having the correct context for an agile transformation
TRANSCRIPT
A Report of My ExperienceHaving the correct context for an Agile Transformation
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
A Report of My ExperienceHaving the correct context for an Agile Transformation