Post on 06-Jun-2020
Journey To AgilityCoaching a Transformation
Agile 2012
@skipangelsangel@bigvisible.com
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Coaching CycleStart Anywhere,Go Everywhere
Where to Go NextWhat to Do Next
Start Anywhere,Go Everywhere
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Understanding their worldOrganizational Challenges/Pains
Past attempts at Agile?
How are you organized?
Describe your culture
What is your FUD about Agile?
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What is Agile to you?Software Development Life Cycle?
Project Management Framework?
SCRUM*?
Different Mindset? Way of Life?
Or Something Else?
Manifesto?
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Defining Organizational AgilityEXERCISE: How would you define?
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My Definition
The capacity of an organization to sense and respond holistically to rapidly changing events, situations and circumstances in ways that allow it to continue to thrive and innovate as an organization.
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Transformational Coaching Model
Typical Focusof
Agile Initiatives
Focus neededto sustain
agility
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Coaching Styles
ShuPerson follows rules until
they sink in
HaPerson reflects on the rules, looks for exceptions, and ‘breaks” the
rules
RiRules are forgotten as person has developed mastery, and grasped
the essence and underlying forces
TrainingDirective Coaching
Student Apprentice Master
EmbeddedSocratic Coaching
SituationalMentoring
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Coaching CycleStart Anywhere,Go Everywhere
Where to Go NextWhat to Do Next Where to Go Next
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Principles FirstAgile Manifesto + 12 Principles
Lean Principles - Load, Flow, Waste
Scrum Values - Focus, Commitment, Openness, Courage, Respect
Attributes of Agile - Iterative, Incremental, Collaboration, Communication, Transparency, Prioritization
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Typical Team Rollout
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Enablement TeamGetting the Flywheel started
Cross Company, Highest Level Possible
Purpose: Create environments in which organizational agility emerges
Responsibilities: Evangelism around Agile, Communication of Progress, Escalation of Issues, Guidance and Support
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Changing Leadership StylesDirecting Catalyzing
Envisioning and facilitating
Clear objectives, allowing rules to evolve
Decisions down to lowest level possible
Collaboration and relationship building
Organic / minimally necessary processes
Evaluate root causes for longer term solutions
Creating environment for teams to thrive© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Agility GoalDescription of a desired outcome with key
differentiators
Learn what delights our customers by rapidly
delivering quality products
Strategy Mapping: Goal?Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Agility GoalDescription of a desired outcome with key
differentiators
Learn what delights our customers by rapidly
delivering quality products
Strategy Mapping: Capabilities?Improve the quality of our
code before it goes to customers
Quicker feedback from customers to determine
needs or wants
Increase frequency of releases to respond better
to the marketplace
Improve visibility into what we are working on across the organization
Ability to quickly detect and resolve defects when
they happen
Encourage and reward continuous improvement to
how we work and what we do
Possible Success FactorsBrainstorm as many possible factors that will
contribute to successfully delivering the objective. Factors may include:Skills or Capabilities
Relationships or InteractionsConstraints or Targets
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40
Agility GoalDescription of a desired outcome with key
differentiators
Learn what delights our customers by rapidly
delivering quality products
Strategy Mapping: Actions?Improve the quality of our
code before it goes to customers
Quicker feedback from customers to determine
needs or wants
Increase frequency of releases to respond better
to the marketplace
Improve visibility into what we are working on across the organization
Ability to quickly detect and resolve defects when
they happen
Encourage and reward continuous improvement to
how we work and what we do
Possible Success FactorsBrainstorm as many possible factors that will
contribute to successfully delivering the objective. Factors may include:Skills or Capabilities
Relationships or InteractionsConstraints 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.
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40
Strategy MappingEXERCISE: What would be your
necessary conditions?
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Agility Goal
Learn what delights our customers by rapidly
delivering quality products
My Conditions/Action Items
Improve the quality of our code before it goes
to customers
Quicker feedback from customers to determine
needs or wants
Increase frequency of releases to respond better to
the marketplace
Improve visibility into what we are working on across the organization
Ability to quickly detect and resolve defects when
they happenEncourage and reward continuous improvement to
how we work and what we do
Possible Success Factors
Necessary Conditions
Encourage pairing between team members
Provide training on test-first practices
(TDD, ATDD, BDD)
Discuss with teams on ideas to reduce technical debt
Set up Continuous Integration environment
Research code analyzers
Establish a monthly release coordination
meeting
Get out of the building and test concepts with high-
level prototypes
Improve Branching Strategy
Evaluate Shared Environments
Provide money for team-based rewards when
goals are met
Discuss ways to encourage innovation outside of backlogs
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40
Coaching CycleStart Anywhere,Go Everywhere
Where to Go NextWhat to Do NextWhat to Do Next
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Example Strategy Map
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Enablement Backlog
Provide training on test-first practices
Discuss with teams on ideas to reduce technical debt
Set up Continuous Integration environment
Establish a monthly release coordination meeting
Improve Branching Strategy
Evaluate Shared Environments
Provide money for team-based rewards when goals are met
Action Items broken down into smaller deliverables
Each backlog item has owner
Owner pulls team together
Track progress on task board
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Coaching Map
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How are people handling the change?
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The Client
Travel Industry
Teams in multiple locations
2 Coaches
(Re)Introduced Agile Nov 2011© 2012 BigVisible Solutions, Inc.. All Rights Reserved
LeadershipBefore 6 Months Later
Some strong leadership Transition Team is the glue
Willingness to try Agile Learning to be catalysts
Agile is Engineering Process Agility is second nature
Compelling need Sustaining change© 2012 BigVisible Solutions, Inc.. All Rights Reserved
OrganizationBefore 6 Months Later
Teams were relocated into same working spaces of cubicles
Teams having collaborative areas along with cubicles
Limited information sharing / learning through intranet and company trainings
Information sharing and learning through Communities of Practice
Highly specialization of skills through hiring and training
Hiring of “Agile” skills with diversity for more generalists
Metrics focused primarily on financial/business results
Metrics being used as feedback for improvement and agility capabilities
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
Product / Business StrategyBefore 6 Months Later
Product Discovery separate Team working on product discovery /development
Little knowledge of Vision or Strategy Teams using Business Model Canvases to understand business
Backlog of Project Initiatives Minimal Viable Product for Feature using Lean Startup (Build-Measure-Learn)
Customer Validation through Learning Labs and Split Testing
Customer Validation through Cohort Testing in Production using Analytics
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
DeliveryBefore 6 Months Later
8 - 10 Proposed Scrum Teams 18 Feature and Operational Teams
Monthly Release Targets Monthly Combined Release Deliveries
Little coordination ahead of release Monthly Release Coordination, some Forecasting
Offshore teams doing their own form of Agile
Internal Coaches hired/trained, went through same process as other teams
Branching and merging for releases Continuous Integration and Testing
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
ExecutionBefore 6 Months Later
Group of individuals Team members sharing roles to deliver
Regression Test Automation BDD Functional, Unit Tests
High Fidelity Prototypes ahead UX Ideation with “right” fidelity within team
Code Shared/Owned Across Teams Most code shared and owned by team
Technical Debt out of control Addressing past debt within stories
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When to leave?
Skip Angel!Principal Agile Consultant!
[ ]: 425.221.7117![ ]: sangel@bigvisible.com![ ]: www.bigvisible.com!
m!e!u!