Agile-transformation&metrics

Agile transformations

Cegeka - Agile in the Core

August 18, 2016FRANKY REDANT & JAN DE BAERE

“Agile Transformations are complex, one should make them as simple as possiblewhile keeping in mind that they remain a complex matter.”

TransformationsAgile

becoming agile

mindset

ability

growevolve emergechange

methods

behaviourvalues

principles

practices innovate

thinking

Agile Transformation Approach (*)

Care Support

Initiate

Sustain

Team of Teams

TEAM

TEAM of TEAMS

ORGANISATION

Mindset, method, tools

Structures, systems

Culture, Leadership

Strategy

* ( cc - 2015, the Agile Transformation Approach (ATAp) designed by Franky Redant)

Foundations, goals, principles

Legend: Teal Team = Transformation TeamBlue teams = management teamsGreen teams = operational teams (dev-ops)

Transformation Team

ReadinessAssessment of Agility

Assessment, readiness criteria

Care Support

Initiate

Sustain

Team of Teams

Care Support

Initiate

Sustain

Team of Teams

Team

Care Support

Initiate

Sustain

Team of Teams

Team

Team

Care Support

Initiate

Sustain

Team of Teams

Care Support

Initiate

Sustain

Team of Teams

Care Support

Initiate

Sustain

Team of Teams

Agile

Val

ues &

prin

cipl

es

Agile Transformation

SSIC

SSIC

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SSICSSIC

SSIC

SSIC

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SSIC

SSIC

SSIC

SSIC

SSIC

SSIC SSIC

SSIC

SSIC SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSIC

SSICTEAM

TEAM of TEAMS

ORGANISATIONSSIC

SSICSSIC

SSIC

SSIC

SSIC

SSIC

Iterative & Incremental

Adaptive & Em

pirical

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Agility Triad Value

CreationOperational Excellence

Leadership Collaboration

Agile Values & principles

Performance

Technical Excellence

Alignment

Customer Delight

Strategic Benefit

Agile Culture

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Interviews

Observations

Information radiators reviews

Gemba walks

Improvement workshop

Agile cultureOperational Excellence

Build initial transformation

backlog

View on current structures & systems

Understand context & culture

Assessements

Goals

Measures

Practices

Assessment

Value Created

View on Agile maturity (level of Agility)

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Preconditions

Active Sr Management involvement

Transition team known and dedicated

Management open to coaching

Start transformation

Hold

Conditions

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Approach – The Transformation team

Why ?

Who?

How? What?

Typically: Sponsor of the agile transformationStakeholder from the pilot teamsAgile coaches

Lead the transition agilelyInspire and coach

Role modelingUnderstand progress

Encourage improvement

Maintaining backlogTaking action

Regular alignment

Solve impedimentsProvide active supportFind solutions…

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Care Support

Initiate Sustain

Situational Coaching Model - SCM(*) – Teams

eval

eval

eval

(© 2014, SCM (Situational Coaching Model) designed by Franky Redant and Jan De Baere)

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The four phases of maturity

Initiate Care

Stabilize output & have predictable delivery

Support Sustain

Predictability is within 20% range for 3 successive sprints

For example:• Teams setup• Roles are clear

and assigned• Trainings are

given• Initial backlog • Visualisation is

setup

Typical examples- 30% less incidents- Increase Output with 30%- Predictability within 10% range- Decrease deployment cycle time with 50%

Typical examples:- Faster time to market.- Increased delivery of business value- Capacity utilization - Feedback cycle time- Design in process inventory

Next phase whenAll todo’s are done

(see list)

Install the basicsFind your team

grow Objective(s)

Further growth and realize results

Defined Objective(s) has/have been reached

Predictability: planned vs actual velocity, throughput, cycle time

N/A

What?

Objective

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Maturity levels: team level

• Trainings Introduction agile and scrum and XP practices

• Foundations Stable team composition PO & SM known Sprint Schedule is agreed and planned Team Agreements Visualisation e.g. Scrum/kanban board

• Create backlog or optimize backlog Create an initial product backlog, prioritized

and estimated (high-level) Create sprint backlog

Initiate

All boxes are checked

Goal

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• Prepare all meetings and ceremonies with coach and coach assists in all meetings + feedback

• 1on1 or role focused coaching sessions Scrum masters, Product owners & proxies, Architects (technical

coach might be required)

• On the job training of techniques and practices as necessary Story mapping, impact mapping, poker planning estimations,

retrospective techniques, …

• Visualize solution foundation Dependencies, stakeholders Draw component diagram, domain model, context diagram

• Start metrics and reports Velocity, capacity Scope evolution charts, burndowns, burn-ups E.g. Sprint report, Agile radar self-assessment for team progress

Care

3 successive sprints there is less then 20% deviation between planned and actual

Goal

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• Coach assists in meetings + feedback• Optimisation of discipline and improve self-

organization Predictable velocity

• 1on1 or role focused coaching sessions Scrum masters, Product owners & proxies, Architects (technical coach

might be required)

• Support roles with advise on request• Technical coaching where needed• Provide references to continuously learn

(other activities as needed or requested)

Support GoalTeam & coach together:

-define next objective

-reach next objective

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• Further recommendations• On demand

1on1 or roles coaching sessions meeting assistance refreshment courses. Additional training Facilitation Assessment of progress and status.

SustainGoal

Team



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Maturity levels: team of team level

• Start visualizing Release train planning board. (PI planning board)

• Trainings Safe primer (involved stakeholders) Kanban and Flow management

• Make or Reconfirm agreements Aligned sprint Schedules, PI schedule Release Train Agreements DOD, DOR for PI PI board, principles and practices

Initiate

All boxes are checked

Goal

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• Prepare all meetings with coach + feedback PI Planning meeting System demos Inspect and adapt Scrum of Scrums Feature Refinement workshops

• 1on1 or role focused coaching sessions Release train engineer, System Architects (technical coach

might be required), Product management

• Workshop on techniques and practices as necessary Story mapping, impact mapping, poker planning estimations,

retrospective techniques, …

• Start metrics and reports Velocity, capacity, CFD, Scope evolution charts, burndowns, burn-ups, …

Care

One PI with less then 20% deviation between planned and actual

Goal

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• Coach assists in meetings • Feedback sessions on meetings • 1on1 or role focused coaching sessions

Release train engineers, Product management, System Architects (technical coach might be required)

• Support roles with advise on request. • Provide references to continuously learn

(other activities as needed or requested)

Support GoalTeam & coach together:



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• Final status report with further recommendations.

• On demand 1on1 or roles coaching sessions meeting assistance refreshment courses. Additional training Facilitation Assessment of progress and status

Further recommendations

Sustain GoalTeam



Timings of a coaching cycle

0 3 - 4 6+

Evaluate?

Time in months

% o

f tea

ms

to careTimeboxes of 3 monthsEvaluation after timeboxTransformation team decides

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This is an evolving model. Continuously improve and elaborate

Iterative

Empirical

Adaptive

Incremental

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“An Agile Transformation is

winning minds over

implementing processes and

tools.”

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CONTACT Universiteitslaan 93500 Hasselt, Belgium

Phone: +32 11 24 02 34 Fax: +32 11 23 34 25

facebook.com/cegeka

@cegeka

[email protected]

linkedin.com/company/cegeka

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