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

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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 ?

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

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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