identifying an enterprise agile scorecard

#BBCCon 2015 Las Vegas

Identifying an Enterprise Agile Scorecard

#BBCCon 2015 Las Vegaswww.leadingagile.com

@isaachogue

Isaac HogueLEADINGAGILE Enterprise Transformation Consultant

isaachogue LEADINGAGILE

First… some backgroundWhy Agile Works

Product Owner

Analyst

TestersDevelopers

ScrumMaster

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User Story

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Clarity

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Clarity Accountability

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Clarity Accountability Measureable Progress

Simple enough… what keeps it from working?

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Lack of Clarity

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Lack of Clarity

LittleAccountability

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Lack of Clarity

Can’tMeasure Progress

What Gets In The Way?

Matrixed Organizations

Limited Access to Subject Matter

Expertise

Non-instantly Available Resources

Too Much Work In Process

Low Cohesion & Tight Coupling

Shared Requirements Between Teams

Technical Debt & Defects

Large Products with Diverse Technology

How do we solve for these?

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Lack of Clarity

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Structure

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Structure Governance Can’tMeasure Progress

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Governance Metrics Structure

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Structure Governance Metrics

Establish clarity through an intentional value delivery

structure

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

TeamDelivery 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.

TeamProduct Owner Teams – These teams define requirements, set technical direction, and provide context and coordination.

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

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

Product Owner Teams – These teams define requirements, set technical direction, and provide context and coordination.

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

Team Team

Team Team Team Team

Product & ServicesTeams:Stories

ProgramTeams:Features

TeamPortfolioTeams:Epics

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… Next, establish Accountability by governing demand with

Kanban and Scrum

Team Team

Team Team Team Team

Team Team

Team Team Team Team

Kanban

Team Team

Team Team Team Team

Kanban

The Work is Progressively Elaborated by the Value

Delivery Structure

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… then, establish Measurable Progress by focusing on the Business Driver with metrics

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… And this has been a journey

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Org. Enablement

Define the Product

Plan & Coordinate

Deliver the

Solution

Continuous Improvement

Rank a team’s agility adoption on a scale of 1 – 5 over time

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User Story

Org. Enablement

Define the Product

Plan & Coordinate

Deliver the

Solution

Continuous Improvement

Cool charts... but, are we succeeding?

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It’s impossible to know…What’s the context?

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… why agile… ... what will it take …

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… why agile… ... what will it take …

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Typically the answer is something similar to:

“We want Early ROI, Quality & Predictability”

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… why agile …… what will it take...

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Typical Business Drivers1. Deliver Early ROI2. Quality, and3. Predictability

Typical Business DriversStrategic Objectives for each:

1. Deliver Early ROI2. Quality, and3. Predictability

Strategic Objectives for each:

1. Deliver Early ROI by:2. Quality, and3. Predictability

1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process

2. Quality, and3. Predictability

2. Quality by:3. Predictability

2. Quality by:– Delivering frequent, high quality releases

3. Predictability

3. Predictability by:

3. Predictability by:– Creating Stable Teams– Making Smaller Commitments

Are there Correlations between these?

1. Deliver by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process

2. by:– Delivering frequent, high quality releases

3. by:– Creating Stable Teams– Making Smaller Commitments

Predictability

Early ROI

Quality

1. Deliver by:– – Delivering the highest value features first– Streamlining the delivery process

Predictability

Early ROI

Quality

Succeeding or Failing Fast

1. Deliver by:– – – Streamlining the delivery process

Predictability

Early ROI

Quality

Deliver High Value Features First

1. Deliver by:– – –

Predictability

Early ROI

Quality

Streamlining the process

2. by:–

Predictability

Early ROI

Quality

Delivering frequent high quality releases

2. by:–

3. by:– – Making Smaller Commitments

Predictability

Early ROI

Quality

Stable teams

2. by:–

3. by:– –

Predictability

Early ROI

Quality

Stable teams

Smaller commitments

Predictability

Early ROI

Quality

Stable teams

Smaller commitments

PredictabilityEarly ROI Quality

Stable teams

Smaller commitments

Stable teams

Smaller commitments

Stable teams

Predictability

Early ROI

QualitySucceeding or Failing Fast

Smaller commitments

Stable teams

These are correlated…

Predictability

Early ROI

QualitySucceeding or

Failing Fast

Smaller commitments

Stable teams

These are correlated… and we can start to see groupings

Predictability

Early ROI

Streamlining the processes

Stable teams

Smaller commitments

Financial

Predictability

Early ROI

Stable teams

Smaller commitments

Customer

Financial

Predictability

Early ROI

Stable teams

Smaller commitments

Customer

Ops & Processes(Plan, Coordinate & Deliver)

Financial

Predictability

Early ROI

Stable teams

Smaller commitments

Customer

Org Enablement

Financial

Predictability

Early ROI

Stable teams

Smaller commitments

So… org enablement objectives will impact ops & process objectives which will in turn impact customer objectives

Customer

Org Enablement

Financial

Predictability

Early ROI

Stable teams

Smaller commitments

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… In answering the question “what will it take” it becomes clear that it takes intentionality

around the objectives

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… the objectives will need to be realized through iterative and

incremental organizational improvement

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But... Are we succeeding???

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We need specific measures …

Strategic ObjectivesSpecific Measures for each:

Identify Specific Measures

1. Deliver Early ROI by:– Time to Market– Delivering the highest value features first– Streamlining the delivery process

1. Deliver Early ROI by:– Time to Market– Value Delivery Performance– Streamlining the delivery process

1. Deliver Early ROI by:– Time to Market– Value Delivery Performance– Process Efficiency

2. Quality by:– Delivery Cycle Time

3. Predictability by:– Capacity Performance– Making Smaller Commitments

3. Predictability by:– Capacity Performance– Commitment Performance

Specific Measures

1. Deliver Early ROI by:– Time to Market (Succeeding or failing fast)

– Value Delivery Performance (Delivering highest value features first)

– Process Efficiency (Streamlining the process)

2. Quality by:– Delivery Cycle Time (Frequent high-quality releases)

3. Predictability by:– Capacity Performance (Stable teams)

– Commitment Performance (Smaller commitments)

Create a scorecard for the transformation

Strategic Measures Score/Rating

Time to Market

Value Delivery Performance

Delivery Cycle Time

Process Efficiency

Capacity Performance

Commitment Performance

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We now have the context to answer the question…Are we succeeding?

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… by focusing on the Business Driver and it’s Strategic

Objectives…

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… we now have specific measures to know if we are

succeeding!

… and we understand that objectives will be accomplished through iterative and

incremental organizational improvement

Customer

Org Enablement

Financial

Predictability

Early ROI

Stable teams

Smaller commitments

Let’s adjust the scorecard to allow for incremental and iterative changes…

Strategic Measures Score/Rating

Time to Market

Delivery Cycle Time

Process Efficiency

Modify scorecard to maintain context around both near term incremental and iterative changes and long term

Key Objectives for Current Changes Rating

Strategic measurements for Enterprise Agile Success Rating

Time to Market

Delivery Cycle Time

Process Efficiency

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So… the scorecard provides meaningful metrics that ensure measurable progress towards

the transformation’s goal

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