beyond easy agile: how to overcome the challenges of adopting agile in established enterprises
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Beyond Easy Agile: How to Overcome the Challenges of Adopting Agile in Established Enterprises
Scott W. Ambler Senior Consulting Partner
scott [at] scottambler.com
@scottwambler
We’re going to cover a lot of
ground
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Agenda • What is easy agile? • The challenges faced by established enterprises • Enterprise agile in practice • Pragmatic agile over purist agile • The agile adoption triad • Coaching in established enterprises • Transitioning enterprise IT teams • Parting thoughts
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What is Easy Agile? The Mindset Perspective
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Agile Skeptics
Agile Promoters
Avoids Change
Embraces Change
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“Easy Agile”
“Hard Agile”
What is Easy Agile? The Context Perspective
• “Easy agile” – Small, near-located team – Straight forward problem to solve – “Whole team” with the authority and responsibility to succeed – Technical environment is of reasonable (or better) quality – Everyone works for the same organization
• “Hard agile” is when you’re dealing with one or more of – Geographically distributed teams – Large teams – Complex problem to solve – Team depends on other teams to succeed – Technical environment is complex – People work for different organizations, often with competing goals
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The Challenges Faced by Established Enterprises
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Every team interacts with, and affects, other teams
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Delivery Team A
Delivery Team B
Enterprise Architecture
Operations
Data Management
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IT departments are multi-modal
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Multi-Modal Delivery: Your Mix Evolves As You Improve
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External challenges
• Digital transformation • Pace of technical change • Value streams are emerging, evolving, and disappearing • Complexity • Security threats • Disruptive competitors • Dramatic political changes • Our customers expect to be delighted
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Internal challenges
• Digital transformation • Organizational structures • Aging workforce • Organizational silos • Alignment between business and IT • Alignment within IT • Alignment between IT and funding • Staff retention • Traditional cultures • Waterfall governance • Lack of stakeholder involvement • Specialized staff • Workspaces
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Many Agile Delivery Teams Work at Scale
• 26% of agile teams are more than 20 people • 71% of agile teams are geographically distributed in some way • 62% of agile teams are dealing with regulatory compliance • 78% of agile teams are working in medium to very complex domains • 93% of agile teams are working in technically challenging
environments • 96% agile agile teams work with other teams in their organization • 58% are working on agile teams with non-FTEs involved • 17% of agile teams are working in an outsourcing situation
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Source: SA+A 2016 Agility at Scale Survey
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Enterprise Agile in Practice
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Teams are composed of unique individuals…
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…and every team faces a unique situation
Source: disciplinedagiledelivery.com/agility-at-scale/
Team Size Two Hundreds
Geographic Distribution Co-located Global
Organizational Distribution Single division Outsourcing
Compliance None Life critical
Domain Complexity Straightforward Very complex
Technical Complexity Straightforward Very complex
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Every team approaches initial requirements differently
Every team collaborates differently
Every team approaches testing differently
Every team needs different kinds of help from other teams
Every team approaches deployment differently
Implications: • Prescriptive, easy agile “cookbook approaches” won’t
fit well • Instead we must piece together the right strategies for
the situation that we face
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Context Counts
Every organization is unique
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Strategic Agile : The Agile IT Department
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Pragmatic agile over
purist agile
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Disciplined Agile (DA) is a context sensitive
The DA framework is empirical: – Originally based on observations from
dozens of organizations world wide, and has evolved since then based on continuing observations
– Encapsulates inputs from hundreds of practitioners
– Hybrid framework that adopts proven ideas from many sources, including agile, lean, and traditional methods and frameworks
– Implements insights from industry research
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Every delivery team will make their own process choices
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Goal: Address Changing Stakeholder needs
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People
Tools Process
The Agile Adoption
Triad
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What Challenges Did You Face During Your Agile Adoption?
Changing our business culture Adopting agile technical practices Changing our IT culture Using our existing tools in an agile manner Adopting new agile development tools Adopting agile management practices
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Source: SA+A 2014 Agile Adoption Survey
Most Difficult
Least Difficult
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How Important Were These Issues During Your Agile Adoption?
