agile transformation explanined

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  1. 1. AGILE TRANSFORMATION
  2. 2. 22 mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  3. 3. THEORY OF TRANSFORMATION PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information
  4. 4. THEORY OF TRANSFORMATION PART ONE // Its less about transforming the people and the process and more about transforming the ecosystem in which they operate
  5. 5. THEORY OF TRANSFORMATION PART ONE // The question is How are you going to go about it?
  6. 6. 66 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  7. 7. 77 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  8. 8. 88 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  9. 9. 99 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress BRIEF AGENDA
  10. 10. 1010 Deciding the Scope of the Transformation Deciding Your Transformation Approach Managing Change and Measuring Progress (MAYBE) BRIEF AGENDA
  11. 11. DECIDING THE SCOPE OF THE TRANSFORMATION
  12. 12. W H Y A R E W E T R A N S F O R M I N G ?
  13. 13. 1313 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.
  14. 14. W H A T A R E W E T R A N S F O R M I N G ?
  15. 15. 1515
  16. 16. 1616 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles
  17. 17. 1717 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
  18. 18. 1818 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven
  19. 19. 1919 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
  20. 20. 2020 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first
  21. 21. 2121 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
  22. 22. 2222 ... all three are essential, but where you start is also essential
  23. 23. W H A T D O W E N E E D T O O V E R C O M E ?
  24. 24. 2424 HOW BIG IS THE ORGANIZATION? Single Team Multiple Teams
  25. 25. 2525 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
  26. 26. 2626 HOW MUCH RESISTANCE?
  27. 27. DEFINING A TRANSFORMATION APPROACH
  28. 28. T H E N O N - N E G O T I A B L E C O R E
  29. 29. 2929 THE 3 THINGS
  30. 30. 3030 BACKLOGS THE 3 THINGS
  31. 31. 3131 BACKLOGS TEAMS THE 3 THINGS
  32. 32. 3232 BACKLOGS TEAMS WORKING TESTED SOFTWARE THE 3 THINGS
  33. 33. 3333 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
  34. 34. 3434 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
  35. 35. 3535 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
  36. 36. 3636 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
  37. 37. 3737 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
  38. 38. 3838 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
  39. 39. 3939 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
  40. 40. 4040 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
  41. 41. 4141 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
  42. 42. W H E R E A R E W E ?
  43. 43. 4343 ADAPTABILITY PREDICTABILITY
  44. 44. 4444 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  45. 45. 4545 AE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  46. 46. 4646 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  47. 47. 4747 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 1
  48. 48. 4848 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 2
  49. 49. 4949 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 3
  50. 50. 5050 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 4
  51. 51. A T H E O R Y O F T R A N S F O R M A T I O N
  52. 52. THEORY OF TRANSFORMATION PART TWO // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  53. 53. THEORY OF TRANSFORMATION PART 2 // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  54. 54. THEORY OF TRANSFORMATION PART 2 // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  55. 55. T R A N S F O R M A T I O N I S A J O U R N E Y
  56. 56. 5656 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  57. 57. 5757 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST
  58. 58. 5858 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  59. 59. 5959 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  60. 60. 6060 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST BECOME PREDICTABLE
  61. 61. 6161 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE
  62. 62. 6262 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE
  63. 63. 6363 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS
  64. 64. 6464 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 1 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1
  65. 65. 6565 AE AC PE