scaling agile past the team

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Scaling Agile Past the Team Presented by: Mike Cottmeyer Pillar Technology Group

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Page 1: Scaling Agile Past the Team

Scaling Agile Past the TeamPresented by: Mike Cottmeyer

Pillar Technology Group

Page 2: Scaling Agile Past the Team

“Pragmatic agile adoption & scaling patterns for large

complex organizations that aren’t well suited for for a full blown Scrum transformation”

Page 3: Scaling Agile Past the Team

mike cottmeyervp delivery, senior agile coachmcottmeyer@pillartechnology.com404.312.1471www.pillartechnology.comwww.leadingagile.com

Page 4: Scaling Agile Past the Team

Scaling Agile

• Explore common guidance for an enterprise agile transformation

• What happens when that guidance hits real life organizations and products

• The goal of enterprise agility when transformation isn’t possible

• Patterns and tools for pragmatically scaling agile to the enterprise

Page 5: Scaling Agile Past the Team

Scaling Agile

• Explore common guidance for an enterprise agile transformation

• What happens when that guidance hits real life organizations and products

• The goal of enterprise agility when transformation isn’t possible

• Patterns and tools for pragmatically scaling agile to the enterprise

Page 6: Scaling Agile Past the Team

Scaling Agile

• Explore common guidance for an enterprise agile transformation

• What happens when that guidance hits real life organizations and products

• The goal of enterprise agility when transformation isn’t possible

• Patterns and tools for pragmatically scaling agile to the enterprise

Page 7: Scaling Agile Past the Team

Scaling Agile

• Explore common guidance for an enterprise agile transformation

• What happens when that guidance hits real life organizations and products

• The goal of enterprise agility when transformation isn’t possible

• Patterns and tools for pragmatically scaling agile to the enterprise

Page 8: Scaling Agile Past the Team

Scaling Agile

• Explore common guidance for an enterprise agile transformation

• What happens when that guidance hits real life organizations and products

• The goal of enterprise agility when transformation isn’t possible

• Patterns and tools for pragmatically scaling agile to the enterprise

Page 9: Scaling Agile Past the Team

Why Teams?

Page 10: Scaling Agile Past the Team

Team

Page 11: Scaling Agile Past the Team

Developers

Page 12: Scaling Agile Past the Team

DevelopersTesters

Page 13: Scaling Agile Past the Team

Developers

Analyst

Testers

Page 14: Scaling Agile Past the Team

Developers

CSMAnalyst

Testers

Page 15: Scaling Agile Past the Team

Product Owner

CSMAnalyst

TestersDevelopers

Page 16: Scaling Agile Past the Team

Team

Page 17: Scaling Agile Past the Team

Features

Team

Page 18: Scaling Agile Past the Team

Backlog

Team

Page 19: Scaling Agile Past the Team

Backlog

Team

Velocity

Page 20: Scaling Agile Past the Team

Backlog

Team

Predictable

Velocity

Page 21: Scaling Agile Past the Team

Backlog

Team

Predictable

Trust Velocity

Page 22: Scaling Agile Past the Team

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Page 23: Scaling Agile Past the Team

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Page 24: Scaling Agile Past the Team

Teams of Teams

Page 25: Scaling Agile Past the Team

Team 1

Page 26: Scaling Agile Past the Team

Team 2Team 1

Page 27: Scaling Agile Past the Team

Team 3Team 2Team 1

Page 28: Scaling Agile Past the Team

Team 1

Team 3

Team 2

Page 29: Scaling Agile Past the Team

Team 1

Team 3

Team 2

Team 5

Team 6

Team 4

Scrum of Scrums

Page 30: Scaling Agile Past the Team

Team 1

Team 3

Team 2

Team 5

Team 6

Team 4

Scrum of ScrumsEncapsulate Teams

Page 31: Scaling Agile Past the Team

Lessons from Scaling Agile

• Cross-functional features teams that can operate independently of each other under the guidance of a single product owner

• Quantifiable business value can be created by each team at the end of a single sprint.

Page 32: Scaling Agile Past the Team

Lessons from Scaling Agile

• Cross-functional features teams that can operate independently of each other under the guidance of a single product owner

• Quantifiable business value can be created by each team at the end of a single sprint.

Page 33: Scaling Agile Past the Team

Lessons from Scaling Agile

• Cross-functional features teams that can operate independently of each other under the guidance of a single product owner

• Quantifiable business value can be created by each team at the end of a single sprint.