Changing our business culture Adopting agile management practices Changing our IT culture Adopting agile technical practices Adopting new agile development tools Using our existing tools in an agile manner
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Source: SA+A 2014 Agile Adoption Survey
Most Important
Least Important
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Transition Factors: Focus of Effort
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People 80-85%
Individuals and interactions: People
evolve to an agile mindset, learn new skills,
and adopt improved collaboration strategies
Process 5-10%
Adopt new practices and techniques at the team, department, and organizational levels
Tools 5-10%
Adopt new tools, adopt new ways to use some
existing tools, and abandon some existing tools
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Transition Factors: Transition Strategies
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People
Process
Tools
Teams don’t understand how agile fits together, nor the implications of their actions
Cargo cult agile layered on top of your existing processes
Overly complex “standardized” agile
Cargo cult agile with “standardized” automated bureaucracy
Agile kids playing with shiny new toys
Teams of agile zealots working in small rooms
Disciplined agile teams capable of working at scale
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Coaching in an Established Enterprise
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The Usual Transformation Strategy
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Dev Team 1
Dev Team 2
Dev Team 3
Dev Team 4
The Plan:
Dev Team N
…
Dev Team 1
Dev Team 2
Dev Team 3
Dev Team 4
What Happens:
Fail
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An Enterprise Aware Transformation Strategy
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Dev Team 1
Dev Team 2
Dev Team 3
Dev Team 4
Dev Team N
…
Enterprise Architecture
Information Management IT Governance …
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Types of Coaches
• Team coaches – Help delivery teams to be agile and to practice agile – 5+ years of agile experience
• Specialized coaches – Work with non-delivery teams or niche delivery teams to be agile and to
practice agile – 5+ years of agile experience, 5+ years of experience in the specialized
area
• Executive coaches – “Go to person” when other coaches run into problems outside their
scope of influence – Help business and IT executives to be agile and to lead agile – 10+ years of agile experience, 10+ years of enterprise experience
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Transitioning Enterprise IT Teams
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Challenge: Our “Bodies of Knowledge” Aren’t Compatible
IT Activity Bodies of Knowledge Development The Agile Canon Project Management PMI PMBoK, Prince2 IT Governance COBiT Enterprise Architecture TOGAF, Zachman, IASA, DODAF… Data Management DAMA Quality Various ISO specifications Business Analysis IIBA BABoK Operations ITIL
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Challenge: We Have Different Priorities
IT Activity Priorities Development Build great solutions Project Management Deliver solutions on time and budget IT Governance Ensure people do the right thing Enterprise Architecture Guide the enterprise long term Data Management Get the right data to the right people Quality Verify and validate the right solution is delivered Business Analysis Identify stakeholder needs Operations Run the IT ecosystem
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Challenge: We Have Different Attitudes Towards Agile
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Agile Skeptics
Agile Promoters
Avoids Change
Embraces Change
Operations
Enterprise architects
Data management
Quality assurance
Project Managers
Developers
IT Governance
Business analysts
IT Executives
Business Executives
Finance
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Implication: You require different coaching strategies
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Agile Skeptics
Agile Promoters
Avoids Change
Embraces Change
Show you understand their issues
Show you understand their
issues and that you know how to their
job more effectively
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Show them new ways
Show you understand their issues
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Strategies for Enterprise Agile Transformation
1. Accept the situation that you actually face 2. Stop looking for easy, prescriptive answers 3. Look beyond software development 4. Be prepared to scale agile tactically and
strategically 5. Address people, process and tooling
simultaneously – But focus on making your people awesome
6. Evolve enterprise IT teams in parallel with delivery teams
7. Adopt a comprehensive approach to coaching 8. Recognize that transformation is a journey,
not a destination
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Got Discipline? DisciplinedAgileConsortium.org
DisciplinedAgileDelivery.com ScottAmbler.com
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Additional Slides
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Adopting Agile Across an Organization
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Grass Roots Adoption Concern Management:
Practitioners: Supported Adoption Support Adopted
Supported Adoption
Wave 0: • The fact that people want to improve their productivity is a great thing • Part of the panic results from a lack of understanding of disciplined agile
Wave 1: 3-6 months • Start with an assessment to determine where you are • Run one or more pilot projects • Learn from your experiences to tailor strategy for next wave of rollout
Wave 2: 2-5 years (or more) • Adopt agile across more and more teams as your resources permit • Provide training, mentoring, and coaching to everyone who needs it • Some people will be very threatened by agile and will need more help • Be flexible - Individuals learn at different rates and ways
0 1 2
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Scaling Agile Tactically
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Agile
• Construction focus • Value driven lifecycle • Self-organizing teams • Prescriptive • Project team aware
Tactical Agility
at Scale
Disciplined agile delivery with one or more scaling factors: § Large teams § Geographically distributed teams § Compliance § Domain complexity § Technical complexity § Organizational distribution
Disciplined Agile
Delivery
• Delivery focus • Risk-value driven lifecycle • Self-organization with appropriate governance • Goal driven • Enterprise aware
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Strategic: The Agile IT Department
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Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are an IT
management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the
context of your business.
