1

AGILE AT ENTERPRISE SCALE:FLIPPING STICKY BITS

A Brief Orientation

@berniemaloney

2

IN THIS PRESENTATION, YOU GET…

• 5 key points for success at Enterprise Scale by slide 12

• A sense forwhy Agile is growingwhere Agile fits

• How applying the concepts of ‘Crossing the Chasm’ to Agile at Enterprise Scale leaves clues to address the challenges

• Design Patterns to address key challenges when Scaling Agile

• A reference list for those who want further study

@berniemaloney

3

“I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT”

Ken SchwaberAgile Software Development

with Scrum

@berniemaloney

4

“I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT”

Ken Schwaber

@berniemaloney

5

VIRGINIA SATIR’S CHANGE MODEL

Bruce Tuckman’s Stages of Team Development

Forming

Storming

Norming

Performing

@berniemaloneyhttp://www.stevenmsmith.com/images/satir_graph.png

6

AGILE FOR BUSINESS SURVIVAL14 mo design cycle

3 mo shelf life

HP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpgSW Bits: http://www.newpackettech.com/software_bits.jpg

HWSW +

All with WEEKLY iterations of the plan

Breakeven

$B/y

6 in USA

20

Products / qtr200

in EU alone

@berniemaloney

7@berniemaloney

Bernie Maloney, CSPPE, CSM, CSPO

Agile CoachAccelerating Genius

Turning Strategies into ResultsFrom Startup to Beyond $100M

8

FLIPPING STICKY BITS: A QUICK TOUR

@berniemaloney

9

1 GET THE FUNDAMENTALS SOLID

Feat

ure

Story

Story

Story

Team

WORK IN THE BUSINESS

Ongoing Grooming

“Storytime”

Ope

rate

@berniemaloney

SHOW TEAMS HOW TO MAKE DECISIONS

10

2 CLARIFY DECISION AUTHORITY

1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate

Select Team

Set Schedule

DocumentAPIs

Name Team

ScopeRelease

DetermineArchitecture

@berniemaloney

11

V2Berkeley

3 ANTICIPATE 3 ITERATIONS AHEAD

V2Berkeley

V1Atlanta

V3Cupertino

V3Cupertino

XAnticipate 3 iterationsAND tune direction over time

To address RISKAND maintain Market responsivenessX

Time

@berniemaloney

12

4 CLARIFY ROLE OF ‘MANAGERS’

@berniemaloney

Prod

uct

Back

log

PotentiallyShippableIterationPSI

Iterationaka

Sprint

Team

Itera

tion

Back

log

1d

ScrumMaster

ProductOwner

Why What (result)

DailyStandup

AGILE: MANAGER ROLE = ?(NATURE ABHORS A VACUUM)

13

5 APPLY LEAN: SEE THE WHOLE

@berniemaloney

Marketing Engineering

Need /Market

Start

Run

Solution /Technology

G&A

Support Operations

14

DOING AGILE APPEARS EASY

@berniemaloney

15

DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE

@berniemaloney

16

DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE

& COURAGE

@berniemaloney

17

WHY AGILE IS GROWINGAn Incredibly Brief Orientation

@berniemaloney

18

ASSUMED FAMILIARITY

@berniemaloney

Build

MeasureLearn

LEAN SCRUM

KANBAN WATERFALL

19

STACEY MATRIXAg

reem

ent

Far FromAgreement

Close ToAgreement

CertaintyClose ToCertainty

Far FromCertainty

SimpleTechnically

Complicated

SociallyComplicated

Complex

Chaotic

@berniemaloney

20

FASTER CYCLES IN TECH & MARKETRe

quire

men

ts

Technology

Simple

Complex

Chaotic

Complicated

Waterfall

Far FromKnown

Known Far FromKnown

Agile / scrum

Agile / Kanban

@berniemaloney

21

Stage GateWhenever there’s a step functionincrease in risk(think “funding round”)

