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Transcript of Agile transformation Explanined
A G I L E T R A N S F O R M A T I O N
22
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
T H E O R Y O F T R A N S F O R M A T I O N – P A R T O N E / /
Agile transformation is about
fundamentally creating the
conditions in your company
where teams can effectively
respond to new information
T H E O R Y O F T R A N S F O R M A T I O N – P A R T O N E / /
It’s less about transforming the
people and the process… and
more about transforming the
ecosystem in which they operate
T H E O R Y O F T R A N S F O R M A T I O N – P A R T O N E / /
The question is…
How are you going to go about it?
66
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
77
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
88
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
99
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
1010
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress (MAYBE)
BRIEF AGENDA
DECIDING THE SCOPE OF THE TRANSFORMATION
W H Y A R E W E T R A N S F O R M I N G ?
1313
GOALS OF GOING AGILE
PREDICTABILITY
Agile tends to focus on adaptability but
predictability is most often cited as the reason
for agile transformation
EARLY ROI
Many organizations struggle with 18 month
delivery cycles. Agile helps your team
accelerate time to market value
INNOVATION
As companies grow sometimes they slow down
and loose th ability to innovate. Agile can help
you get back your competitive edge.
QUALITY
As organizations scale, product quality often
suffers. Agile focuses on quality from
requirements through implementation.
LOWER COSTS
Cost savings are tough to promise, but agile can
help make sure you are only spending money
on the features most likely to generate revenue
PRODUCT FIT
Delivering on time is only important if you are
delivering the right product. Agile can help you
get the feedback you need.
W H A T A R E W ET R A N S F O R M I N G ?
1515
1616
CULTURE FOCUSED
Focused on changing hearts and minds
Focused on being agile rather than doing agile
Focused on values and principles
1717
CULTURE FOCUSED
Focused on changing hearts and minds
Focused on being agile rather than doing agile
Focused on values and principles
Belief that delivery systems will emerge based on new thinking
1818
PRACTICES FOCUSED
Focused on the things that you do
Focused on roles, ceremonies, and artifacts
Can be management driven or technically driven
1919
PRACTICES FOCUSED
Focused on the things that you do
Focused on roles, ceremonies, and artifacts
Can be management driven or technically driven
Belief that agile is a process or way to work
2020
SYSTEMS FOCUSED
Focused on forming teams and governing the flow of value
Focused on aligning the organization first
2121
SYSTEMS FOCUSED
Focused on forming teams and governing the flow of value
Focused on aligning the organization first
Belief that culture and practices only emerge within a rational structural and planning framework
2222
... all three are essential, but where you start is also essential…
W H A T D O W E N E E D T O O V E R C O M E ?
2424
HOW BIG IS THE ORGANIZATION?
Single Team
Multiple Teams
2525
DO TEAMS HAVE DEPENDENCIES?
Non-instantly Available Resources
Too Much Work in Process
Large Products with Diverse Technology
Low Cohesion & Tight Coupling
Technical Debt & Defects
Shared Requirements Between Teams
Limited Access to Subject Matter
Expertise
Matrixed Organizations
2626
HOW MUCH RESISTANCE?
DEFINING A TRANSFORMATION APPROACH
T H E N O N -N E G O T I A B L E C O R E
2929
THE 3 THINGS
3030
BACKLOGS
THE 3 THINGS
3131
BACKLOGS TEAMS
THE 3 THINGS
3232
BACKLOGS TEAMS WORKING TESTED SOFTWARE
THE 3 THINGS
3333
WHAT DO I MEAN?
• INVEST• CCC• Small enough for the
team to develop in a day or so
BACKLOGS TEAMS WORKING TESTED SOFTWARE
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects• No technical debt
3434
WHAT DO I MEAN?
• INVEST• CCC• Small enough for the
team to develop in a day or so
BACKLOGS TEAMS WORKING TESTED SOFTWARE
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects• No technical debt
3535
WHAT DO I MEAN?
• INVEST• CCC• Small enough for the
team to develop in a day or so
BACKLOGS TEAMS WORKING TESTED SOFTWARE
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects• No technical debt
3636
WHY ARE THEY IMPORTANT?
• People have clarity around what to build
• People understand how it maps to the big picture
CLARITY ACCOUNTABILITY MEASURABLE PROGRESS
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
3737
WHY ARE THEY IMPORTANT?
• People have clarity around what to build
• People understand how it maps to the big picture
CLARITY ACCOUNTABILITY MEASURABLE PROGRESS
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
3838
WHY ARE THEY IMPORTANT?
