how we lead that transformation. The elephant in the room, if you like, is that many coaches and transition consultants focus on helping teams become more agile, while not walking the walk themselves. It is extremely difficult to rely on many frameworks like Scrum or Kanban for managing the work of the transition team or leadership team in a large organization. We talk the talk with our teams, but don’t walk the walk.TRANSCRIPT
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Walking the Walk
Leading Agile Change
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Dave Sharrock
email: [email protected]: @davesharrockskype: dave.sharrock
regulatory international B2B
MBA English IPO agile husband start-up technology
newly-minted Canadian
executive leanstartup outsourcing father
large-scale transitionsB2C data analysis kanban
seismology scrum organizational excellence
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Much Ado About Agilea tale of an agile transition with three characters: the teams, the scrum masters and the coaches
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
Tea Tea Tea
Scrum of
• Co-located phase to build internal capabilities
• Local phase to scale across the organization
Setting the scene
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Agile Teams
Followed a common pattern
Formed cross-functional, co-located teams
Focussed on shippable product increments
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Scrum Masters and Internal Coaches
Some inconsistencies
Lower impact stand-ups
Break out into smaller units
But co-located, shared calendar, shared outcomes
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Coaching Transition Team
External coaches
Quickly emptied backlog
Shared product ownership slow to emerge
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
•Happy ever after, except:•What opportunities did
we leave on the table?•What message did we
communicate?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership Teams What makes leadership teams different to other working teams
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
working teams vs. leadership teams
leadership as a group activity
leadership teams emerge at scale
tools constrain way of thinking
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
The Greiner CurvePhases of small business growth as a function of organization size (Greiner, 1972, 1998)
Discontinuity between leadership and activity requires more coordination
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
working teams vs. leadership teams
leadership as a group activity
leadership teams emerge at scale
tools constrain way of thinking
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growth in team-based leadership
• Recognized as emerging trend
• Companies continue to change how they work
• Learn about team dynamics, but don’t differentiate leadership team dynamics
What Makes Teams Work, Susan G. Cohen & Diane E. Bailey, Journal of Management 1997, 23 (3)
0% 17.500% 35.000% 52.500% 70.000%
68.00%
28.00%
1993
1987
Employee Participation Groups
0% 25.00% 50.00% 75.00% 100.00%
91.00%
70.00%
1993
1987
Self-managing Work Teams
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
working teams vs. leadership teams
leadership as a group activity
leadership teams emerge at scale
tools constrain way of thinking
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Team Definitions
What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite, Susan G. Cohen & Diane E. Bailey, Journal of Management 1997, 23 (3)
Work Teams stable, full-time, well-defined; self-managing teams involve employees in decisions
Parallel Teams parallel to formal organization, lacks authority, often only makes recommendations
Project Teams time-limited, focussed on one output, multi-tasks rather than sequential work
Leadership Teams
apply collective expertise, integrate disparate efforts, share responsibility for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Working Teams• External product ownership• Dedicated• Cross-functional...and does
the work
Leadership Teams• Internal & shared product
ownership• Rarely dedicated• Cross-functional (represent all
skills required to deliver)• Delegates the work
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
working teams vs. leadership teams
leadership as a group activity
leadership teams emerge at scale
tools constrain way of thinking
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Tools Define Process, and Contemporary Management Tools Doubly So
• Group-based leadership share responsibility for success
• Requires coordination required across the whole enterprise...
• But management tools reinforce localized silo behaviour
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Negatively reinforcing loops
weak accountability
silo behaviours
uncontested vague commitments
local optimization of effort/results
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Positively reinforcing loops
strong accountability
shared ownership of
outcomes
(small) definite commitments
focus on customer value, not local wins
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Next Steps
• First, recognize when this might be an issue
• At scale
• For leadership team type
• Second, break negatively reinforcing loops
• Transparency
• Focus on whole
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Agile Strategy Mapping How to create and work with the Agile Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
• Shape defines strategic relationships• Leads to independent actions• Weak control mechanisms• Lacks holistic perspective
• Broadens scope for multiple strategic relationships
• Generates teamwork and shared outcome ownership
• Allows for outcome-driven control of effort (just enough effort)
• Holistic perspective allows for responsive action
vs.
Agile Strategy Mapping guides effective action
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Theory of Constraints: Intermediate Objectives (IO) Map
Goal
Critical Success Factor #1
Critical Success Factor #2
Necessary Condition 1a
Necessary Condition 1b
“In order to achieve the goal, I must have CSF #1 and CSF #2”
“I must have NC 1a and NC1b in order to achieve CSF #1”
The Logical Thinking Process: A Systems Approach to Complex Problem Solving, H. William Dettmer
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
At least one product line is able to deliver potentially
shippable product at the end of every Sprint
Strategic Objective(s)Description of a desired outcome with key differentiators
Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints 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.