WHERE EACH HAS VALUE

@berniemaloney

Agilescrum

Kanban

XP

Lean

Waterfall

22

AgileWhenever thenext objectiveis clear(think “between funding rounds”)

WHERE EACH HAS VALUE

@berniemaloney

Agilescrum

Kanban

XP

Lean

Waterfall

23

AGILE IS EXPERIENCINGLAW OF DIFFUSION OF INNOVATION

visio

narie

s

early

ado

pter

s

early

maj

ority

late

maj

ority

lagg

ards

The

Chas

m

Agile

@berniemaloney

24

DOING AGILE APPEARS EASY

@berniemaloney

25

DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE

& COURAGE

@berniemaloney

26

FORMING TEAMS:1 GET THE FUNDAMENTALS SOLID

Accelerating Performance

@berniemaloney

27

A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER.

Simon Sinek

@berniemaloney

28

A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER.

A TEAM IS A GROUP OF PEOPLE WHO TRUST EACH OTHER.

Simon Sinek

@berniemaloney

29

VIRGINIA SATIR’S CHANGE MODEL

Bruce Tuckman’s Stages of Team Development

Forming

Storming

Norming

Performing

@berniemaloneyhttp://www.stevenmsmith.com/images/satir_graph.png

30

TECH BUSINESS: FORMING

Engr

@berniemaloney

Mkt

Need /Market

Solution /Technology

Team

31

FORMING

ROLES• Often 2 @ start: CMO, CTO• Consider 3 @ start for Scale:

CMO, CTO, COO• Play any role, any time

including CEO (generalist)• Eventually become

functions (specialized)

DECISIONS• Decide “how to decide”• Eliminate SME bias

– Timebox to focus– Thumb Voting:

Simultaneous RevealSurfaces ObjectionsOppt’y to be heard = buy in

@berniemaloney

KEY: show team how

to make decisions

32

THUMB VOTING

Three StatesUP

Let’s Go!, I’m in!

SIDEWAYSI can support it

DOWNNo, wait, stop

Simultaneous Reveal• Addresses

Subject Matter Expert Bias

• Surfaces Objections FAST

• Opportunity to be heard

@berniemaloney

33

THUMB VOTING

Three StatesUP

Let’s Go!, I’m in!

SIDEWAYSI can support it

DOWNNo, wait, stop

Simultaneous Reveal• Addresses

Subject Matter Expert Bias

• Surfaces Differences FAST

• Opportunity to be heard

Agile ValuesOpenness / Transparency

Courage

@berniemaloney

34

STORMING & NORMING

Meetings Actually, there’s a great book

http://leadingsmart.blogspot.com/2010/05/book-review-death-by-meeting-patrick.htmlhttp://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-by-meeting-part-ii.html

@berniemaloney

35

STORMING & NORMING

We have so many… We ought to get better• Most are poorly run• Meetings are how we

accomplish work as a team• Most run as if only one type• Lencioni Notes 4 types

(parallels scrum)– Daily Check-in– Weekly Tactical– Monthly Strategic– Quarterly Retreat

@berniemaloney

36

STORMING & NORMING

A STOCK AGENDA (60 min)• 5 Hot Topics• 5 Tune Agenda• ~½ Long Term /

Strategic• ~½ Short Term / Tactical• 5 Next Steps• TOTAL

“GROUND RULES”• Basic

– Start on Time = Stop on Time– OK to be late– Catch up to the Conversation– 3s of Silence implies consent

• Advanced– Picard > Kirk

Analysis & Recommendationbeats simple Information

– Synthesize info – Propose Alternates / Solns

55

@berniemaloney

37

INITIALLY WITH AGILE:O

pera

te

BusinessThemes

ArchitecturalVision Fe

atur

e

Story

Story

Story

Team

WORK IN THE BUSINESS“Storytime”

Grooming

Sprint PlanStandups

DemoRetro

@berniemaloney

38

GET THE FUNDAMENTALS SOLID

Feat

ure

Story

Story

Story

Team

WORK IN THE BUSINESS

Ongoing Grooming

“Storytime”