Page 34: Scaling Agile Past the Team

Disruptive Change

Page 35: Scaling Agile Past the Team

The Transformation Problem

• Functional Silos• Over specialization• Complex products• Cultural challenges

Page 36: Scaling Agile Past the Team

The Transformation Problem

• Functional Silos• Over specialization• Complex products• Cultural challenges

Page 37: Scaling Agile Past the Team

The Transformation Problem

• Functional Silos• Over specialization• Complex products• Cultural challenges

Page 38: Scaling Agile Past the Team

The Transformation Problem

• Functional Silos• Over specialization• Complex products• Cultural challenges

Page 39: Scaling Agile Past the Team

The Transformation Problem

• Functional Silos• Over specialization• Complex products• Cultural challenges

Page 40: Scaling Agile Past the Team

Functional Silos

Page 41: Scaling Agile Past the Team

Dev.

Page 42: Scaling Agile Past the Team

QADev.

Page 43: Scaling Agile Past the Team

QA BADev.

Page 44: Scaling Agile Past the Team

QA BADev. PM

Page 45: Scaling Agile Past the Team

QA BADev. PM PO

Page 46: Scaling Agile Past the Team

QA BADev. PM PO

The Team

Page 47: Scaling Agile Past the Team

Over Specialization

Page 48: Scaling Agile Past the Team

UI

Page 49: Scaling Agile Past the Team

APIUI

Page 50: Scaling Agile Past the Team

API DBAUI

Page 51: Scaling Agile Past the Team

API DBAUI RPT

Page 52: Scaling Agile Past the Team

API DBAUI RPT EDI

Page 53: Scaling Agile Past the Team

The Team

API DBAUI RPT EDI

Page 54: Scaling Agile Past the Team

Complex Products

Page 55: Scaling Agile Past the Team

Payments Services

Risk Services

Business Intelligence

Corporate Financials

Online Banking

X X X X

Phone Banking

X X X

Payment Processing

X X

Remittance Processing

X X

Complex Product Organizations

Page 56: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Page 57: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Page 58: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Page 59: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Page 60: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Page 61: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Page 62: Scaling Agile Past the Team

Cultural Challenges

Page 63: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Page 64: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Managers

Page 65: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Managers

Accountability

Page 66: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Managers

Accountability

Authority

Page 67: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Managers

Accountability

Authority

People

Page 68: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Managers

Accountability

Authority

People

Power

Page 69: Scaling Agile Past the Team

Credit Card Payments

ACH Payments

Payments

Managers

Accountability

Authority

People

ControlPower

Page 70: Scaling Agile Past the Team

The Transformation Problem

• Teams are the building blocks of agile organizations, but a single team might not be able to deliver an increment of business value.

• Technology and domain expertise can limit the the degree to which a team can have all the skills necessary to deliver working software

Page 71: Scaling Agile Past the Team

The Transformation Problem

• Teams are the building blocks of agile organizations, but a single team might not be able to deliver an increment of business value.

• Technology and domain expertise can limit the the degree to which a team can have all the skills necessary to deliver working software

Page 72: Scaling Agile Past the Team

The Transformation Problem

• Teams are the building blocks of agile organizations, but a single team might not be able to deliver an increment of business value.

• Technology and domain expertise can limit the the degree to which a team can have all the skills necessary to deliver working software

Page 73: Scaling Agile Past the Team

The Transformation Problem

• Technology constraints can initially limit the degree to which you can make shared code ownership a reality

• Breaking down all silos and reporting relationships can make ownership and accountability issues a nightmare through the transition

Page 74: Scaling Agile Past the Team

The Transformation Problem

• Technology constraints can initially limit the degree to which you can make shared code ownership a reality

• Breaking down all silos and reporting relationships can make ownership and accountability issues a nightmare through the transition

Page 75: Scaling Agile Past the Team

The Transformation Problem

• Technology constraints can initially limit the degree to which you can make shared code ownership a reality

• Breaking down all silos and reporting relationships can make ownership and accountability issues a nightmare through the transition

Page 76: Scaling Agile Past the Team

Change Management

Page 77: Scaling Agile Past the Team

How Good?

Page 78: Scaling Agile Past the Team

How Fast?

Page 79: Scaling Agile Past the Team

What Are You Willing to Give Up to Get there?

