identifying an enterprise agile scorecard
TRANSCRIPT
#BBCCon 2015 Las Vegas
Identifying an Enterprise Agile Scorecard
#BBCCon 2015 Las Vegaswww.leadingagile.com
@isaachogue
Isaac HogueLEADINGAGILE Enterprise Transformation Consultant
isaachogue LEADINGAGILE
#BBCCon 2015 Las Vegas
First… some backgroundWhy Agile Works
#BBCCon 2015 Las Vegas
Product Owner
Analyst
TestersDevelopers
ScrumMaster
#BBCCon 2015 Las Vegas
Team
Database
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User Story
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#BBCCon 2015 Las Vegas
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Clarity
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Clarity Accountability
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Clarity Accountability Measureable Progress
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Simple enough… what keeps it from working?
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#BBCCon 2015 Las Vegas
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Lack of Clarity
#BBCCon 2015 Las Vegas
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Lack of Clarity
LittleAccountability
#BBCCon 2015 Las Vegas
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Lack of Clarity
LittleAccountability
Can’tMeasure Progress
#BBCCon 2015 Las Vegas
What Gets In The Way?
#BBCCon 2015 Las Vegas
Team
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
#BBCCon 2015 Las Vegas
How do we solve for these?
#BBCCon 2015 Las Vegas
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Lack of Clarity
LittleAccountability
Can’tMeasure Progress
#BBCCon 2015 Las Vegas
Team
Database
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User Story
User Story
User Story
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LittleAccountability
Can’tMeasure Progress
Structure
#BBCCon 2015 Las Vegas
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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
#BBCCon 2015 Las Vegas
TeamServices Teams – These teams support common services across product lines. These teams support the needs of the product teams.
#BBCCon 2015 Las Vegas
Team
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.
#BBCCon 2015 Las Vegas
Team
Team
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.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
#BBCCon 2015 Las Vegas
Team
Team
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.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
#BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product & ServicesTeams:Stories
ProgramTeams:Features
TeamPortfolioTeams:Epics
#BBCCon 2015 Las Vegas
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Structure Governance Metrics
… Next, establish Accountability by governing demand with
Kanban and Scrum
#BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product & ServicesTeams:Stories
ProgramTeams:Features
Scrum
TeamPortfolioTeams:Epics
#BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product & ServicesTeams:Stories
ProgramTeams:Features
Scrum
Kanban
TeamPortfolioTeams:Epics
#BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product & ServicesTeams:Stories
ProgramTeams:Features
Scrum
Kanban
TeamPortfolioTeams:Epics
Kanban
#BBCCon 2015 Las Vegas
The Work is Progressively Elaborated by the Value
Delivery Structure
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Structure Governance Metrics
… then, establish Measurable Progress by focusing on the Business Driver with metrics
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Structure Governance Metrics
… And this has been a journey
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Org. Enablement
Define the Product
Plan & Coordinate
Deliver the
Solution
Continuous Improvement
#BBCCon 2015 Las Vegas
Rank a team’s agility adoption on a scale of 1 – 5 over time
#BBCCon 2015 Las Vegas
Rank a team’s agility adoption on a scale of 1 – 5 over time
#BBCCon 2015 Las Vegas
Team
Database
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User Story
User Story
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Org. Enablement
Define the Product
Plan & Coordinate
Deliver the
Solution
Continuous Improvement
Cool charts... but, are we succeeding?
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Structure Governance Metrics
It’s impossible to know…What’s the context?
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Structure Governance Metrics
… why agile… ... what will it take …
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Team
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Structure Governance Metrics
… why agile… ... what will it take …
#BBCCon 2015 Las Vegas
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Structure Governance Metrics
Typically the answer is something similar to:
“We want Early ROI, Quality & Predictability”
#BBCCon 2015 Las Vegas
Team
Database
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Structure Governance Metrics
… why agile …… what will it take...