SHOW TEAMS HOW TO MAKE DECISIONS

Ope

rate

@berniemaloney

39

DELEGATION 2 CLARIFY DECISION AUTHORITY

RACI/DACI Matrices; Delegation Boards

@berniemaloney

40

ROLE CLARIFICATION W/ RACI

ResponsibleDoes the work

ConsultedInfluencer

AccountableSingle “hand to shake”

InformedNeeds to know

in order to collaborate

@berniemaloney

41

A COMPARISON: DACI

AccountableDoes the work

ConsultedInfluencer

DeciderArbiter for Decisions

Recieves Consequensces

InformedNeeds to know

in order to collaborate

@berniemaloney

42

Informed

SITUATIONS

Responsible

Consulted

Accountable

Typical

Informed

Responsible

Consulted

Accountable

Informed

Consulted

Responsible

Accountable

Ideal Practical

@berniemaloney

43

CHART EXAMPLE – ACROSS A PLCSCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HW

CGR IGR DGR RQA (FC) MR FCS EOL EOSLSYS System Mgr C C A C C C A I IMKT Product Mkt A + R A + R C C C C R A C

Front End Mkt (Channel/Sales) C C C I I I R C CR&D Project Manager C C R A A A R I I

Architect C C C R R R C IElectrical Eng C C R R R C IMechanical Eng C C R R R C ISoftware Eng C C R R R C IComponent Owners I C R R R C IProject Coordinator I R R R R

QA Quality Program Manager C C C R R R C IAudit Manager C C C C R R C ICertification/regulatory Expert C C R R R R C I

Proc Partner Biz Mgr C C R R R R R C CComponent Mgr C C R R R R C C

MFG New Prod Intro I C C C R R IBusiness Planner I C C C R R C

SUP Support Manager C C C R R R C C AEscalation Manager C C C C C C I RSustaining engineering C C C R R R

FIN Finance C C C C C C C I I

@berniemaloney

44

KEYS

• Distinguish from

• Clearly separate

• Emphasize (& reward)

• Prioritize & over &

information

do

influence

decide

opinionaction

objectives results structure process

@berniemaloney

45

DELEGATION BOARDS

1. Tell: decisions made from Manager Role

2. Sell: while seeking team commitment, Manager decides

3. Consult: get team input before decision

4. Agree: make decisions with team (equal voice)

5. Advise: influence decision made by team

6. Inquire: team decides, convinces Manager after

7. Delegate: no Manager influence; let team work it outhttp://www.slideshare.net/jurgenappelo/management-30-in-50-minutes

1 Tell

2 Sell

6 Inquire

3 Consult

4 Agree

5 Advise

7 Delegate

@berniemaloney

46

DELEGATION BOARD: EXAMPLE

1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate

Select Team

Set Schedule

DocumentAPIs

Name Team

ScopeRelease

DetermineArchitecture

@berniemaloney

47

DOING AGILE APPEARS EASY

@berniemaloney

48

DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE

& COURAGE

@berniemaloney

49

SCALING THE PRODUCT PLAN3 ANTICIPATE 3 ITERATIONS AHEAD

Surfing Emerging Requirements

@berniemaloney

50

You Are Here

V2Berkeley

?

V1Atlanta

V3Cupertino

?

V3Cupertino

?

V2Berkeley

?

TimeHorizon

X

Waves

TimeHorizon

@berniemaloney

51

You Are Here

V2Berkeley

?

V1Atlanta

V2Berkeley

?

Time

Waves

X

Surfboard

momentum’s direction

V3Cupertino

?

V3Cupertino

?

@berniemaloney

52

You Are Here

V2Berkeley

?

V1Atlanta

V2Berkeley

?

Time

X

Anticipate 3 iterations toManage “Cone of Uncertainty”

whenever objectives slip outsidethe cone of momentum

RISK creeps in

V3Cupertino

?