Page 80: Scaling Agile Past the Team

Incremental Agile Adoption

• Start with the idea that you are going to organize around capabilities

• Build agile teams around those capabilities that are most constrained from a delivery perspective

• Spread agile systematically based on business need

• Learn how to coordinate teams

Page 81: Scaling Agile Past the Team

Incremental Agile Adoption

• Start with the idea that you are going to organize around capabilities

• Build agile teams around those capabilities that are most constrained from a delivery perspective

• Spread agile systematically based on business need

• Learn how to coordinate teams

Page 82: Scaling Agile Past the Team

Incremental Agile Adoption

• Start with the idea that you are going to organize around capabilities

• Build agile teams around those capabilities that are most constrained from a delivery perspective

• Spread agile systematically based on business need

• Learn how to coordinate teams

Page 83: Scaling Agile Past the Team

Incremental Agile Adoption

• Start with the idea that you are going to organize around capabilities

• Build agile teams around those capabilities that are most constrained from a delivery perspective

• Spread agile systematically based on business need

• Learn how to coordinate teams

Page 84: Scaling Agile Past the Team

Incremental Agile Adoption

• Start with the idea that you are going to organize around capabilities

• Build agile teams around those capabilities that are most constrained from a delivery perspective

• Spread agile systematically based on business need

• Learn how to coordinate teams

Page 85: Scaling Agile Past the Team

Incremental Agile Adoption

• Bottom up implementation with top down intent

• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams

• Create feature teams to integrate the services delivered from the capability teams

Page 86: Scaling Agile Past the Team

Incremental Agile Adoption

• Bottom up implementation with top down intent

• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams

• Create feature teams to integrate the services delivered from the capability teams

Page 87: Scaling Agile Past the Team

Incremental Agile Adoption

• Bottom up implementation with top down intent

• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams

• Create feature teams to integrate the services delivered from the capability teams

Page 88: Scaling Agile Past the Team

Incremental Agile Adoption

• Bottom up implementation with top down intent

• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams

• Create feature teams to integrate the services delivered from the capability teams

Page 89: Scaling Agile Past the Team

Scaling/Adoption Framework

• Team based agility

Page 90: Scaling Agile Past the Team

Scaling/Adoption Framework

• Team based agility• Multi-team agile

Page 91: Scaling Agile Past the Team

Scaling/Adoption Framework

• Team based agility• Multi-team agile• Multi-team projects

Page 92: Scaling Agile Past the Team

Scaling/Adoption Framework

• Team based agility• Multi-team agile• Multi-team projects• Multi-project portfolios

Page 93: Scaling Agile Past the Team

Scaling/Adoption Framework

• Team based agility• Multi-team agile• Multi-team projects• Multi-project portfolios• Enterprise agile

Page 94: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Team Based Agile

Page 95: Scaling Agile Past the Team

Team Based Agile

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

Page 96: Scaling Agile Past the Team

Team Based Agile

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

Page 97: Scaling Agile Past the Team

Team Based Agile

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

Page 98: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Multi-team Agility

Page 99: Scaling Agile Past the Team

Multi-team Agility

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

• Low dependency between teams, manage with Scrum of Scrums

Page 100: Scaling Agile Past the Team

Multi-team Agility

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

• Low dependency between teams, manage with Scrum of Scrums

Page 101: Scaling Agile Past the Team

Multi-team Agility

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

• Low dependency between teams, manage with Scrum of Scrums

Page 102: Scaling Agile Past the Team

Multi-team Agility

• Cross-functional feature team with a limited scope of value delivery relative to the enterprise

• Special attention to integrating with legacy processes… subordinate the team to the system if necessary

• Low dependency between teams, manage with Scrum of Scrums

Page 103: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Multi-Team Projects

Page 104: Scaling Agile Past the Team

Multi-Team Projects

• Introduces requirements or architectural dependencies between Scrum teams

• Teams have to coordinate to deliver an increment of business value

• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.

Page 105: Scaling Agile Past the Team

Multi-Team Projects

• Introduces requirements or architectural dependencies between Scrum teams

• Teams have to coordinate to deliver an increment of business value

• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.

Page 106: Scaling Agile Past the Team

Multi-Team Projects

• Introduces requirements or architectural dependencies between Scrum teams

• Teams have to coordinate to deliver an increment of business value

• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.

Page 107: Scaling Agile Past the Team

Multi-Team Projects

• Introduces requirements or architectural dependencies between Scrum teams

• Teams have to coordinate to deliver an increment of business value

• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.