Starting with a shared, well-understood objective
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
At least one product line is able to deliver potentially
shippable product at the end of every Sprint
Enterprise-wide knowledge building and
experience sharing
Teams focusing on delivery customer value
together
Empirical Process Control, Iterative &
Incremental
Well groomed Product Backlog with sufficient
look-ahead
Teams understand and practice continuous
improvement
Establish accepted Quality System for the
whole Scrum Team
Separation of Sprint activities from Release
activities
Tools that enable emerging processes, not
shape them
Common understanding of Potentially Shippable
Product
Dedicated X-functional teams, spanning
the entire product stack
Strategic Objective(s)Description of a desired outcome with key differentiators
Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints 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.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Possible Success Factors
• Working from the Objective, work in your groups to define Possible Success Factors
• Objective: AgileX Community offers those interested in agile experiences and practices a place to learn about agile and meet other like-minded practitioners and enthusiast
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
At least one product line is able to deliver potentially
shippable product at the end of every Sprint
Enterprise-wide knowledge building and
experience sharing
Teams focusing on delivery customer value
together
Empirical Process Control, Iterative &
Incremental
Well groomed Product Backlog with sufficient
look-ahead
Teams understand and practice continuous
improvement
Establish accepted Quality System for the
whole Scrum Team
Separation of Sprint activities from Release
activities
Tools that enable emerging processes, not
shape them
Common understanding of Potentially Shippable
Product
Dedicated X-functional teams, spanning
the entire product stackDefined and Shared
Release Cycle
Shared & Emerging Release Plan
Stable Velocity for each team at a sustainable pace
Defined and automatically tested interfaces with depts
Feature value comes with clean code
Scrum Master can remove impediments quickly
Teams are managing their Active Learning Cycle
building a motivating working environment
Teams control their practices & changes to them
Automated Acceptance Criteria Testing
Recognise good agile/Scrum behaviours
Encourage decision making at team level vs.
escalation
Awareness on dysfunctions by measuring
metrics
Product Management can plan value incrementally
Shared Story Definition of Done through Product
Stack
Shared Release Definition of Done
Reach a sustainable paceTeam focused on Sprint goal
Realistic Commitment
Valuable and inclusive way to work with distributed
teams
Established CoP for Scrum Roles
Awareness on possible model to distribute and scale
Dedicated Scrum Master without conflicting
responsibilities
Dedicated Product Owner giving clear direction
Teams dependencies aligned with customer value
Product Owners know tools for effective PBIs
Established onsite agile corners/cafes
Clear defined priorities for different external
customer req
Release Burndown Chart shared across the Product
Stack
Product Backlog is DEEP
Ability to prioritise PBIs across all dependent RVs
Enable transparency across boundaries
Definition of Ready Shared across the whole
Product Stack
Strategic Objective(s)Description of a desired outcome with key differentiators
Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints 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.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Necessary Conditions
• Working from the Objective, work in your groups to define Possible Success Factors
• Brainstorm Necessary Conditions for each PSF; Make sure they are really necessary
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
At least one product line is able to deliver potentially
shippable product at the end of every Sprint
Enterprise-wide knowledge building and
experience sharing
Teams focusing on delivery customer value
together
Empirical Process Control, Iterative &
Incremental
Well groomed Product Backlog with sufficient
look-ahead
Teams understand and practice continuous
improvement
Establish accepted Quality System for the
whole Scrum Team
Separation of Sprint activities from Release
activities
Tools that enable emerging processes, not
shape them
Common understanding of Potentially Shippable
Product
Dedicated X-functional teams, spanning
the entire product stackDefined and Shared
Release Cycle
Shared & Emerging Release Plan
Stable Velocity for each team at a sustainable pace
Defined and automatically tested interfaces with depts
Feature value comes with clean code
Scrum Master can remove impediments quickly
Teams are managing their Active Learning Cycle
building a motivating working environment
Teams control their practices & changes to them
Automated Acceptance Criteria Testing
Recognise good agile/Scrum behaviours
Encourage decision making at team level vs.
escalation
Awareness on dysfunctions by measuring
metrics
Product Management can plan value incrementally
Shared Story Definition of Done through Product
Stack
Shared Release Definition of Done
Reach a sustainable paceTeam Spend most of their time on PBL
development
Realistic Commitment
Valuable and inclusive way to work with distributed
teams
Established CoP for Scrum Roles
Awareness on possible model to distribute and scale
Dedicated Scrum Master without conflicting
responsibilities
Dedicated Product Owner giving clear direction
Teams dependencies aligned with customer value
Product Owners know tools for effective PBIs
Established onsite agile corners/cafes
Clear defined priorities for different external
customer req
Release Burndown Chart shared across the Product
Stack
Product Backlog is DEEP
Ability to prioritise PBIs across all dependent RVs
Enable transparency across boundaries
Definition of Ready Shared across the whole
Product Stack
Prioritize Possible Success FactorsWhich Success Factors need the most effort? Which ones are most pressing?