V3Cupertino

?

@berniemaloney

53

You Are Here

Time

X

CHALLENGE

Unchecked momentumcontinues unconscious direction

Best direction?

V2Berkeley

?

V1Atlanta

V2Berkeley

?

@berniemaloney

54

ISSUE

Unconscious forward motion= RISKof squandered momentumand short timeline delivery pressure

Time

V2Berkeley

V1Atlanta

V3Cupertino

X

X

@berniemaloney

55

V2Berkeley

SURFING

X

V2Berkeley

V1Atlanta

Anticipating 3 iterationsHelps smooth shifts

V3Cupertino

A guess at 3rd iteration

Helps set 2nd iterationand channel momentum

@berniemaloney

56

V2Berkeley

ANTICIPATE

X

V2Berkeley

V1Atlanta

Even if directionsshift over time

V3Cupertino

Helps set 2nd iterationand channel momentum

A guess at 3rd iteration

V3Cupertino

@berniemaloney

57

V2Berkeley

OUTSURF COMPETITION

V2Berkeley

V1Atlanta

V3Cupertino

V3Cupertino

XAnticipate 3 iterationsAND tune direction over time

To address RISKAND maintain Market responsivenessX

Time

@berniemaloney

58

INITIALLY:

Feat

ure

Story

Story

Story

Team

WORK IN THE BUSINESS

Ongoing Grooming

“Storytime”

Ope

rate

@berniemaloney

59

AS VISION & THEMES EXPAND…

Feat

ure

Story

Story

Story

Team

Ongoing Grooming

“Storytime”

@berniemaloney

60

ANTICIPATE TO LEAD THE MARKETAn

ticip

ate

Prod

uct

Road

map

s

Rele

ases

X

Feat

ure

Story

Story

Story

Team

Ongoing Grooming

“Storytime”

@berniemaloney

61

WORK ON THE BUSINESSAn

ticip

ate

Prod

uct

Road

map

s

Epic

s

Rele

ases

X

Feat

ure

Story

Story

Story

Feat

ure

Feat

ure

Feat

ure

Portf

olio

Team

Ongoing Grooming

“Storytime”

@berniemaloney

62

ENABLE SELF DIRECTED TEAMS4 CLARIFY ROLE OF ‘MANAGERS’

@berniemaloney

63

REMEMBER THIS?Re

quire

men

ts

Technology

Simple

Complex

Chaotic

Complicated

Waterfall

Far FromKnown

Known Far FromKnown

Agile / scrum

Agile / Kanban

@berniemaloney

64

TYPICAL COVERAGE: MARKETINGRe

quire

men

ts

Technology

Chaotic

Far FromKnown

Known Far FromKnown

ProductManagement

@berniemaloney

65

TYPICAL COVERAGE: ENGINEERINGRe

quire

men

ts

Technology

Chaotic

Far FromKnown

Known Far FromKnown

EngineeringManagement

ProjectManagement

@berniemaloney

66

AGILE: MANAGER ROLE NOT EXPLICIT

Prod

uct

Back

log

PotentiallyShippableIterationPSI

Iterationaka

Sprint

Team

Itera

tion

Back

log

1d

ScrumMaster

ProductOwner

Why What (result)

DailyStandup

@berniemaloney

67

NATURE ABHORS A VACUUM

@berniemaloney

68

MANAGERS: REMOVE OBSTACLES

Addressing whatever slows a team downwill increase their ability to deliver

A relentless focus on removing obstacles will increase the organization’s ability to perform

@berniemaloney

69

GROW LEADERSHIP

http://managewell.net/?p=611

http://en.wikipedia.org/wiki/Situational_leadership_theory@berniemaloney

70

CHARACTERISTICS

Direction

CoachingMentoring

Delegation

Task / OutputResult / OutcomeFollowers Own:

You DecideI Trust You

We TalkYou Decide

We TalkI Decide

I TalkI Decide

@berniemaloney

71

GREAT LEADERS GIVE US SOMETHING TO BELIEVE IN, NOT SOMETHING TO DO.

