applying organizational change and leadership to agile transformations - joseph vallone

Applying Organiza-onal Change and Leadership to Agile Transforma-ons

3/3/14 | 3 | ©2012 Ciber, Inc.

Objec-ves

You leave here today with: ü  An understanding of Dr. John KoAer’s 8 step leadership model for

change. ü  An understanding how to apply the 8-‐step model when changing an

organizaKon to Agile. ü  Learn how to measure change progress in this model. ü  Learn how to overcome barriers to change management in this model. ü  Lesson’s learned when applying the model at AA.

3/3/14 | 4 | ©2012 Ciber, Inc.

Overview

•  IntroducKon

•  Overview of Dr. KoAer’s 8-‐Step Model

•  Synopsis of Our Iceberg is Mel.ng

•  Applying Dr. KoAer’s Model to Agile OCM

•  Measure the change

•  Lesson’s Learned from AA •  Q&A

3/3/14 | 5 | ©2012 Ciber, Inc.

My Background

•  Over 20 years of SoSware Development and project management experience. Agile experience since 2002

•  Undergraduate Engineering, USF •  Graduate MBA, Cox School of Business, SMU •  CerKfied SCRUM Professional (CSP, CSM) •  Experience leading Agile TransformaKons at Nokia,

AT&T, American Airlines •  Previous Agile/Scrum opponent now proponent •  CerKfied SAFe Program Consultant (SPC) •  Have implemented both SAFe and CIF

Leading Teams Through Change Overview of Dr. John Ko9er’s 8-‐Step Model

3/3/14 | 7 | ©2012 Ciber, Inc.

Many Perspec-ves for Looking at Change

3/3/14 | 8 | ©2012 Ciber, Inc.

Focus Today on How to Apply One, and how we applied it at American Airlines

3/3/14 | 9 | ©2012 Ciber, Inc.

KoIer’s Model of Change

3/3/14 | 10 | ©2012 Ciber, Inc.

•  Our Hero Fred, a curious Emperor Penguin noKced they had a problem – their iceberg was melKng and could collapse leaving the colony homeless and endangered.

•  Fred wanted to warn everyone however, when Harold tried to warn people of the same thing they would not listen and ostracized him.

•  So Fred approached Alice, an influenKal member of the Leadership Council. She had him show her the problem.

•  He explained the details in a way that Alice understood. Alice wanted to think about the best way to tell the colony. She also warned Fred to be prepared for resistance.

The Story begins…

3/3/14 | 11 | ©2012 Ciber, Inc.

Then…

•  Alice tried unsuccessfully to get the Leadership Council to make the trip with Fred to see the danger first hand. She did, however, get Louis, the head of the council, to invite him to speak the next Council MeeKng.

•  Fred’s model of the iceberg got the aAenKon of the Leadership Council . However one council member, NoNo, rallied some of the members accusing Fred of trying to cause a panic.

•  Alice came to Fred ‘s defense asking,” how would they feel if Fred was right but they did nothing? How would they explain to the others when they were homeless and lost loved ones?”

3/3/14 | 12 | ©2012 Ciber, Inc.

•  Louis suggested forming a commiAee to analyze the situaKon and develop a plan while keeping the problem from the colony.

•  Alice urged it was far to serious and should be discussed quickly at an assembly of the full colony. The Council wanted more evidence to take to the colony so Fred proposed an experiment to prove the iceberg was in danger.

•  A glass boAle of water was leS to freeze overnight. When the boAle shaAered from the expanding ice, they would have proof that the iceberg is in danger.

•  The Assembly was held to let the penguins know what was about to happen. Everyone had a chance to see Fred’s model and the evidence of boAle. You could feel a difference; the start of the change process had begun…

So…

3/3/14 | 13 | ©2012 Ciber, Inc.

Step 1: Create a Sense of Urgency

•  The assembly reduced the level of complacency and created a sense of urgency. Every penguin knew swiS acKon was required.