Defining minimum actions to deliver prioritized Success FactorsWhich Necessary Conditions or deliverables are needed to deliver on the prioritized Success Factor? Look for the minimum set of deliverables/actions, rather than delivering all known actions.
Creating the Leadership BacklogPull the minimum required actions into a Leadership Backlog, and use this to guide strategic work shared across the leadership team.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
At least one product line is able to deliver potentially
shippable product at the end of every Sprint
Enterprise-wide knowledge building and
experience sharing
Teams focusing on delivery customer value
together
Empirical Process Control, Iterative &
Incremental
Well groomed Product Backlog with sufficient
look-ahead
Teams understand and practice continuous
improvement
Establish accepted Quality System for the
whole Scrum Team
Separation of Sprint activities from Release
activities
Tools that enable emerging processes, not
shape them
Common understanding of Potentially Shippable
Product
Dedicated X-functional teams, spanning
the entire product stackDefined and Shared
Release Cycle
Shared & Emerging Release Plan
Stable Velocity for each team at a sustainable pace
Defined and automatically tested interfaces with depts
Feature value comes with clean code
Scrum Master can remove impediments quickly
Teams are managing their Active Learning Cycle
building a motivating working environment
Teams control their practices & changes to them
Automated Acceptance Criteria Testing
Recognise good agile/Scrum behaviours
Encourage decision making at team level vs.
escalation
Awareness on dysfunctions by measuring
metrics
Product Management can plan value incrementally
Shared Story Definition of Done through Product
Stack
Shared Release Definition of Done
Reach a sustainable paceTeam Spend most of their time on PBL
development
Realistic Commitment
Valuable and inclusive way to work with distributed
teams
Established CoP for Scrum Roles
Awareness on possible model to distribute and scale
Dedicated Scrum Master without conflicting
responsibilities
Dedicated Product Owner giving clear direction
Teams dependencies aligned with customer value
Product Owners know tools for effective PBIs
Established onsite agile corners/cafes
Clear defined priorities for different external
customer req
Release Burndown Chart shared across the Product
Stack
Product Backlog is DEEP
Ability to prioritise PBIs across all dependent RVs
Enable transparency across boundaries
Definition of Ready Shared across the whole
Product Stack
Prioritize Possible Success FactorsWhich Success Factors need the most effort? Which ones are most pressing?
Defining minimum actions to deliver prioritized Success FactorsWhich Necessary Conditions or deliverables are needed to deliver on the prioritized Success Factor? Look for the minimum set of deliverables/actions, rather than delivering all known actions.
Creating the Leadership BacklogPull the minimum required actions into a Leadership Backlog, and use this to guide strategic work shared across the leadership team.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Adding colour to your Agile Strategy Map
• Working from the Objective, work in your groups to define Possible Success Factors
• Brainstorm Necessary Conditions for each PSF; Make sure they are really necessary
• Pick an appropriate key (priority, effort, value...) and colour-code the Agile Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Scrum Master can remove impediments quickly
Recognise good agile/Scrum behaviours
Team Spend most of their time on PBL
development
Realistic Commitment
Awareness on possible model to distribute and scale
Teams dependencies aligned with customer value
LeadershipBacklog
Prioritize Possible Success FactorsWhich Success Factors need the most effort? Which ones are most pressing?
Defining minimum actions to deliver prioritized Success FactorsWhich Necessary Conditions or deliverables are needed to deliver on the prioritized Success Factor? Look for the minimum set of deliverables/actions, rather than delivering all known actions.
Creating the Leadership BacklogPull the minimum required actions into a Leadership Backlog, and use this to guide strategic work shared across the leadership team.
Build a backlog from the minimum actions
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
The leadership team can continually review and refine the strategic plan by regularly:
• re-prioritizing success factors• re-defining critical actions• updating the leadership backlog
This allows the strategic plan to be quickly updated to respond to new opportunities or threats as information is made available.
Scrum Master can remove impediments quickly
Recognise good agile/Scrum behaviours
Team Spend most of their time on PBL development
Realistic Commitment
Awareness on possible model to distribute and scale
Teams dependencies aligned with customer value
LeadershipBacklog
Continually review and refine
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
In conclusion...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
leadership as a group activity
leadership teams emerge at scale
working teams vs. leadership teams
tools constrain way of thinking
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Strategic Objective(s)Description of a desired outcome with key differentiators
Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints 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.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
thank you
[email protected]: dave.sharrock
twitter: @davesharrockslides: slideshare.net/davesharrock
“Coming together is a beginning. Keeping together is progress. Working together is success.”
Henry Ford