Simon Sinekhttp://youtu.be/u4ZoJKF_VuA

Start With Why

@berniemaloney

72

AGILE GOAL: SELF DIRECTED TEAMS

Direction

CoachingMentoring

Delegation

Task / OutputResult / OutcomeFollowers Own:

You DecideI Trust You

@berniemaloney

73

WELL RUNNING AGILE LIBERATES MANAGERS FOR BROADER SCOPE WORK

Direction

CoachingMentoring

Delegation

Followers : Grasp “WHY”Make DecisionsOwn Outcomes

Managers: Plan AheadTake On StrategyGreater Complexity

@berniemaloney

74

DOING AGILE APPEARS EASY

@berniemaloney

75

DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE

& COURAGE

@berniemaloney

76

EVOLVE BY DESIGN NOT DEFAULT5 APPLY LEAN – SEE THE WHOLE

Scaling the Business

@berniemaloney

77

TECH BUSINESS: EARLY / SMALL

Engr

@berniemaloney

Mkt

Need /Market

Solution /Technology

Team

78

TECH BUSINESS: MEDIUM

@berniemaloney

Legal

IT

Arch

Build

ClientSW

Sales

Biz Dev

Tech Partner

QE

Fin $HW

Mfg

UX

ProductMgt

79

TECH BUSINESS: LARGER / LATER

User docs

IT applIT ops

Support

Legal

Cloud Services

Arch

Build

ClientSW

Sales

Outb’ndMtkg

Cust Partner

Biz Dev

Tech Partner

BetaMgt

Perf / Stab

QE

Fin $HW

Mfg

UX

@berniemaloney

ProductMgt

80

COORDINATING THIS = COMPLEX

User docs

IT applIT ops

SupportCloud

Services

Arch

Build

ClientSW

Sales

Outb’ndMtkg

Cust Partner

Biz Dev

Tech Partner

BetaMgt

Perf / Stab

QE

HW

Mfg

UX

@berniemaloney

ProductMgt

Legal

Fin $

81

SCALE BY ABSTRACTING THE PATTERN

User docs

IT applIT ops

Support

Legal

Cloud Services

Arch

Build

ClientSW

Sales

Outb’ndMtkg

Cust Partner

Biz Dev

Tech Partner

BetaMgt

Perf / Stab

QE

Fin $HW

Mfg

UX

Marketing Engineering

@berniemaloney

ProductMgt

Market Technology

82

TECH BUSINESS: EARLY / SMALL

Engr

@berniemaloney

Mkt

Need /Market

Solution /Technology

Team

83

ABSTRACTING THE PATTERN

User docs

IT applIT ops

Support

Legal

Cloud Services

Arch

Build

ClientSW

Sales

Outb’ndMtkg

Cust Partner

Biz Dev

Tech Partner

BetaMgt

Perf / Stab

QE

Fin $HW

Mfg

UX

Marketing Engineering

@berniemaloney

ProductMgt

Market Technology

Start

84

ABSTRACTING THE PATTERN

User docs

IT applIT ops

Support

Legal

Cloud Services

Arch

Build

ClientSW

Sales

Outb’ndMtkg

Cust Partner

Biz Dev

Tech Partner

BetaMgt

Perf / Stab

QE

Fin $HW

Mfg

UX

Marketing Engineering

Support Operations

G&A

@berniemaloney

ProductMgt

HR

Run

Start

85

APPLY LEAN: SEE THE WHOLE

@berniemaloney

Marketing Engineering

Need /Market

Start

Run

Solution /Technology

Legal

Fin $

G&A

HR

Support Operations

86

SCALE THROUGH SYNTHESIS

@berniemaloney

Marketing Engineering

Support Operations

87

COORDINATE THE SYSTEMCo

ordi

nate

Ongoing Grooming

“Storytime”