•  In our world we can do this by §  Helping people understand why the change is important §  IdenKfying what is in it for them as well as the organizaKon

•  As leaders, how would you create a sense of urgency for your Agile transforma-on, but not panic? §  Our customers were demanding more §  Our compeKKon was tough §  The business didn’t trust us to deliver §  We needed to deliver quicker §  Change was needed to keep pace

3/3/14 | 14 | ©2012 Ciber, Inc.

Next…

•  NoNo told Louis it was his duty to solve the problem as the Leader of the colony. Louis knew he could not do it alone.

•  Other penguins thought he should delegate to experts but they lacked credibility with the colony.

•  Louis thought and was ready for the next step…

3/3/14 | 15 | ©2012 Ciber, Inc.

Step 2: Pull Together the Guiding Team

•  Louis assembled a diverse team •  Louis – experienced leader, wise, paKent, well respected •  Alice – pracKcal, aggressive, smart, not easily inKmidated •  Fred -‐ level-‐headed, curious and creaKve •  Buddy -‐ trusted and well liked •  Jordan -‐ the Professor, logical and intelligent

•  Louis then dedicated some Kme for them to form as a team •  For AA’s organizaKon Agile Leadership team

•  IdenKfy early adopters in all roles •  Make sure the team is diverse with leadership skills, credibility, communicaKon skills, authority, analyKcal skills and a sense of urgency

•  Include your business partners!

3/3/14 | 16 | ©2012 Ciber, Inc.

Example Scope for Agile Leadership Team

Succeeding with Agile TransformaKon

ConKnuous Improvement Starter Kit

S.W.A.T

3/3/14 | 17 | ©2012 Ciber, Inc.

Example -‐ What’s our long term purpose?

•  To bring structure to achieve conKnuous improvement in four focus areas

Efficiency

Quality

Porpolio

Process

3/3/14 | 18 | ©2012 Ciber, Inc.

Example -‐ What’s our current focus?

•  To bring structure to achieve conKnuous improvement in three focus areas

Efficiency

Process Porpolio

3/3/14 | 19 | ©2012 Ciber, Inc.

Example -‐ How do we get started? Create a guiding Scrum Team!

Iden-fy Ini-al

Team Members

• Recommend 3 to 5 people, including business and PMO representaKon • Run this as an Agile team on a modified schedule • Main goal – remove impediments to the Agile transformaKon

Conduct ini-al kickoff session

to

•  Introduce the concept •  Define the vision •  Brainstorm backlog ideas •  Define working agreements (e.g., iteraKon and standup cadence, Kme commitment, condiKons for involvement)

•  Determine if addiKonal team members are needed at this Kme (and, if so, idenKfy and recruit candidates) •  IdenKfy a Product Owner •  IdenKfy a Scrum Master •  Determine how to make the team’s acKviKes and progress visible to the organizaKon

Conduct

second kickoff session

•  Introduce new team members (if applicable) • Define a roadmap with quarterly release cycles • Create iniKal backlog • Define a release plan (even this can be a challenge when starKng from zero, but the CIF overviews can help to prompt thinking on this)

• Schedule the first iteraKon planning session

3/3/14 | 20 | ©2012 Ciber, Inc.

Example -‐ How do we succeed?

20

Diversity in roles and levels represented

within the team

Time & Commitment

Involvement of Agile Coach &

Mentor

3/3/14 | 21 | ©2012 Ciber, Inc.

Example – Por^olio

Purpose: Organize roadmaps, releases, and iteraKons of work to opKmize return on investment; they also focus on total cost of ownership of the product, as well as its long term viability and value. This is accomplished by implemenKng changes that opKmize the organizaKon’s return on investment of product work.