• People have clarity around what to build
• People understand how it maps to the big picture
CLARITY ACCOUNTABILITY MEASURABLE PROGRESS
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
3939
WHY ARE THEY IMPORTANT?
• Understanding the backlog gives meaning to work
PURPOSE AUTONOMY MASTERY
• 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
4040
WHY ARE THEY IMPORTANT?
• Understanding the backlog gives meaning to work
PURPOSE AUTONOMY MASTERY
• 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
4141
WHY ARE THEY IMPORTANT?
• Understanding the backlog gives meaning to work
PURPOSE AUTONOMY MASTERY
• 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
W H E R E A R E W E ?
4343
AD
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TABI
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EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
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AE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
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TABI
LITY
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AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
4747
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
Q U A D R A N T 1
4848
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
Q U A D R A N T 2
4949
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
Q U A D R A N T 3
5050
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
Q U A D R A N T 4
A T H E O R Y O F T R A N S F O R M A T I O N
T H E O R Y O F T R A N S F O R M A T I O N – P A R T T W O / /
Adopting agile is about forming
teams, building backlogs, and
regularly producing increments
of working tested software
T H E O R Y O F T R A N S F O R M A T I O N – P A R T 2 / /
Adopting agile at scale is about
defining structure, establishing
governance, and creating a
metrics and tooling strategy
that supports agility
T H E O R Y O F T R A N S F O R M A T I O N – P A R T 2 / /
Anything that gets in the way
of forming teams, building
backlogs, and producing
working tested software is an
impediment to transformation
T R A N S F O R M A T I O NI S A J O U R N E Y
5656
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
5757
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
LOW TRUST
5858
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
LOW TRUST
BECOME PREDICTABLE
5959
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILETRADITIONAL
LOW TRUST
BECOME PREDICTABLE
6060
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILELEAN/AGILE
LOW TRUST
BECOME PREDICTABLE
6161
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILELEAN/AGILE
LOW TRUST
REDUCE BATCH SIZEBECOME PREDICTABLE
6262
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
6363
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
T E A M S
6464
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
P H A S E 1AD-HOC LEAN
STARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
T E A M S
P1
6565
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
P H A S E 2AD-HOC LEAN
STARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
T E A M S
P1 P2
6666
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
P H A S E 3AD-HOC LEAN
STARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
T E A M S
P1 P2P3
6767
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
P H A S E 4AD-HOC LEAN
STARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
T E A M S
P1 P2P3
P4
6868
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
P H A S E 5AD-HOC LEAN
STARTUP
AGILELEAN/AGILE
LOW TRUSTFULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
T E A M S
P1 P2P3
P4
P5
W H E R E A R E W E G O I N G ?
7070
METHODOLOGIES & FRAMEWORKS
Waterfall
Rational Unified Process (RUP)
DSDM
FDD
SAFe
DAD
LeSS
Nexus
Scrum
XP
Kanban
Crystal
Lean
Lean Startup
7171
LEAN/AGILE
Waterfall
RUP
SAFeDSDM
FDD
DAD
Nexus
LeSS
ScrumXP
Crystal
LeanAE
AC
PE
PC
EMERGENCE
CONVERGENCE
AD
APTA
BILITYPR
EDIC
TABI
LITY
AD-HOC LEANSTARTUP
AGILE
A T A L E O F T W O T R A N S F O R M A T I O N S
7373
TRANSFORMATIONS ARE UNIQUE
C O M P A N Y O N E
• 3 Teams
• No Dependencies
• Low Resistance
• Team Level
• Adaptive-Emergent
• Single Value-Stream
• Lean Startup
• Low Coordination
• Low Metrics and Control
C O M P A N Y T W O
• 800 Teams
• Tightly Coupled
• High Resistance
• Enterprise
• Predictive-Convergent
• Many Value-Streams
• SAFe
• High Coordination
• High Metrics and Control
PATTERNS OF SCALEDTRANSFORMATION
D E F I N I N G T H EE N D - S T A T E
7676
7777
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
7878
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
7979
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
8080
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
H O W D O W E G E T T H E R E ?