Page 108: Scaling Agile Past the Team

Value Story

Value Story

Value Story

Value Story

Page 109: Scaling Agile Past the Team

Feature

Feature

Feature

Feature

Feature

Feature

Value Story

Value Story

Value Story

Value Story

Page 110: Scaling Agile Past the Team

Feature

Feature

Feature

Feature

Feature

Feature

Value Story

Value Story

Value Story

Value Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Team 1

Team 2

User Story

User Story

User Story

Team 3

Page 111: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Team 1 Team 2 Team 3

Page 112: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

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Story A

Story A

Story A

Story A

Story B

Story B

Story B

Story B

Story B

Story B

Team 1 Team 2 Team 3

Page 113: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

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Story A

Story B

Story B

Story B

Story B

Story B

Story B

Story BStory B

Story BStory B

Story B

Story B Story BStory B

Team 1 Team 2 Team 3

Page 114: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

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Story A

Story A

Story A

Story A

Story B

Story B

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Story B

Story B

Story B

Story BStory B

Story BStory B

Story B

Story B Story BStory B

Story C

Story C

Story C

Story C

Team 1 Team 2 Team 3

Page 115: Scaling Agile Past the Team

Story A Story A Story A

Team 1 Team 2 Team 3

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Page 116: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Team 1 Team 2 Team 3

Page 117: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Team 1 Team 2 Team 3

Page 118: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story B Story B Story B

Story B Story BStory B

Story B

Team 1 Team 2 Team 3

Page 119: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story B Story B Story B

Story B Story BStory B

Story B

Story C Story C Story C

Story C

Story C

Story C

Story C

Story C

Story C

Team 1 Team 2 Team 3

Page 120: Scaling Agile Past the Team

Story A Story A Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story A

Story B Story B Story B

Story B Story BStory B

Story B

Story C Story C Story C

Story C

Story C

Story C

Story C

Story C

Story C

Team 1 Team 2 Team 3

Page 121: Scaling Agile Past the Team

Biller Transactions

Fin Inst. Transactions

Partner Communication

Credit Card Payments

ACH Payments

Payments

Fraud/Risk

Identity/ Enrollment

Risk

SAS

Bus Intel/ Reporting

Business Intelligence

SAP

Corporate Billing

Corporate Financials

Web

IVR

Multi-Project Portfolios

Page 122: Scaling Agile Past the Team

Multi-Project Portfolios

• Shared capability teams must support multiple projects in a portfolio

• Project decomposition and portfolio decomposition become critical success factors

• Focus on getting projects done faster rather than starting new projects

Page 123: Scaling Agile Past the Team

Multi-Project Portfolios

• Shared capability teams must support multiple projects in a portfolio

• Project decomposition and portfolio decomposition become critical success factors

• Focus on getting projects done faster rather than starting new projects

Page 124: Scaling Agile Past the Team

Multi-Project Portfolios

• Shared capability teams must support multiple projects in a portfolio

• Project decomposition and portfolio decomposition become critical success factors

• Focus on getting projects done faster rather than starting new projects

Page 125: Scaling Agile Past the Team

Multi-Project Portfolios

• Shared capability teams must support multiple projects in a portfolio

• Project decomposition and portfolio decomposition become critical success factors

• Focus on getting projects done faster rather than starting new projects

Page 126: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Team 1 Team 2 Team 3

Page 127: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project B

Project B

Project B

Project B

Project B

Project B

Team 1 Team 2 Team 3

Page 128: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project B

Project B

Project B

Project B

Project B

Project B

Project BProject B

Project BProject B

Project B

Project B Project BProject B

Team 1 Team 2 Team 3

Page 129: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project B

Project B

Project B

Project B

Project B

Project B

Project BProject B

Project BProject B

Project B

Project B Project BProject B

Project C

Project C

Project C

Project C

Team 1 Team 2 Team 3

Page 130: Scaling Agile Past the Team

Project A Project A Project A

Team 1 Team 2 Team 3

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Page 131: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Team 1 Team 2 Team 3

Page 132: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Team 1 Team 2 Team 3

Page 133: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project B Project B Project B

Project B Project BProject B

Project B

Team 1 Team 2 Team 3

Page 134: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project B Project B Project B

Project B Project BProject B

Project B

Project C Project C Project C

Project C

Project C

Project C

Project C

Project C

Project C

Team 1 Team 2 Team 3

Page 135: Scaling Agile Past the Team

Project A Project A Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project A