Example Stories: -‐ Create visualizaKon of projects in progress -‐ Establish a backlog of prioriKzed concepts -‐ Establish project work capacity limit -‐ Establish relaKve business value scale and evaluate projects -‐ Establish project selecKon criteria and process -‐ Determine maximum project size

Poten-al Strategies for Execu-on: -‐ Create and enforce a list of criteria to start a project -‐ UKlize Go/No Go aSer project IteraKon Zero -‐ Evaluate current speed-‐to-‐market to deliver value more frequently

Metrics: -‐ Cycle Kme -‐ Concepts in the pipeline -‐ Work in Progress ( # of projects) -‐ Return on investment ( Partnering with Finance ) -‐ Usage of funcKonality delivered -‐ Number of people shared on more than one project

3/3/14 | 22 | ©2012 Ciber, Inc.

Example -‐ Process

Purpose: Ensure that agile principles and pracKces for Agile @ American are employed. Work closely with leadership and teams to opKmize producKvity while increasing agility by ensuring that the Product Owner and Development teams know how to and do work effecKvely.

Example Stories: -‐ AAend Project Management in an Agile World training -‐ Request agile assessments -‐ Conduct lunch and learn sessions (e.g., about effecKve retrospecKve techniques)

Poten-al Strategies for Execu-on: -‐ Ensure team members and leaders have aAended all relevant agile trainings -‐ Review project KPIs at MD Leadership meeKng -‐ Walk-‐a-‐mile in a different team role

Metrics: -‐ % of non-‐agile to agile projects in progress -‐ % of projects reporKng KPIs -‐ % of teams within threshold KPI iteraKon performance trends -‐ % of teams within threshold KPI product owner saKsfacKon trends -‐ % of funding documents that cycle within an acceptable Kmeframe

3/3/14 | 23 | ©2012 Ciber, Inc.

Example -‐ Efficiency Purpose: Remove waste that teams discover as they develop product, increase producKvity, raise quality, and ensure value. This is accomplished by implemenKng changes that streamline and opKmize the organizaKon to increase agility and funcKon in the best possible manner with the least waste of Kme and effort.

Example Stories: -‐ Business doesn’t realize the Kme required to be a PO – can the Efficiency team help train the PO’s and get buy-‐in,… -‐ Change the way release planning is done (e.g. , mulK-‐team release planning) -‐ Coordinate with Corporate Real Estate to establish collaboraKve environments -‐ Establish info radiator -‐ HR related acKviKes ( onboarding, terminaKon -‐ impacts)

Poten-al Strategies for Execu-on: -‐ Conduct training and workshops on how to define, recognize, and reduce waste -‐ Collocate teams a couple of Kmes a week -‐ Implement reward system for teams that embrace transparency -‐ Remove project delay by reducing cross-‐team dependencies -‐ Leverage collaboraKon tools (e.g., video conferencing, screen sharing)

Metrics: -‐ Number of projects deployed to prod/quarter -‐ Number of new hires/churn of employees -‐ Employee engagement ( saKsfacKon is a subset of engagement) -‐ Customer SaKsfacKon

3/3/14 | 24 | ©2012 Ciber, Inc.

Step 3: Develop a Change Vision

•  Clarify how the future will be different from the past and how you can make that future reality

•  Treat the Agile TransformaKon as a project o  Use the templates and create a Vision and Roadmap o  Build a backlog o  Plan small releases

3/3/14 | 25 | ©2012 Ciber, Inc.

Example – Vision Template Guides the development process

Gives direcKon in what the product/project is about why we are doing it what we expect from it.

FOR AAdvantage Members and Guests WHO are looking for opportuniKes to redeem their miles on a wider network of ciKes/airlines THE All Partner Awards Program IS A redempKon opKon within the AAdvantage Program THAT WILL allow them to search, view and book redempKon flights on AAdvantage parKcipaKng carriers in a self service mode on AA.com. UNLIKE Northwest Airlines and other AA compeKtors OUR PROGRAM will allow customers to book AAdvantage Partner Awards online.

25

3/3/14 | 26 | ©2012 Ciber, Inc.