Prod

uct

Road

map

s

Epic

s

Rele

ases

X

Feat

ure

Story

Story

Story

Feat

ure

Feat

ure

Feat

ure

System Team

Scrum of Scrums

ReleaseN+2

ReleaseN+1

ReleaseN

@berniemaloney

88

SHIFT THE ORGANIZATION’SBE-ING

The Big Picture

@berniemaloney

89

INITIALLY (HOW AGILE STARTS):

Feat

ure

Story

Story

Story

Team

WORK IN THE BUSINESS

Ongoing Grooming

“Storytime”

Ope

rate

@berniemaloney

90

AS VISION & THEMES EXPAND…

Feat

ure

Story

Story

Story

Team

Ongoing Grooming

“Storytime”

@berniemaloney

91

HAVE TEAM GRASP THE PURPOSEAn

ticip

ate

Prod

uct

Road

map

s

Epic

s

Rele

ases

X

Feat

ure

Story

Story

Story

Feat

ure

Feat

ure

Feat

ure

Portf

olio

Team

Ongoing Grooming

“Storytime”

WORK ON THE BUSINESS

@berniemaloney

KEY: give teams

the “WHY”

92

[DR. MARTIN LUTHER KING] GAVE THE “I HAVE A DREAM” SPEECH, NOT THE “I HAVE A PLAN” SPEECH.

Simon Sinekhttp://youtu.be/u4ZoJKF_VuA

Start With Why

@berniemaloney

93

EVENTUALLY: STEER THE SYSTEMCo

ordi

nate

Ongoing Grooming

“Storytime”

Prod

uct

Road

map

s

Epic

s

Rele

ases

X

Feat

ure

Story

Story

Story

Feat

ure

Feat

ure

Feat

ure

System Team

Scrum of Scrums

ReleaseN+2

ReleaseN+1

ReleaseN

Kanb

anKa

nban

Scru

m

@berniemaloney

94

AT ENTERPRISE SCALE – USE FLOWInception Elaboration Construction Transition

Analyze Design Build Test Deploy

Story Backlog Task Backlog In Process Task Done Story Done

@berniemaloney

Feat

ure

Story

Story

Feat

ure

Feat

ure

EVT

DVT

PVT

Ope

rate

Antic

ipat

e

Coor

dina

tehttp://www.slideshare.net/mcottmeyer/scrum-gathering-vegas-agile-program-and-portfolio-management

kanban

kanban

scrum

95

SUMMARY: FLIPPING STICKY BITSCulture Eats Strategy for Lunch

@berniemaloney

96

FASTER CYCLES IN TECH & MARKETRe

quire

men

ts

Technology

Simple

Complex

Chaotic

Complicated

Waterfall

Far FromKnown

Known Far FromKnown

Agile / scrum

Agile / Kanban

@berniemaloney

97

AGILE IS EXPERIENCINGLAW OF DIFFUSION OF INNOVATION

visio

narie

s

early

ado

pter

s

early

maj

ority

late

maj

ority

lagg

ards

The

Chas

m

Agile

@berniemaloney

98

GET THE FUNDAMENTALS SOLID

Feat

ure

Story

Story

Story

Team

WORK IN THE BUSINESS

Ongoing Grooming

“Storytime”

SHOW TEAMS HOW TO MAKE DECISIONS

Ope

rate

@berniemaloney

99

CLARIFY DECISION MAKING

CGR IGR DGR RQA (FC) MR FCS EOL EOSLSYS System Mgr C C A C C C A I IMKT Product Mkt A + R A + R C C C C R A C

Front End Mkt (Channel/Sales) C C C I I I R C CR&D Project Manager C C R A A A R I I

Architect C C C R R R C IElectrical Eng C C R R R C IMechanical Eng C C R R R C ISoftware Eng C C R R R C IComponent Owners I C R R R C IProject Coordinator I R R R R

QA Quality Program Manager C C C R R R C IAudit Manager C C C C R R C ICertification/regulatory Expert C C R R R R C I

