agile organizations and transformation

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  1. 1. Agile Organizations and Transformation
  2. 2. About Me
  3. 3. 3 Vernon is a Scrum Alliance Certified Scrum Trainer (CST) and an International Coaching Federation Professional Certified Coach. Vernon has 30 years of software development, IT, and operations experience including over 20 years leading award-winning teams in China. Vernon is a recognized expert on the practical application of Agile processes and engineering practices and is a frequent speaker at project, process, and Agile conferences globally. Vernon Stinebaker Principal, Agile Practices Certified Scrum Trainer Professional Certified Coach
  4. 4. About Perficient
  5. 5. 5 $487 Million in revenue 2016 1997Founded PRFT Listed on NASDAQ 95% Repeat Business Rate Employees 3000+ N. America locations 23 Global US, EU, China + India
  6. 6. 6 Global Development Centers Hangzhou, China 100% Scrum CMMI Level 5 Lafayette, LA 100% Scrum Chennai, India 100% Scrum CMMI Level 5 Nagpur, India 100% Scrum CMMI Level 3 2,600+ Total Employees
  7. 7. 7 History of Agile@Perficient 1997/1998 2008 Our methodology was first assessed at CMMI Level 5 for our Hangzhou, China office in April 2008. 2010 Delivered Scrum Alliance certified training to our organization. 2017 Delivered Certified Scrum Training to CNO eXtreme Delivery CMMI L5 Reassessed through full SCAMPI Class A (again, the most rigorous approach) 4 times Reassess Before Agile, Perficient contracted Kent Beck, the founder of eXtreme Programming (XP) to consult in developing our delivery methodology 2016 Our Chennai, India office has been assessed at CMMI Level 5 Enable Methodology
  8. 8. 8 Perficient Agile Certifications 1 60+ 60+ 20+ 1500+ Scrum Certifications
  9. 9. Setting the context
  10. 10. We cannot solve our problems with the same thinking we used when we created them. - Albert Einstein
  11. 11. All models are wrong; some models are useful. - George Box
  12. 12. Headwinds
  13. 13. 13 Challenges to Agile Adoption Company philosophy/culture at odds with core agile values Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measures Ineffective collaboration Regulatory compliance and governance Don't know 0% 18% 35% 53% 70% 11th State of Agile Report VersionOne.com
  14. 14. 14 Challenges to Agile Adoption Company philosophy/culture at odds with core agile values Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measures Ineffective collaboration Regulatory compliance and governance Don't know 0% 18% 35% 53% 70% 11th State of Agile Report VersionOne.com
  15. 15. Culture eats strategy for breakfast. - attributed to Peter Drucker
  16. 16. 16 Its Not Your Fault
  17. 17. 17
  18. 18. Individuals and Interactions over Process and tools - Agile Manifesto 2001
  19. 19. 19 Are You Inside the Box?
  20. 20. 20 Getting Outside the Box
  21. 21. - Richard Florida (2002) People dont need to be managed, they need to be unleashed.
  22. 22. 22 Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence - Gordon Training International/Noel Burch
  23. 23. 23 Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence - adapted from Gordon Training International/Noel Burch Mindful Competence (Meta-cognition)
  24. 24. 24
  25. 25. Growing into a new form of consciousness is always highly personal, unique, and somewhat mysterious process. It cannot be forced onto somebody. Nobody can be made to evolve in consciousness - Laloux (2014)
  26. 26. 26
  27. 27. 27 Challenges to Agile Adoption Company philosophy/culture at odds with core agile values Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measures Ineffective collaboration Regulatory compliance and governance Don't know 0% 18% 35% 53% 70% 11th State of Agile Report VersionOne.com
  28. 28. 28 Challenges to Agile Adoption Company philosophy/culture at odds with core agile values Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measures Ineffective collaboration Regulatory compliance and governance Don't know 0% 18% 35% 53% 70% 11th State of Agile Report VersionOne.com
  29. 29. 29 Its Still Not Your Fault Human Brain - Stanford
  30. 30. 30 Who wants Agile?
  31. 31. 31 Respondents to VersionOne State of Agile Survey 11th State of Agile Report VersionOne.com
  32. 32. Bureaucracies are built by and for people who busy themselves proving they are necessary, especially when they suspect they arent. - Ricardo Semler (1995)
  33. 33. 33 The SCARF Model
  34. 34. 34 The SCARF Model
  35. 35. 35 Challenges to Agile Adoption Company philosophy/culture at odds with core agile values Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measures Ineffective collaboration Regulatory compliance and governance Don't know 0% 18% 35% 53% 70% 11th State of Agile Report VersionOne.com
  36. 36. 36 Challenges to Agile Adoption Company philosophy/culture at odds with core agile values Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measures Ineffective collaboration Regulatory compliance and governance Don't know 0% 18% 35% 53% 70% 11th State of Agile Report VersionOne.com
  37. 37. 37 Its Still Not Your Fault Human Brain - Stanford
  38. 38. 38 Can You Go? From This To This
  39. 39. 39 Responding to VUCA Agility Non-linearity Self-organization Awareness Volatility Uncertainty Complexity Ambiguity https://www.linkedin.com/pulse/ansa-vuca-jon-freeman/
  40. 40. The best architectures, requirements, and designs emerge from self-organizing teams. - Agile Manifesto 2001
  41. 41. 41 Transitioning to Self-organizing Teams Level 1 Hierarchical structure where leader provides one-on-one supervision Level 2 Leader begins transitioning to team coach Level 3 Leader as coach provides structure for self-organizing team to receive necessary training to take on more leadership tasks Level 4 Team assumes most management duties, leader becomes boundary interface Level 5 Leader supports the team (Servant/Leader) Adapted from Zawacki and Norman (1994)
  42. 42. 42 Can Self-organizing Work? What company in the general IT space has the highest revenue per employee? hint: its not publicly traded
  43. 43. 43 It Does Valve Makes More Money Per Employee Than Google Or Apple - https://techcrunch.com February 15, 2011 - http://www.forbes.com February 15, 2011 Valve and Steam Worth Billions
  44. 44. 44 http://www.valvesoftware.com/company/
  45. 45. 45 But It Challenges Organizational Culture Norms Well known and planned transition to Holacracy And yet 14% resigned during final step of transformation
  46. 46. 46 The Common Thread to Success Executive Commitment
  47. 47. Q&A
  48. 48. 48 References
  49. 49. 49 References Zawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common." OD Practitioner, Spring, 1994, pp. 33-38.