agile transformation explained: agile 2017 session

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  • A G I L E T R A N S F O R M A T I O N

  • 22

    mike@leadingagile.com

    404-312-1471

    www.leadingagile.com

    twitter.com/mcottmeyer

    facebook.com/leadingagile

    linkedin.com/in/cottmeyer

    MIKE COTTMEYER

  • 33

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • 44

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • 55

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • 66

    Deciding the Scope of the Transformation

    Deciding Your Transformation Approach

    Managing Change and Measuring Progress

    BRIEF AGENDA

  • DECIDING THE SCOPE OF THE TRANSFORMATION

  • W H Y A R E W E T R A N S F O R M I N G ?

  • 99

    GOALS OF GOING AGILE

    PREDICTABILITY

    Agile tends to focus on adaptability but

    predictability is most often cited as the reason

    for agile transformation

    EARLY ROI

    Many organizations struggle with 18 month

    delivery cycles. Agile helps your team

    accelerate time to market value

    INNOVATION

    As companies grow sometimes they slow down

    and loose th ability to innovate. Agile can help

    you get back your competitive edge.

    QUALITY

    As organizations scale, product quality often

    suffers. Agile focuses on quality from

    requirements through implementation.

    LOWER COSTS

    Cost savings are tough to promise, but agile can

    help make sure you are only spending money

    on the features most likely to generate revenue

    PRODUCT FIT

    Delivering on time is only important if you are

    delivering the right product. Agile can help you

    get the feedback you need.

  • W H A T A R E W ET R A N S F O R M I N G ?

  • 1111

  • 1212

    CULTURE FOCUSED

    Focused on changing hearts and minds

    Focused on being agile rather than doing agile

    Focused on values and principles

  • 1313

    CULTURE FOCUSED

    Focused on changing hearts and minds

    Focused on being agile rather than doing agile

    Focused on values and principles

    Belief that delivery systems will emerge based on new thinking

  • 1414

    PRACTICES FOCUSED

    Focused on the things that you do

    Focused on roles, ceremonies, and artifacts

    Can be management driven or technically driven

  • 1515

    PRACTICES FOCUSED

    Focused on the things that you do

    Focused on roles, ceremonies, and artifacts

    Can be management driven or technically driven

    Belief that agile is a process or way to work

  • 1616

    SYSTEMS FOCUSED

    Focused on forming teams and governing the flow of value

    Focused on aligning the organization first

  • 1717

    SYSTEMS FOCUSED

    Focused on forming teams and governing the flow of value

    Focused on aligning the organization first

    Belief that culture and practices only emerge within a rational structural and planning framework

  • 1818

    ... all three are essential, but where you start is also essential

  • W H A T D O W E N E E D T O O V E R C O M E ?

  • 2020

    HOW BIG IS THE ORGANIZATION?

    Single Team

    Multiple Teams

  • 2121

    DO TEAMS HAVE DEPENDENCIES?

    Non-instantly Available Resources

    Too Much Work in Process

    Large Products with Diverse Technology

    Low Cohesion & Tight Coupling

    Technical Debt & Defects

    Shared Requirements Between Teams

    Limited Access to Subject Matter

    Expertise

    Matrixed Organizations

  • 2222

    HOW MUCH RESISTANCE?

  • DEFINING A TRANSFORMATION APPROACH

  • T H E N O N -N E G O T I A B L E C O R E

  • 2525

    THE 3 THINGS

  • 2626

    BACKLOGS

    THE 3 THINGS

  • 2727

    BACKLOGS TEAMS

    THE 3 THINGS

  • 2828

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    THE 3 THINGS

  • 2929

    WHAT DO I MEAN?

    INVEST CCC Small enough for the

    team to develop in a day or so

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    Everything and everyone necessary to deliver

    Meets acceptance criteria

    No known defects No technical debt

  • 3030

    WHAT DO I MEAN?

    INVEST CCC Small enough for the

    team to develop in a day or so

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    Everything and everyone necessary to deliver

    Meets acceptance criteria

    No known defects No technical debt

  • 3131

    WHAT DO I MEAN?

    INVEST CCC Small enough for the

    team to develop in a day or so

    BACKLOGS TEAMS WORKING TESTED SOFTWARE

    Everything and everyone necessary to deliver

    Meets acceptance criteria

    No known defects No technical debt

  • 3232

    WHY ARE THEY IMPORTANT?

    People have clarity around what to build

    People understand how it maps to the big picture

    CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

    Teams can be held accountable for delivery

    No indeterminate work piling up at the end of the project

    90% done, 90% left to do

  • 3333

    WHY ARE THEY IMPORTANT?

    People have clarity around what to build

    People understand how it maps to the big picture

    CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

    Teams can be held accountable for delivery

    No indeterminate work piling up at the end of the project

    90% done, 90% left to do

  • 3434

    WHY ARE THEY IMPORTANT?

    People have clarity around what to build

    People understand how it maps to the big picture

    CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

    Teams can be held accountable for delivery

    No indeterminate work piling up at the end of the project

    90% done, 90% left to do

  • 3535

    WHY ARE THEY IMPORTANT?

    Understanding the backlog gives meaning to work

    PURPOSE AUTONOMY MASTERY

    Local decision making gives people a sense of power and control over their work

    People can demonstrate that they are good at what they do

  • 3636

    WHY ARE THEY IMPORTANT?

    Understanding the backlog gives meaning to work

    PURPOSE AUTONOMY MASTERY

    Local decision making gives people a sense of power and control over their work

    People can demonstrate that they are good at what they do

  • 3737

    WHY ARE THEY IMPORTANT?

    Understanding the backlog gives meaning to work

    PURPOSE AUTONOMY MASTERY

    Local decision making gives people a sense of power and control over their work

    People can demonstrate that they are good at what they do

  • E L E M E N T S O F O R G A N I Z A T I O N

  • 3939

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4040

    Product Teams These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4141

    Programs Teams These teams define requirements, set technical direction, and provide context and coordination.

    Product Teams These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4242

    Portfolio Teams These teams govern the portfolio and make sure that work is moving through the system.

    Programs Teams These teams define requirements, set technical direction, and provide context and coordination.

    Product Teams These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

    Services Teams These teams support common services across product lines. These teams support the needs of the product teams.

  • 4343

    DELIVERY TEAMS

  • 4444

    PROGRAM TEAMS

    DELIVERY TEAMS

  • 4545

    PROGRAM TEAMS

    PORTFOLIO TEAMS

    DELIVERY TEAMS

  • W H E R E A R E W E ?

  • 4747

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  • 4848

    EMERGENCE

    CONVERGENCE

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  • 4949

    AE

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  • 5050

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  • 5151

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    EMERGENCE

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    AD-HOC LEANSTARTUP

    AGILETRADITIONAL

    Q U A D R A N T 1

  • 5252

    AE

    AC

    PE

    PC

    EMERGENCE

    CONVERGENCE

    AD

    APTA

    BILITYPR

    EDIC

    TABI

    LITY

    AD-HOC LEANSTARTUP

    AGILETRADITIONAL

    Q U A D R A N T 2

  • 5353

    AE

    AC

    PE

    PC

    EMERGENCE

    CONVERGENCE

    AD

    APTA

    BILITYPR

    EDIC

    TABI