Proc Partner Biz Mgr C C R R R R R C CComponent Mgr C C R R R R C C

MFG New Prod Intro I C C C R R IBusiness Planner I C C C R R C

SUP Support Manager C C C R R R C C AEscalation Manager C C C C C C I RSustaining engineering C C C R R R

FIN Finance C C C C C C C I I@berniemaloney

1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate

Select Team

Set Schedule

DocumentAPIs

Name Team

ScopeRelease

DetermineArchitecture

100

V2Berkeley

ANTICIPATE 3 ITERATIONS AHEAD

V2Berkeley

V1Atlanta

V3Cupertino

V3Cupertino

XAnticipate 3 iterationsAND tune direction over time

To address RISKAND maintain Market responsivenessX

Time

@berniemaloney

101

EVOLVE THE ROLE OF ‘MANAGERS’

Direction

CoachingMentoring

Delegation

Shift from Direction to DelegationTake On Strategy

@berniemaloney

102

HAVE TEAM GRASP THE PURPOSEAn

ticip

ate

Prod

uct

Road

map

s

Epic

s

Rele

ases

X

Feat

ure

Story

Story

Story

Feat

ure

Feat

ure

Feat

ure

Portf

olio

Team

Ongoing Grooming

“Storytime”

WORK ON THE BUSINESS

@berniemaloney

103

APPLY LEAN: SEE THE WHOLE

@berniemaloney

Marketing Engineering

Need /Market

Start

Run

Solution /Technology

G&A

Support Operations

104

STEER THE SYSTEM…Co

ordi

nate

Ongoing Grooming

“Storytime”

Prod

uct

Road

map

s

Epic

s

Rele

ases

X

Feat

ure

Story

Story

Story

Feat

ure

Feat

ure

Feat

ure

System Team

Scrum of Scrums

ReleaseN+2

ReleaseN+1

ReleaseN

Kanb

anKa

nban

Scru

m

@berniemaloney

105

VIRGINIA SATIR’S CHANGE MODEL

Bruce Tuckman’s Stages of Team Development

Forming

Storming

Norming

Performing

@berniemaloneyhttp://www.stevenmsmith.com/images/satir_graph.png

106

DOING AGILE APPEARS EASY

@berniemaloney

107

DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE

& COURAGE

@berniemaloney

108

REFERENCES 1/2 BIT.LY/SVCCTRICKY

AGILE• Michael Sahota: Success patterns because Agile = process + culture• Mike Cottemeyer : Agile Portfolio Management• Juergen Appelo: Management 3.0 – for Agile environments• Jeff Patton: Story mapping – scaling a product to multiple releases• Andrea Tomasini: ideas for moving Mgt from Push to Pull

LEAN• Mary & Tom Popendiek – seminal book on Lean, great reading list

STARTUPS• Steve Blank: Customer Development• Eric Ries: The Lean Startup• Startup Genome Project: Study of success factors in startups• Patrick Lencioni: “Death by Meeting” – effective meetings@berniemaloney

109

REFERENCES 2/2 BIT.LY/SVCCTRICKY

LEADERSHIP• Simon Sinek:

Start with Why – Inspiring with Purpose• Situational Leadership Theory:

30+ year history, management as more than direction / delegation

OTHER• Business Model Generation / Canvas:

Tool for iterating business (like Agile iterates development cycles)• Holacracy:

Comprehensive structure for organizational governance based in Agile (purpose driven, emergent design, clear accountability)

• Scaled Agile Framework: Detailed, prescriptive structure for Agile programs/enterprises

• Spotify:Case Study: multi-team, multi-location; matrixed by skills AND product

@berniemaloney

110@berniemaloney

Bernie Maloney, CSPPE, CSM, CSPO

bit.ly/speedmygenius

Agile CoachAccelerating Genius

Turning Strategies into ResultsFrom Startup to Beyond $100M

111

FINUt Prosim. Namaste.

@berniemaloney