Our website is ScottAmbler.com We can help
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Tactical vs. Strategic Scaling
Tactical Agility at Scale The application of agile and lean strategies on IT delivery teams. This includes the ability to apply agile on teams of all sizes, on teams that are geographically distributed, on teams facing regulatory compliance, on teams addressing a complex domain (problem space), on teams applying a complex technologies, on teams where outsourcing may be involved, and combinations thereof.
Strategic Agility at Scale The application of agile and lean strategies across your entire organization. From an IT point of view this includes the majority, if not all, of your IT delivery teams as well as a the IT-level teams support activities such as enterprise architecture, operations, support, portfolio management, IT governance, and other topics. From an enterprise point of view this includes all divisions and teams within your organization, not just your IT department.
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What Scaling Factors Do Software Development Teams Face?
61%
48%
61%
92%
68%
43%
78%
37%
42%
88%
64%
45%
Geographically Distributed
Team Size > 10
Complex Domain
Complex Technology
Organizationally Distributed
Compliance
0% 20% 40% 60% 80% 100%
Non-Agile Teams Agile Teams
Source: DDJ State of the IT Union 2014 Q2 Survey
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Basic/Agile Lifecycle
A full Scrum-based agile delivery lifecycle.
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Exploratory “Lean Startup” Lifecycle
Sometimes it takes time to identify what your stakeholders actually need
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Lean Lifecycle
A full lean delivery lifecycle
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Lean Continuous Delivery Lifecycle
Your evolutionary end goal?
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Shuhari and Disciplined Agile Certification
At the shu stage you are beginning to learn the techniques and philosophies of
disciplined agile development. Your goal is to build a strong foundation from
which to build upon.
At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range
of strategies available to you and when they are best applied.
At the ri stage you seek to extend and
improve upon disciplined agile techniques, sharing your learnings with
others.
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Scrum
Extreme Programming
Lean Kanban
DAD is a Hybrid Framework
Unified Process Agile Modeling
Agile Data “Traditional” Outside In Dev.
DevOps …and more
DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and
tailoring of them in a context-driven manner.
SAFe
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Disciplined Agilists Take a Goal Driven Approach
Goal Factor Advantages Disadvantages Considerations
* Option Default Option
*
Explore the Initial Scope
Form the
Initial Team
Address Changing
Stakeholder Needs
Source Team size Team structure Team members Geographic distribution Supporting the team Availability
Indicates a preference for the options towards the top
Co-located Partially dispersed Fully dispersed Distributed subteams
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Governance is Built Into DAD
• Governance strategies built into DAD: – Risk-value lifecycle – Light-weight milestone reviews – “Standard” opportunities for increased visibility and to steer the team
provided by agile – Enterprise awareness – Robust stakeholder definition
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Would You Like This Presented to Your Organization?
Contact us at ScottAmbler.com
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