Project B Project B Project B

Project B Project BProject B

Project B

Project C Project C Project C

Project C

Project C

Project C

Project C

Project C

Project C

Team 1 Team 2 Team 3

Page 136: Scaling Agile Past the Team

Enterprise Agility

• Incorporate upstream and downstream processes that enable and support product delivery

• Enable the enterprise to make strategic business decisions by establishing constraints

• Provide feedback early and often to enable course correction

Page 137: Scaling Agile Past the Team

Enterprise Agility

• Incorporate upstream and downstream processes that enable and support product delivery

• Enable the enterprise to make strategic business decisions by establishing constraints

• Provide feedback early and often to enable course correction

Page 138: Scaling Agile Past the Team

Enterprise Agility

• Incorporate upstream and downstream processes that enable and support product delivery

• Enable the enterprise to make strategic business decisions by establishing constraints

• Provide feedback early and often to enable course correction

Page 139: Scaling Agile Past the Team

Enterprise Agility

• Incorporate upstream and downstream processes that enable and support product delivery

• Enable the enterprise to make strategic business decisions by establishing constraints

• Provide feedback early and often to enable course correction

Page 140: Scaling Agile Past the Team

ProductDelivery

Not the entire business

Page 141: Scaling Agile Past the Team

Product DeliveryStrategy

Page 142: Scaling Agile Past the Team

SupportProduct DeliveryStrategy

Page 143: Scaling Agile Past the Team

PMO

Page 144: Scaling Agile Past the Team

ProjectTeamPMO

Page 145: Scaling Agile Past the Team

CapabilityTeam

Project TeamPMO

Page 146: Scaling Agile Past the Team

EnterpriseArchitecture

&Value Stories

CapabilityTeam

Project TeamPMO

Page 147: Scaling Agile Past the Team

EnterpriseArchitecture

&Value Stories

SolutionsArchitecture

&Features

CapabilityTeam

Project TeamPMO

Page 148: Scaling Agile Past the Team

EnterpriseArchitecture

&Value Stories

SolutionsArchitecture

&Features

DetailedDesign

&User Stories

CapabilityTeam

Project TeamPMO

Page 149: Scaling Agile Past the Team

Guidance

CapabilityTeam

Project TeamPMO

Page 150: Scaling Agile Past the Team

Feedback

CapabilityTeam

Project TeamPMO

Page 151: Scaling Agile Past the Team

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

Page 152: Scaling Agile Past the Team

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

Page 153: Scaling Agile Past the Team

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

Page 154: Scaling Agile Past the Team

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Pillar Approach

Page 155: Scaling Agile Past the Team

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

Page 156: Scaling Agile Past the Team

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

Page 157: Scaling Agile Past the Team

Conclusion & Wrap-up

• Team agility is important, but business agility is more important

• Value is measured more strategically• We cannot turn a large, complicated

organization on its head overnight• Systematically introducing agile

around static capability teams is a way of responsibly introducing change

Page 158: Scaling Agile Past the Team

Conclusion & Wrap-up

• Team agility is important, but business agility is more important

• Value is measured more strategically• We cannot turn a large, complicated

organization on its head overnight• Systematically introducing agile

around static capability teams is a way of responsibly introducing change

Page 159: Scaling Agile Past the Team

Conclusion & Wrap-up

• Team agility is important, but business agility is more important

• Value is measured more strategically

• We cannot turn a large, complicated organization on its head overnight

• Systematically introducing agile around static capability teams is a way of responsibly introducing change

Page 160: Scaling Agile Past the Team

Conclusion & Wrap-up

• Team agility is important, but business agility is more important

• Value is measured more strategically• We cannot turn a large,

complicated organization on its head overnight

• Systematically introducing agile around static capability teams is a way of responsibly introducing change

Page 161: Scaling Agile Past the Team

Conclusion & Wrap-up

• Team agility is important, but business agility is more important

• Value is measured more strategically• We cannot turn a large, complicated

organization on its head overnight• Systematically introducing agile

around static capability teams is a way of responsibly introducing change

Page 162: Scaling Agile Past the Team

mike cottmeyervp delivery, senior agile coachmcottmeyer@pillartechnology.com404.312.1471www.pillartechnology.comwww.leadingagile.com

Page 163: Scaling Agile Past the Team

Scaling Agile Past the TeamPresented by: Mike Cottmeyer

Pillar Technology Group