having the correct context for an agile transformation

A Report of My ExperienceHaving the correct context for an Agile Transformation 

VP, Enterprise EngagementsPrincipal Consultant

derek@leadingagile.com

www.leadingagile.com

DEREK HUETHER

A Report of My Experience

3 years, 5 business units, 20 lines of business, and over 100 teams.  With so many interactions, having the

correct context for Agile was (and still is) key to this

ongoing transformation.

Brief Agenda

[1] We discovered that not all teams are created

equal. [2] We also discovered

what 3 key things are

necessary for Agile teams to exist in large complex

environments

Brief Agenda

[1] We discovered that not all teams are created

equal. [2] We also discovered

what 3 key things are

necessary for Agile teams to exist in large complex

environments

NOT ALL TEAMS ARE CREATED EQUAL

Pred

icta

bilit

y Adaptability

Pred

icta

bilit

y Adaptability

Emergence

Convergence

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-HocQuadrant One

• Predictive Emergent

Low Trust

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Traditional

Low Trust

Become Predictable

Quadrant Two• Predictive

Convergent

Quadrant One• Predictive

Emergent

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Traditional Agile Quadrant Three• Adaptive

Convergent

Low Trust

Become Predictable Reduce Batch Size

Quadrant Two• Predictive

Convergent

Quadrant One• Predictive

Emergent

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean StartupQuadrant Four• Adaptive

EmergentLow Trust

Become Predictable Reduce Batch Size

Fully Decouple

Quadrant Two• Predictive

Convergent

Quadrant Four• Adaptive

Emergent

Quadrant Three• Adaptive

Convergent

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean StartupWe don’t all

belong in the same quadrant

!Teams

?? ?

!

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean StartupWe don’t all

belong in the same quadrant

!Teams

?? ?

!

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

We’re all not Spotify!

THE THREE THINGS

Backlog

Backlog

Backlog

Backlog

Backlogs

Teams

Backlog

Backlog

Backlog

Backlog

Backlogs Teams

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

Backlogs Teams Working Tested Software

WHAT DO I MEAN?

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

• INVEST• Small enough

for the team to develop in a day or so

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects

• No technical debt

What Do I Mean?

Backlogs Teams Working Tested Software

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

• INVEST• Small enough

for the team to develop in a day or so

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects

• No technical debt

What Do I Mean?

Backlogs Teams Working Tested Software

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

• INVEST• Small enough

for the team to develop in a day or so

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects

• No technical debt

What Do I Mean?

Backlogs Teams Working Tested Software

WHY ARE THEY IMPORTANT?

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

Why Are They Important?

Clarity Accountability MeasureableProgress

• People have clarity around what to build

• People understand how it maps to the big picture

• Teams can be held accountable for delivery

• No indeterminate work piling up at the end of the project

• 90% done

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

Why Are They Important?

Clarity Accountability MeasureableProgress

• People have clarity around what to build

• People understand how it maps to the big picture

• Teams can be held accountable for delivery

• No indeterminate work piling up at the end of the project

• 90% done

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

Why Are They Important?

Clarity Accountability MeasureableProgress

• People have clarity around what to build

• People understand how it maps to the big picture

• Teams can be held accountable for delivery

• No indeterminate work piling up at the end of the project

• 90% done

WHAT DO THEY LOOK LIKE AT SCALE?

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

• Governance is the way we make economic tradeoffs in the face of constraints

• The way we form teams and foster collaboration at all levels of the organization

• What do we measure, how do we baseline performance and show improvement?

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

• Governance is the way we make economic tradeoffs in the face of constraints

• The way we form teams and foster collaboration at all levels of the organization

• What do we measure, how do we baseline performance and show improvement?

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

• Governance is the way we make economic tradeoffs in the face of constraints

• The way we form teams and foster collaboration at all levels of the organization

• What do we measure, how do we baseline performance and show improvement?

WHAT GETS IN THE WAY?

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

What Gets in the Way?

BusinessDependencies

OrganizationalDependencies

TechnicalDependencies

• Requirements management

• Process flow• Value streams• Bottlenecks• Too much in

process work

• Matrixed Organizations

• Non instantly available resources

• Lack of SME

• Technical Debt

• Defects• Tight Coupling• Low Cohesion

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

What Gets in the Way?

BusinessDependencies

OrganizationalDependencies

TechnicalDependencies

• Requirements management

• Process flow• Value streams• Bottlenecks• Too much in

process work

• Matrixed Organizations

• Non instantly available resources

• Lack of SME

• Technical Debt

• Defects• Tight Coupling• Low Cohesion

Teams

Backlog

Backlog

Backlog

Backlog

Working Tested

Software

What Gets in the Way?

BusinessDependencies

OrganizationalDependencies

TechnicalDependencies

• Requirements management

• Process flow• Value streams• Bottlenecks• Too much in

process work

• Matrixed Organizations

• Non instantly available resources

• Lack of SME

• Technical Debt

• Defects• Tight Coupling• Low Cohesion

WHY AGILE FAILED BEFORE

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Lack ofClarity

Lack ofAccountability

Lack ofMeasureable

Progress

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Lack ofGovernance

Lack ofMeasureable

Progress

Lack ofAccountability

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Lack ofStructure

Lack ofMeasureable

Progress

Lack ofGovernance

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Lack ofMetrics &

Tools

Lack ofGovernance

Lack ofStructure

A THEORY OF TRANSFORMATION

A Theory of Transformation

Agile is about forming teams, building backlogs, and regularly producing increments of working

tested software

A Theory of Transformation

Agile at scale is about defining structure,

establishing governance, and creating a metrics

and tooling strategy that supports agility

A Theory of Transformation

Anything that gets in the way of forming teams, building backlogs, and

producing working tested software is an impediment

to transformation

Develop Your Roadmap• Identify the Business Goals• Align in the four quadrants• Identify Impediments to

Structure• Identify Impediments to

Governance• Identify Impediments to Metrics• Create the Transformation Plan

Team Assessments

Targeted Improveme

ntSustain

Form Teams

TeachPractices

Coach Teams

Structure

GovernanceMetrics

Define the End State

Make the

Change

Make the

Change Stick

• Establish Structure• Develop The Teams• Set up for Sustainability• Manage Change &

Communication

Incrementally and Iteratively Transform

Change Management & Communication

VP, Enterprise EngagementsPrincipal Consultant

derek@leadingagile.com

www.leadingagile.com

DEREK HUETHER

A Report of My ExperienceHaving the correct context for an Agile Transformation