Transformation to ‘Being Agile’ - The People WayAgile Business Conference, 5th Oct.2016

Presenters: Daniel Merchante, GaganBir Palta and Manav Mehan

Agile Methodologies

Scaling approaches

What do these have in common

A Noun you can buy?

Off the shelf process?

Guaranteed results?

Certifications you can buy?

Teams -> Programs ->Portfolios?

Scrum?

What about business agility?

Are we forgetting the people aspects?

Your Strategy Your Culture

Market Driven People Driven

Logical Emotional

Futuristic historical

What we will cover …• Business Context

• Planned Outcomes !

• Reality Bites ….

• The Transition

• The Outcome model

• Aligned Business & Tech

• Team Dynamics

• The 5 Dimensions

• Integrated Ceremony and Governance Structure

• Team Morale on a Timeline

Business Context• Open Account is a business portfolio aligned to Corporate Bank.• The Open Account Technology and Change team is aligned into the Corporate Technology wider team, is

comprised by circa 70+ people in multiple locations.• Open Account is fully subscribed to an Agile delivery methodology.

Planned Outcomes!

The what: Empowered multi distributed cohesive teams Integrated business ownership Empowering trust Servant leadership Business Outcome focussed Measured Value Known delivery timeline’s Equi-importance Synced and aligned distributed teams Integrated vendor co - dependency High adaptability to change Value add and continual improvement

PEOPLE

What we knew: Empowerment Business involvement Trust – delivery and outcome Leadership Complexity of program Value building Low confidence delivery timeline’s Importance Distributed teams Vendor dependency Business change Waste

Seriously ….We needed more. But, there is an overarching theme!

Focus on what we need !

Reality Bites….

Roles : ‘Protect my turf’

The deadly D’s

Dissonance

Discomfort

Changing the engine mid-flight

What happens to the ‘organisational structure’?

‘Another fad’ syndrome

The larger picture ‘eats’ the smaller picture

Complexity - - - - is a circle

‘Cautiousness’ …..

I am on-board. What’s next?

Learning curve

Governance In Agile?Documentation !Risk controlWhat about control ?

Distributed teamsJira (Oops !!)Central Agile adoption

Courtesy: Agile Threads

People – Tackling Reality with Transition tools

‘Another fad’ syndrome– The deadly D’s

o Dissonanceo Discomfort

What happens to the ‘organisational structure’?– Roles : ‘Protect my turf’

The larger picture ‘eats’ the smaller picture or is it fish– Learning curve

Complexity - - - - is a circle– Changing the engine mid-

flight– Cautiousness’ …..– I am on-board. What’s next?

Team Dynamics

FiveDimensions The Dichotomy

Flux ©

The Think Stack ©

Outcome Model ©

The Transition – The Outcome Model ©(PP)

• People over process always.• Agile is not a process !!• A methodology is not a

framework for a fixed structure.

People

• Gamification is an output determinant of a ‘control freak process’.

• Processes cannot make harmony over behavior and ambition !!

Process • Collaboration• Independent thinking !• Team ‘mindset’.• Failure is good !!• ‘I’ to ‘We’• Outcome focused always

Outcomes

Point of Indifference

Process

Peop

le

High

Hig

h

Aspire

Current state

Avoid

Tendency

Innovation

FluxZone

Rigidity

Control

Tendency

What was implemented:• Build and maintain focus to be in the aspire zone

• Strengthen co-share, equi-participation and culture of improvement• Use the ‘flux zone’ as a strength to create a culture of improvement

• Think left. Strengthen equi-culture

The Transition – Think Stack ©

CREATETO

IMPROVE

Need

Define MeasureLogicality

Shared Outcomes

What was implemented :• Create need:

• Intrinsic need of change in multi dimensional, multi interface program brought to forefront utilising hybrid DAD and Scrum.

• Define/Build:• Advancing ‘groups’ to ‘teams’ – feature ‘teams’• Integrated product ownership as being part of

success• Linked ‘real product change’ to successful business

outcomes – measure !!• Measure:

• All decisions !! • Cadence of everything, for everything which aid

value

The Stack Areas (outward)

Enabler Key Behaviour

Initiative Product vision Own the vision

Leadership Assertive Team first. Owning the direction but never stating the path to fulfilment

Shared Outcomes Customer satisfaction Collaborative

The Transition – Team Dynamics (Aligned Business & Tech)

Chief Product Owner

Lead Product Owner

( Doc Trade)

B. Delivery Support

Product Owner’s

Feature Team’s

Lead Product Owner ( Open Accounts)

T. Delivery Support

Product Owners

Feature Team’s

Vision

Strategic

Product Enabler

Execution

Service Enabler

Business Outcomes

Roadmap

Epics

User Stories&AcceptanceCriteria

The structure is indicated to show rational flow and not representativeof the exact organisational structure

Scrum of Scrum Lead

The Transition – Team dynamics ( Support)

A ‘group’ is not necessarily a ‘team’ but a ‘team’ is always a ‘group’

*Tuckman stages (modified)

SCOPE

Introduction of Agile

concepts

Personality Fit Analysis

Dissonance Correction

Leadership Pair

Coaching

Integrated Goal

Measures

What was implemented :• Personality analysis as a method to

understand the dynamics in the team and stich strengths and weaknesses.

