Agile Transitions @Agile Tour Vilnius 2011
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Transcript of Agile Transitions @Agile Tour Vilnius 2011
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Agile Transitions
Things to consider before you start
6.10.2011 - Agile Tour Vilnius 2011
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Why Agile?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growing Software Complexity
Software complexity in FORD vehicles quadrupled in 5 years
0
2,5
5
7,5
10
2005 2006 2007 2008 2009 2010
10
6
4,5
3,42,8
2,4
Software lines in FORD vehicles over the past 5 years
x4
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growing Software Complexity
Compared software complexity growth in aerospace and automotive
F-22 Raptor
F-35 Joint Strike
Boeing 787 Dreamliner
S-Class Daimler 98,6
6,5
5,7
1,7
x10
http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code/0
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Time to MarketDue to globalization effects, and other economical changes, the time to market over time decreased significantly
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
13.5 years
3 months
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Change from this... Production-based process
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
... to this. R&D based process
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Agile Transitions
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Common problems when doing transitions
• No compelling reason for change
• Lack of communication
• Focus on changing process, structure etc instead of behavior
• No room for failures
• Management and leadership not willing to change themselves
• Only training and no coaching
• Nothing changes if nothing changes
• Not making the process transparent and meaningful to the individual - WIIFM
• And many more...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Transition to Agility
• Team/People Empowerment
• Knowledge building, and persisting
• Adaptivity to changes, flexibility
• Focus on Value and Customer
• Cultural Change, paradigm shift
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Adapting vs. Defining“At the University of California at Irvine, ... they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
A “process” for transitions
• Establish a reason for the transition
• Create a transition team
• Develop a vision and strategy
• Communicate the vision
• Empower people to change
• Generate quickly some success
• Don’t let up
• Anchor new approach in the culture
Based on Leading Change by John Kotter
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Strategy Map
How to define a Goal and setup a strategy to successfully transform your organization?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Strategic Objective(s)Description of a desired outcome with key differentiators
Strategic Objective
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Strategic Objective(s)Description of a desired outcome with key differentiators
Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints or Targets
Strategic Objective
Possible Success Factor
Possible Success Factor
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Strategic Objective(s)Description of a desired outcome with key differentiators
Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints 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.
Strategic Objective
Possible Success Factor
Possible Success Factor
Necessary Condition
Necessary Condition
Necessary Condition
Necessary Condition
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Things to consider in a transition
What might be part of a transition
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Top Management Sponsorship
Evidence of Success
Pilot Projects
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Pilot Project
• Try the whole process end-to-end, not just the development
• Start by training the Product Owners, and through coaching identify and develop a Product Backlog
• Train the Team when the Backlog is READY and start sprinting
• Coach the whole Scrum Team through 2-3 Sprints till the Team will be independent, than start with another team
• Learn from every experience and consolidate the Backlog and the approach
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Top Management Sponsorship
Remove Impediments
Evidence of Success
Pilot Projects
Transition Team
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Transition Team
• Members representing the disciplines and roles present in the organization
• Contains the Sponsor of the transition acting as Product Owner
• Members may rotate over time depending on the focus at that time
• Also people may join to support Impediment removal
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Top Management Sponsorship
Remove Impediments
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Transition Backlog
• Contains all the tactical actions stemming from the Transition Strategy
• Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility
• Get’s processed by the Transition Team, in order of priority
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Remove Impediments
Top Management Sponsorship
Awareness
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Lean, Agile or Scrum?
Lean PrinciplesAgile Values
Scrum FrameworkCommitm
entOpenness Courage
Focus
Respect
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Awareness
Remove Impediments
Top Management Sponsorship
Marketing & Communication
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Start to ask Questions!Put your team into context, allow them to tell the story... good and bad stories, they are all lessons learned :-)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Awareness
Remove Impediments
Top Management Sponsorship
Marketing & Communication
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Effective Scrum Teams
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Agile Engineering Practices
Delivering fast requires new methods... and new tools
People need to learn new tools and new practices...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Agile Engineering Practices
There is no “perfect” tool and there is no tool forever...
and have the courage to leave behind the Old tools which are not supportive anymore
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Effective Scrum Teams
Coaching
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Coaching
• Coaching mostly the Product Owners, ScrumMasters and management
• Focus on changing behavior
• Guiding people to a solution instead of giving one
• Asking powerful questions and giving feedback
• Coaching coaches
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Effective Scrum Teams
Training Coaching
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Effective Scrum Teams
Training Coaching
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Agile & Scrum introduction
Customer & Value orientation
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Effective Scrum Teams
Training Coaching
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
System ThinkingThe constraints set into a system are responsible for people behaviors into that system
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Sustainability
Building Knowledge
Effective Scrum Teams
Training Coaching
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Community of Practice
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Community of PracticeLearning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Enterprise successfully delivering with Scrum
Marketing & Communication
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Sustainability
Internal Coaches
Building Knowledge
Effective Scrum Teams
Training Coaching
Agile Leadership
Training Program & Career path
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Community of Practice
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Conclusions
• Agile is mainstream, enterprises need to adopt is growing
• Succeeding with one or two projects is not the same as succeeding with the whole enterprise
• Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation
• Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Questions?
• You can contact me at:
• email: [email protected]
• twitter: @lasseziegler
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