#BBCCon 2015 Las Vegas
Team
Database
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User Story
User Story
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Structure Governance Metrics
Typical Business Drivers1. Deliver Early ROI2. Quality, and3. Predictability
#BBCCon 2015 Las Vegas
Typical Business DriversStrategic Objectives for each:
1. Deliver Early ROI2. Quality, and3. Predictability
#BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:2. Quality, and3. Predictability
#BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality, and3. Predictability
#BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:3. Predictability
#BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability
#BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:
#BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
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
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:– – 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
Succeeding or Failing Fast
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:– – – Streamlining the delivery process
2. by:– Delivering frequent, high quality releases
3. by:– Creating Stable Teams– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or Failing Fast
Deliver High Value Features First
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:– – –
2. by:– Delivering frequent, high quality releases
3. by:– Creating Stable Teams– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:– – –
2. by:–
3. by:– Creating Stable Teams– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:– – –
2. by:–
3. by:– – Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Stable teams
#BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:– – –
2. by:–
3. by:– –
Predictability
Early ROI
Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
Are there Correlations between these?
Predictability
Early ROI
Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Smaller commitments
Stable teams
#BBCCon 2015 Las Vegas
Are there Correlations between these?
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Smaller commitments
Stable teams
#BBCCon 2015 Las Vegas
These are correlated…
Predictability
Early ROI
QualitySucceeding or
Failing Fast
Deliver High Value Features First
Streamlining the process
Delivering frequent high quality releases
Smaller commitments
Stable teams
#BBCCon 2015 Las Vegas
These are correlated… and we can start to see groupings
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
These are correlated… and we can start to see groupings
Financial
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
These are correlated… and we can start to see groupings
Customer
Financial
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
These are correlated… and we can start to see groupings
Customer
Ops & Processes(Plan, Coordinate & Deliver)
Financial
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
These are correlated… and we can start to see groupings
Customer
Ops & Processes(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
So… org enablement objectives will impact ops & process objectives which will in turn impact customer objectives
Customer
Ops & Processes(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… In answering the question “what will it take” it becomes clear that it takes intentionality
around the objectives
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
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Structure Governance Metrics
… the objectives will need to be realized through iterative and
incremental organizational improvement
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
But... Are we succeeding???
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
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Structure Governance Metrics
We need specific measures …
#BBCCon 2015 Las Vegas
Strategic ObjectivesSpecific Measures for each:
1. Deliver Early ROI by:– Succeeding or failing fast– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:– Time to Market– Delivering the highest value features first– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:– Time to Market– Value Delivery Performance– Streamlining the delivery process
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:– Time to Market– Value Delivery Performance– Process Efficiency
2. Quality by:– Delivering frequent, high quality releases
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:– Time to Market– Value Delivery Performance– Process Efficiency
2. Quality by:– Delivery Cycle Time
3. Predictability by:– Creating Stable Teams– Making Smaller Commitments
#BBCCon 2015 Las Vegas
Identify Specific Measures
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
#BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:– Time to Market– Value Delivery Performance– Process Efficiency
2. Quality by:– Delivery Cycle Time
3. Predictability by:– Capacity Performance– Commitment Performance
#BBCCon 2015 Las Vegas
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)
#BBCCon 2015 Las Vegas
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
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
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Structure Governance Metrics
We now have the context to answer the question…Are we succeeding?
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
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Structure Governance Metrics
… by focusing on the Business Driver and it’s Strategic
Objectives…
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
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Structure Governance Metrics
… we now have specific measures to know if we are
succeeding!
#BBCCon 2015 Las Vegas
… and we understand that objectives will be accomplished through iterative and
incremental organizational improvement
Customer
Ops & Processes(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
QualitySucceeding or Failing Fast
Deliver High Value Features First
Streamlining the processes
Delivering frequent high quality releases
Stable teams
Smaller commitments
#BBCCon 2015 Las Vegas
Let’s adjust the scorecard to allow for incremental and iterative changes…
Strategic Measures Score/Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
#BBCCon 2015 Las Vegas
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
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
#BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
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Structure Governance Metrics
So… the scorecard provides meaningful metrics that ensure measurable progress towards
the transformation’s goal
#BBCCon 2015 Las Vegas
#BBCCon 2015 Las Vegas
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