• Pair coaching at leadership especially between Product Owner structure and Delivery structure to create common accountability and servant leadership. (Unity program © )

• Lead all outcomes from product vision to common goal outcomes.

• Create stronger dependency links between scrums by an established scrum of scrums.

Extraversion 98 89 48 68 59 45 87 45 50 76Friendliness 93 70 58 70 66 53 99 53 17 66Gregariousness 98 87 52 81 47 53 99 53 65 87Assertiveness 92 89 72 74 58 42 74 42 47 70Activity Level 99 97 78 84 87 88 88 88 88 64Excitement Seeking 73 77 33 28 73 46 32 46 77 73Cheerfulness 81 47 7 37 10 6 28 6 11 47Agreeableness 13 12 30 89 72 50 99 50 46 50Trust 51 7 20 82 61 51 91 51 47 70Morality 54 43 28 80 46 80 97 80 75 22Altruism 30 30 53 68 59 41 98 41 25 46Co-operation 17 31 27 88 85 51 88 51 36 46Modesty 23 18 55 96 84 42 94 42 81 72Sympathy 1 19 42 38 42 33 82 33 19 38Conscientiousness 99 68 82 87 88 82 95 82 81 53Self Efficacy 89 64 50 80 56 58 93 58 70 51Orderliness 99 67 89 67 92 72 79 72 86 63Dutifulness 95 33 46 51 72 85 51 85 75 39Achievement Striving 90 74 80 79 75 83 87 83 83 38Self-Discipline 99 80 76 96 83 83 94 83 77 61Cautiousness 98 52 80 80 80 62 95 62 48 52Neuroticism 24 24 44 25 17 59 3 59 52 31Anxiety 34 15 46 69 17 73 9 73 64 38Anger 84 38 66 27 11 65 5 65 46 24Depression 7 33 63 17 16 51 9 51 72 40Self-Consciousness 2 16 35 50 44 69 28 69 46 16Immoderation 54 44 39 17 49 10 1 10 63 59Vulnerability 9 32 21 9 21 74 12 74 16 37Openess to Experience 1 21 16 17 17 4 50 4 48 41Imagination 1 19 13 1 4 11 15 11 33 23Artistic Interests 1 23 19 53 41 1 68 1 38 48Emotionality 1 10 25 10 12 14 7 14 32 37Adventurousness 45 45 50 40 39 51 89 51 92 56Intellect 1 45 17 34 40 3 61 3 45 34Liberalism 6 46 39 42 39 46 63 46 46 63

The Transition – The 5 Dimensions

The Big 5

What was implemented:• Communicate and integrate; from ‘me’ to ‘we’.• Build belief that all traits are good. • Understand inherent personalities to stitch a team from a group.• Identify patterns across the teams to make them understand and

build commonality of strengths and weaknesses.

Copyright ©

The Transition – Understanding Leadership and Ownership

Keep teams in thezone of assertiveness

Coaching on co-pairs For product owners & scrum masters

to understand strengths &weaknesses

Focus on semantics& behaviour

Allow self growth based

On individualassessments

Building zone of assertiveness in

the team

Targeted pairing for cultural change

by co-mapping strength

weaknesses

Aggressive Passive

Telling Sedentary Empowerment

Point outwards Point inwards

Bias: Externalchange

Bias: Internal change

Low teamideology – façade based

Low self respect– team ideology

Judgemental Feeling

What style do you prefer?

Individualintervention to

sustain

The Transition – Integrated Ceremony Structure

Morale on a Timeline ….

Doing Agile

Being Agile Introduction to Agile

Cross Functional Teams

Integrated ProductOwnership

ServantLeadership

Business Outcome focus

P.P Outcome

TransitionTools

Mor

ale

Timeline

MeasuredValue

Kaizen

Aligned FeatureTeams

• Scaling frameworks are useful templates, but should not been used simply as a box of processes• All models are wrong, but some are useful! - George Box• All models are useful, but some fail faster than others - Jurgen

Appelo

• The organisations that will see the greatest benefits from Agile will be those that cultivate an Agile culture throughout the organisation.

• Agile provides a framework within which we need to Inspect and Adapt. It’s very frustrating for those looking for procedures and silver bullets….

In summary..

Thank You