Example - Road Map Template

<product> Release 1 Release 2 Release 3 Release 4

mm/yyyy -‐ mm/yyyy mm/yyyy -‐ mm/yyyy mm/yyyy -‐ mm/yyyy mm/yyyy -‐ mm/yyyy

Market / Customers

Themes

Benefits

Architecture Impact

Events and/or Cycles

•  What are we planning to deliver when

Market/Customers served by the addiKons, modificaKons planned for the product

Themes represent a group of features or capabiliKes to be incorporated into the product

List quanKfiable business benefits be for each release

Expected impact on the IT architecture and infrastructure

What events and/or seasonal cycles affect the release or the Kming of the release

26

3/3/14 | 27 | ©2012 Ciber, Inc.

Step 4: Communicate for Buy-‐in

•  Make sure as many others as possible understand and accept the vision and strategy

•  Communicate, communicate, communicate o  Use communicaKon style that works for the receiver o  Ask the receiver what works for them

•  How would you get buy in? •  Share the vision with everyone

§  Make results “visible” §  Bracelets §  Agile Reminder Cards §  ConKnuous Training

3/3/14 | 28 | ©2012 Ciber, Inc.

Step 5: Empower Others to Act •  Remove as many barriers as possible so that those who want to make the

vision reality can do so

•  Ask for possible soluKons when presented with roadblocks

•  Work together to remove roadblocks and impediments §  E.g. Coaches teaming with PMO

•  Holding each other accountable o  Ask: What will prevent you from taking 100% responsibility?

•  Delegate decisions and acKons to the teams §  Let the teams decide!

3/3/14 | 29 | ©2012 Ciber, Inc.

Step 6: Produce Short Term Win

•  Create some visible, unambiguous successes as soon as possible §  AdverKse! Create a newsleAer

•  Demand transparency §  E.g. Open and honest communicaKon during retrospecKves

•  Keep focus on short term goals

•  Don’t sacrifice the long term vision!

3/3/14 | 30 | ©2012 Ciber, Inc.

Step 7: Don’t Let Up

•  Press harder and faster aSer the first successes. Be relentless with iniKaKng change aSer change unKl the vision is reality

•  Failure does occur and is accepted, as long as you understand why

•  Keep the forward momentum -‐ don’t allow the “old ways” to conKnue

•  RetrospecKves – Inspect and Adapt

•  Welcome Change!

3/3/14 | 31 | ©2012 Ciber, Inc.

Step 8: Make It S-ck – Create a New Culture

•  Hold on to the new ways of behaving and make sure they succeed, unKl they become strong enough to replace old tradiKons

•  Build trust

•  Value results

•  Hold the date sacred

Making It S-ck Tracking Project Health via Key Performance Indicators

3/3/14 | 33 | ©2012 Ciber, Inc.

What are KPIs? •  Metrics to help idenKfy opportuniKes for support

§  Time to Market •  Length of Release •  Length of IteraKon 0

§  ProducKvity •  By Release •  By IteraKon

§  Planning Predictability

§  Business SaKsfacKon

3/3/14 | 34 | ©2012 Ciber, Inc.

Time to Market – Release

•  Goal: Deliver Business Value Sooner

•  Determined by comparing planned length of releases against overall project planned length

•  Target: •  P > 25m R < 9m •  13m < P > 24m R < 6m •  P < 12m R < 3m

Project Length 12 m Release 3 m

Project Length 12 m Release 5m

NA

> target

≤ target

3/3/14 | 35 | ©2012 Ciber, Inc.

Time to Market – Itera-on 0

•  Goal: Deliver Business Value Sooner

•  Determined by comparing planned length of iteraKon 0 against planned length of the release

•  Target: •  R ≤ 3m I ≤ 2w •  R ≤ 6m I ≤ 4w •  R ≤ 9m I ≤ 6w

NA

> target

≤ target Equal to or Less

than Max Greater than

Max

3/3/14 | 36 | ©2012 Ciber, Inc.

Produc-vity -‐ Release

•  Goal: ConKnuous Delivery by the team §  This KPI projects the % of the release that will be completed by the

end of the project based on team performance to date. •  Determined by comparing the % of Release points completed thus far to

the % of schedule completed thus far. •  Target:

§  Deliver more than 85% of planned release points < 75% or > 125%

75% – 84% or 116% – 125%

85% – 115%

3/3/14 | 37 | ©2012 Ciber, Inc.

Produc-vity -‐ Itera-on

37

•  Goal: ConKnuous Delivery by the team •  Determined by comparing the number of points accepted at the end of

the iteraKon to the number of points commiAed by the team at iteraKon planning

•  Target: §  Deliver more than 85% of commiAed points

< 75% or > 125%

75% – 84% or 116% – 125%

85% – 115%

3/3/14 | 38 | ©2012 Ciber, Inc.

Planning Predictability

•  Goal: Consistent execuKon by the team

•  Determined by comparing the number of unfinished hours at the end of the iteraKon to the total esKmated hours

•  Target: At iteraKon end no more than 20% of hours esKmated are unfinished

>20%

NA

≤ 20%

22% Unfinished

3/3/14 | 39 | ©2012 Ciber, Inc.

Business Sa-sfac-on

•  Goal: Business Value Achieved §  Is the business seeing meaningful progress toward §  delivering value?

•  Determined by a raKng delivered to the team by the Product Owner at the end of the iteraKon

•  Target: §  Score 8 out of a possible 10

< 5

6-‐7

8-‐10

3/3/14 | 40 | ©2012 Ciber, Inc.

Example Release KPI & Burn Up

What is this saying?

0%

20%

40%

60%

80%

100%

120%

140%

160%

1 2 3 4 5 6

Release Produc-vity % Scope Complete vs. % Schedule Complete

What is this saying?

16 points not

accepted

3/3/14 | 41 | ©2012 Ciber, Inc.

Example Release KPI & Burn Up

What happened? •  IniKally, the Release 1 backlog was not fully defined

and esKmated so it appeared we could accomplish more than planned in the release

•  Refined backlog grooming discipline in IteraKons 2 & 3, which increased the backlog point values

•  Adjusted Release1 deliverables at the end of IteraKon 4 based on average velocity and Kme remaining in release

0%

20%

40%

60%

80%

100%

120%

140%

160%

1 2 3 4 5 6

Release Produc-vity % Scope Complete vs. % Schedule Complete

What happened? •  EnKre backlog was not sized at start of release •  Re-‐evaluated point values of backlog in IteraKons 2

& 3 based on experience •  Adjusted Release 1 deliverables at the end of

IteraKon 4 •  Added points in IteraKon 6 for producKon-‐related

issues

16 points not

accepted

3/3/14 | 42 | ©2012 Ciber, Inc.

Example Itera-on KPIs

What is this saying? What is this saying?

0% 20% 40% 60% 80%

100% 120% 140% 160% 180% 200%

1 2 3 4 5 6

Itera-on Produc-vity Points Accepted vs. Points Planned

-‐100%

-‐80%

-‐60%

-‐40%

-‐20%

0%

20%

40%

1 2 3 4 5 6

Planning Predictability Remaining To Do Hours

3/3/14 | 43 | ©2012 Ciber, Inc.

Example Itera-on KPIs

What happened? •  80% of hours planned in IteraKon 3 not completed

due to unexpected data clean up •  40% of hours planned in IteraKons 5& 6 not

completed due to unforeseen complexiKes of adding verKcal/porpolio filter which led to addiKonal task hours and more hours remaining at the end of the iteraKon

What happened? •  Accepted 80% more points than planned in

IteraKon 1 due to addiKonal resource availability to pull in a story from the backlog

•  Did not accept all stories planned in IteraKons 2 & 3 due to clean up data

•  Did not accept verKcal/porpolio filter story in IteraKons 5 & 6

0% 20% 40% 60% 80%

100% 120% 140% 160% 180% 200%

1 2 3 4 5 6

Itera-on Produc-vity Points Accepted vs. Points Planned

-‐100%

-‐80%

-‐60%

-‐40%

-‐20%

0%

20%

40%

1 2 3 4 5 6

Planning Predictability Remaining To Do Hours

3/3/14 | 44 | ©2012 Ciber, Inc.

Example Itera-on KPI

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6

Business Sa-sfac-on 1-‐10 scale (10 is best)

What are the Lessons Learned?

3/3/14 | 45 | ©2012 Ciber, Inc.

Example Itera-on KPI

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6

Business Sa-sfac-on 1-‐10 scale (10 is best)

Lessons Learned: •  Allot Kme for ensuring data is clean •  Consider the impact of re-‐tesKng when determining story prioriKzaKon •  Create a stage environment to test for potenKal producKon issues throughout the release •  Break large point stories into smaller stories to focus team efforts and see small “wins” early

in the iteraKon

Appendix Introduc.on to Maturity Assessments -‐ Zanshin, Shu, Ha, Ri

3/3/14 | 47 | ©2012 Ciber, Inc.

KPI: Time to Market – Release Dura-on

Deliver business value sooner

GOAL:

MEASUREMENT Release duraKon

WHAT 9 months or less per Release (projects 25 or more months) 6 months or less per Release (projects 13-‐24 months) 3 months or less per Release (projects 12 or less months)

TARGET

Release 1 Release 2 Release N

Roadmap Release IteraKon

Daily

Vision

Max 9 months Max 9 months Max 9 months

Release Release

3/3/14 | 48 | ©2012 Ciber, Inc.

KPI workbook – Release Dura-on

•  Enter the “Release Start Date” "•  The “Release End Date” is calculated based on the “Release Start Date”, “Iteration

Length” and “Iterations in Release” for the project"•  KPIs will color red or green as appropriate"

–  If duration is equal to/less than maximum allowed, the KPI will be green"–  If duration is greater than maximum allowed, the KPI will be red"

3/3/14 | 49 | ©2012 Ciber, Inc.

KPI: Time to Market – Itera-on 0 Dura-on

Deliver business value sooner

GOAL:

MEASUREMENT IteraKon 0 duraKon

WHAT Maximum 2 weeks for a Release of 3 months or less Maximum 4 weeks for a Release of 6 months or less Maximum 6 weeks for a Release of 9 months or less

TARGET

Equal to or Less than Max

Greater than Max

3/3/14 | 50 | ©2012 Ciber, Inc.

KPI workbook – Itera-on 0 Dura-on

•  Enter the “Iteration 0 Start Date” and “Iteration 0 End Date”"•  KPIs will color red or green as appropriate"

–  If duration is equal to/less than maximum allowed, the KPI will be green"–  If duration is greater than maximum allowed, the KPI will be Red"

3/3/14 | 51 | ©2012 Ciber, Inc.

KPI: Planning Predictability

Consistently execute to a realisKc plan based on team capacity GOAL:

MEASUREMENT Burn down variance at end of iteraKon

WHAT Remaining To Do hours no more than 20% of planned

TARGET

A team creates a plan that reflects reality and follows that plan. When new informa.on is discovered the plan is adjusted immediately.

Task hou

rs

Time

Hours planned Hours remaining

KEY

Burn down variance

3/3/14 | 52 | ©2012 Ciber, Inc.

KPI workbook – Planning Predictability

•  Columns for each Iteration are created automatically based on “Iterations in Release”"•  Iteration Start/End dates are calculated based on “Release Start Date” and “Iteration Length”."•  Enter “Total Task Hours Planned” which includes all estimated hours for the Iteration. This number may change as work

is found during the iteration."•  Enter “Remaining Task Hours” at the end of the iteration before stories are moved or split"•  KPIs will color red or green as appropriate"

–  If variance is equal to/less than 20%, the KPI will be green"–  If variance is greater than 20%, the KPI will be red"

This data can be found on the “Track Iteration” view in the

Rally tool.

3/3/14 | 53 | ©2012 Ciber, Inc.

KPI: Itera-on Produc-vity ConKnuous delivery of accepted product

GOAL:

MEASUREMENTS WHAT

TARGET

A produc.ve team incrementally develops, tests, and delivers working soQware that is accepted by the business – throughout every itera.on and release.

points accepted points planned

% Scope complete

Planned points Accepted points

KEY

% complete of IteraKon scope planned

Time

Scop

e (Story)

Points

100% scope

125% 115%

85% 75%

3/3/14 | 54 | ©2012 Ciber, Inc.

KPI workbook – Itera-on Produc-vity

•  Enter “Iteration Points Planned” at the start of the Iteration. This number remains unchanged even if stories are moved in or out during the iteration."

•  Enter “Iteration Points Accepted” at the end of the Iteration. This is the total points for stories that have been completed by the team and accepted by the Product Owner."

•  KPIs will color red, yellow or green as appropriate"–  If “% Complete” is 85% – 115%, the KPI will be green"–  If “% Complete” is 75% – 84% or 116% – 125%, the KPI will be yellow"–  If “% Complete” is less than 75% or more than 125%, the KPI will be red"

Points planned can be found on the “Track Iteration” view in the

Rally tool.

Filter the state to see “Points Accepted”

3/3/14 | 55 | ©2012 Ciber, Inc.

KPI: Release Produc-vity ConKnuous delivery of accepted product

GOAL:

MEASUREMENTS WHAT

TARGET

A produc.ve team incrementally develops, tests, and delivers working soQware that is accepted by the business – throughout every itera.on and release.

% Scope Completed % Schedule Completed

% Scope projected

Planned points Accepted points

KEY

% of Release scope projected

Time

Scop

e (Story)

Points

100% scope

125% 115%

85% 75%

3/3/14 | 56 | ©2012 Ciber, Inc.

KPI workbook – Release Produc-vity

•  Enter “Release Points Planned” at the end of the Iteration. This number should remain unchanged from the Release plan unless a change of Release scope has been agreed to by the team, the PO and stakeholders. "

•  “Total Release Points Accepted to Date”, “Scope % Complete” and “Schedule % Complete” calculate automatically"

•  KPIs will color red, yellow or green as appropriate"–  If “% Release Scope Projected” is 85% – 115%, the KPI will be green"–  If “% Release Scope Projected” is 75% – 84% or 116% – 125%, the KPI will be yellow "–  If “% Release Scope Projected” is less than 75% or more than 125%, the KPI will be red"

3/3/14 | 57 | ©2012 Ciber, Inc.

KPI: Business Sa-sfac-on

Business value achieved every IteraKon and Release

GOAL:

MEASUREMENTS Is the business seeing meaningful progress toward delivering value?

WHAT

Rated on a scale of 1-‐10, ten being the best

TARGET

Measurement of the value of each itera.on demo or Release may vary widely. The business ul.mately determines sa.sfac.on with demonstrated progress and each new product release.

3/3/14 | 58 | ©2012 Ciber, Inc.

KPI Workbook – Business Sa-sfac-on

•  Enter the score given by your Product Owner as the response to the question “ Is the business seeing meaningful progress toward delivering value?”!

•  KPIs will color red, yellow or green as appropriate"–  If Business Satisfaction score is 8-10, the KPI will be green"–  If Business Satisfaction score is 6-7, the KPI will be yellow "–  If Business Satisfaction score is 5 or less, the KPI will be red"

3/3/14 | 59 | ©2012 Ciber, Inc.

Lesson’s Learned/Observa-ons

•  IniKally, strong resistance from Business Leaders o  …but Agile is an “IT Thing” o  “Here’s the requirements. See you in 6 months”

•  Create an Agile Leadership team, that is focused on removing impediments to Agile adopKon. o  Run as a [modified] Scrum Team

•  Be mindful of execuKve’s Kme •  Take what you can get – not everyone’s schedule can be in sync

•  Needs to be sold to leadership §  What is the return on Time Invested? §  How will this help the transformaKon succeed?

applying organizational change and leadership to agile transformations - joseph vallone

Technology