8282
8383
DELIVERY TEAMS
8484
PROGRAM TEAMS
DELIVERY TEAMS
8585
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
8686
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Kanb an
8787
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Kanb an
Kanb an
8888
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
I N C R E M E N T A LT R A N S F O R M A T I O N
( E X P E D I T I O N S )
9090
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Increment One
9191
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Increment One
AGILE ROLLOUT
Increment Two
9292
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Increment One
AGILE ROLLOUT
Three - N
I T E R A T I V ET R A N S F O R M A T I O N
( B A S E C A M P S )
9494
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration One
9595
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Two
9696
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Three
9797
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Four
9898
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Five
E X P E D I T I O N S &B A S E C A M P S
100100
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration One
101101
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Two
102102
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Three
AGILE ROLLOUT
Iteration One
103103
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Four
AGILE ROLLOUT
Iteration Two
104104
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
AGILE PILOT
Iteration Five
AGILE ROLLOUT
Iteration Three
MANAGING CHANGE AND MEASURING PROGRESS
P L A N N I N G A N D E X E C U T I O N
107
STEP ONE
W H Y H O W W H A T
Agile transformation isn’t something that can
be done to an organization.
They have to be full participants
Executive Steering Committee
Transformation Leadership Team
Holding the organization accountable
Remove Impediments
Plan the work
Review Progress
Inspect and Adapt
108
STEP TWO
W H Y H O W W H A T
We have to have some idea of where we are going before we start
We will accept the plan will change
Create a working hypothesis for
structure, governance, and metrics
Plan to progressively elaborate
Transformation Workshop
Pilot
Broad Organization Rollout
Create Feedback Loops
109
STEP THREE
W H Y H O W W H A T
We have to be able to give the organization some idea of what we are doing, when, and
how long
Expeditions
Basecamps
Sequenced in Time
What teams are going to be formed?
What training do they need?
What coaching do they need?
When will this all happen?
110
STEP FOUR
W H Y H O W W H A T
Very similar to an agile release plan, we want a
rolling 90-day, fairly specific view of what is
going to take place
Transformation leadership team meets
periodically to plan forward, assess
progress, and adjust as necessary
Week by week training and coaching plans
Detailed resource planning
Expected activities and outcomes.
111
STEP FIVE
W H Y H O W W H A T
Very similar to a sprint cycle in Scrum
We want to periodically assess
progress, retrospect, and adjust
ELT reviews progress against strategy and
outcomes
TLT focuses on how well the plan is moving
along
Scheduled recurring meetings
Review planning artifacts
Review metrics
Improvement plans
112
STEP SIX
W H Y H O W W H A T
The whole reason we are doing this is to get
better business outcomes
This is where we begin justifying the
investment
Create hypotheses
Conduct experiments
Demonstrate outcomes
Pivot based on what we learn
Assessments
Status Reports
Coaching Plans
113
STEP SEVEN
W H Y H O W W H A T
We want to be able to trace improvements in the system to tangible
business benefits
Business metric baselines
Regularly show progress
Update coaching plans as necessary
Assessment Outcomes
Transformation Metrics
Business Metrics
114
STEP EIGHT
W H Y H O W W H A T
Our understanding will evolve throughout the
transformation
Re-assess the End-State Vision based on the
evolving understanding
Refine the End-State Vision and the
Roadmap
115
STEP NINE
W H Y H O W W H A T
Letting everyone know what is going on and
the success of the program will create
excitement and energy
Regular communication from
leadership
Be transparent about progress and impediments
Town Halls
Executive Roundtables
Signage
Information Radiators
Cadence of Accountability
116
STEP TEN
W H Y H O W W H A T
Understand what’s in it for everyone involved
and help them see where they fit in the
new organization
Clarity
Accountability
Measureable progress
Team assignments
Staffing plans
Job descriptions
Job aids
Communities of Practice
M E A S U R I N G P R O G R E S S
118118
PERFORMANCE METRICS
119119
DELIVERY TEAMS
Sc r um
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
PERFORMANCE METRICS
120120
PROGRAM TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
Cycle Time
Features Blocked
Rework/Defects
PERFORMANCE METRICS
121121
PROGRAM TEAMS
PORTFOLIO TEAMS
DELIVERY TEAMS
Sc r um
Kanb an
Kanb an
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
Cycle Time
Features Blocked
Rework/Defects
Takt Time/ Cycle Time
Time/Cost/Scope/Value
ROI/Capitalization
PERFORMANCE METRICS
122122
TRANSFORMATION METRICSCapabilities Performance
123123
TRANSFORMATION METRICSCapabilities Performance
MetricsPerformance
124124
TRANSFORMATION METRICSCapabilities Performance
MetricsPerformance
OperationsPerformance
T H E O R Y O F T R A N S F O R M A T I O N – P A R T O N E / /
Agile transformation is about
fundamentally creating the
conditions in your company
where teams can effectively
respond to new information
126126
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER