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THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise

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mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER

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Brief Agenda Discuss why adopting agile isnt one size fits all Explore the fundamentals of agile transformation How to craft an agile transformation roadmap

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Brief Agenda Discuss why adopting agile isnt one size fits all Explore the fundamentals of agile transformation How to craft an agile transformation roadmap

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Brief Agenda Discuss why adopting agile isnt one size fits all Explore the fundamentals of agile transformation How to craft an agile transformation roadmap

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Brief Agenda Discuss why adopting agile isnt one size fits all Explore the fundamentals of agile transformation How to craft an agile transformation roadmap

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ONE SIZE DOES NOT FIT ALL

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Predictability Adaptability

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Predictability Adaptability Emergence Convergence

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Predictability Adaptability Emergence Convergence

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Predictability Adaptability Emergence Convergence AE PC

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Predictability Adaptability Emergence Convergence AE PE PCAC

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Quadrant One Predictive Emergent

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Traditional Quadrant Two Predictive Convergent

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Quadrant Three Adaptive Convergent

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Quadrant Four Adaptive Emergent

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THE THREE THINGS

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Backlog Backlogs

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Teams Backlog BacklogsTeams

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Backlog Working Tested Software BacklogsTeamsWorking Tested Software

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Teams Backlog Working Tested Software INVEST CCC Small enough for the team to develop in a day or so Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt What Do I Mean? BacklogsTeamsWorking Tested Software

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Teams Backlog Working Tested Software INVEST CCC Small enough for the team to develop in a day or so Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt What Do I Mean? BacklogsTeamsWorking Tested Software

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Teams Backlog Working Tested Software INVEST CCC Small enough for the team to develop in a day or so Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt What Do I Mean? BacklogsTeamsWorking Tested Software

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Teams Backlog Working Tested Software INVEST CCC Small enough for the team to develop in a day or so Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt What Do I Mean? BacklogsTeamsWorking Tested Software

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Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable Progress People have clarity around what to build People understand how it maps to the big picture Teams can be held accountable for delivery No indeterminate work piling up at the end of the project 90% done, 90% left to do

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Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable Progress People have clarity around what to build People understand how it maps to the big picture Teams can be held accountable for delivery No indeterminate work piling up at the end of the project 90% done, 90% left to do

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Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable Progress People have clarity around what to build People understand how it maps to the big picture Teams can be held accountable for delivery No indeterminate work piling up at the end of the project 90% done, 90% left to do

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Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable Progress People have clarity around what to build People understand how it maps to the big picture Teams can be held accountable for delivery No indeterminate work piling up at the end of the project 90% done, 90% left to do

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Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery Understanding the backlog gives meaning to work Local decision making gives people a sense of power and control over their work People can demonstrate that they are good at what they do

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Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery Understanding the backlog gives meaning to work Local decision making gives people a sense of power and control over their work People can demonstrate that they are good at what they do

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Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery Understanding the backlog gives meaning to work Local decision making gives people a sense of power and control over their work People can demonstrate that they are good at what they do

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Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery Understanding the backlog gives meaning to work Local decision making gives people a sense of power and control over their work People can demonstrate that they are good at what they do

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Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & Tools Governance is the way we make economic tradeoffs in the face of constraints They way we form teams and foster collaboration at all levels of the organization What do we measure, how do we baseline performance and show improvement?

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Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & Tools Governance is the way we make economic tradeoffs in the face of constraints They way we form teams and foster collaboration at all levels of the organization What do we measure, how do we baseline performance and show improvement?

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Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & Tools Governance is the way we make economic tradeoffs in the face of constraints They way we form teams and foster collaboration at all levels of the organization What do we measure, how do we baseline performance and show improvement?

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Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & Tools Governance is the way we make economic tradeoffs in the face of constraints They way we form teams and foster collaboration at all levels of the organization What do we measure, how do we baseline performance and show improvement?

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STRUCTURE

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Team Product & Services Teams

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Team Product & Services Teams Program Teams

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Team Product & Services Teams Program Teams Portfolio Teams

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GOVERNANCE

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Team Product & Services Teams Program Teams Portfolio Teams

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Product & Services Teams Scrum Team Program Teams Portfolio Teams

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Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team

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Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team

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METRICS

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Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team

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Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Backlog Size Velocity Burndown Escaped Defects Commit % Ratio Acceptance % Ratio Scope Change

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Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Cycle Time Features Blocked Rework/Defects Backlog Size Velocity Burndown Escaped Defects Commit % Rate Acceptance % Ratio Scope Change

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Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Ratio Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects Takt Time/Cycle Time Time/Cost/Scope/Value RIO/Capitalization

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Teams Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies Requirements management Process flow Value streams Bottlenecks Too much in process work Matrixed Organizations Non instantly available resources Lack of SME Technical Debt Defects Loose Coupling Low Cohesion

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Teams Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies Requirements management Process flow Value streams Bottlenecks Too much in process work Matrixed Organizations Non instantly available resources Lack of SME Technical Debt Defects Loose Coupling Low Cohesion

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Teams Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies Requirements management Process flow Value streams Bottlenecks Too much in process work Matrixed Organizations Non instantly available resources Lack of SME Technical Debt Defects Loose Coupling Low Cohesion

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Teams Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies Requirements management Process flow Value streams Bottlenecks Too much in process work Matrixed Organizations Non instantly available resources Lack of SME Technical Debt Defects Loose Coupling Low Cohesion

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Team

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Matrixed Organizations Team

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Matrixed Organizations Non-instantly Available Resources Team

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Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team

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Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team

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Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team

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Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Large Products with Diverse Technology Team

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Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team

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Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team

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Teams Backlog Working Tested Software How Do I Need to Change? Known and knowable requirements How to deal with unknowns Estimating Fungible resources Individual utilization Productivity metrics Activity over outcome Defining Work Allocating People Measuring Progress

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Teams Backlog Working Tested Software How Do I Need to Change? Known and knowable requirements How to deal with unknowns Estimating Fungible resources Individual utilization Productivity metrics Activity over outcome Defining Work Allocating People Measuring Progress

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Teams Backlog Working Tested Software How Do I Need to Change? Known and knowable requirements How to deal with unknowns Estimating Fungible resources Individual utilization Productivity metrics Activity over outcome Defining Work Allocating People Measuring Progress

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Teams Backlog Working Tested Software How Do I Need to Change? Known and knowable requirements How to deal with unknowns Estimating Fungible resources Individual utilization Productivity metrics Activity over outcome Defining Work Allocating People Measuring Progress

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A THEORY OF TRANSFORMATION

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A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software

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A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility

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A Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation

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TRANSFORMATION IS A JOURNEY

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Low Trust

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Low Trust Become Predictable

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Low Trust Become Predictable

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become Predictable

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become PredictableReduce Batch Size

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become PredictableReduce Batch Size Fully Decouple

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Stabilize the System

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Two Phase Two Reduce Batch Size

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Two Phase Three Break Dependencies

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Four Increase Local Autonomy

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Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five Phase Five Invest to Learn

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mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER

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THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise