the alchemy of enterprise agility - agile business … · 4 how agile is typically adopted...
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1 Copyright © 2017 Tata Consultancy Services Limited
Stephen Giles & Stephen Grafton
The Alchemy of Enterprise Agility
October 2017
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Agenda
• Introduction (5 minutes)• Workshop overview (10 minutes)• Agility Self-assessment (15 minutes)• Agility Mapping (15 minutes)• Room feedback (15 minutes)
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Introduction
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How Agile is typically adopted
Portfolio
Program
TeamAgile adopted in IT at a small
scale, at the level of individual
projects and/or teams
It is interfaced to the wider
organisation via defined
processes
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How Agile is typically adopted
Portfolio
Program
Team Other teams start to try agile
without guidance
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How Agile is typically adopted
Portfolio
Program
Team
Then we try to coordinate
teams in programs.
Success is patchy.
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How Agile is typically adopted
Portfolio
Program
Team
We have different agile standards
being used and we have no consistent
view of our portfolios. Agile portfolio
management is seen as too hard.
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How Agile is typically adopted
Portfolio
Program
Team
In the meantime most of the
organisation stays “as-is”
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• Organisational structure
• Management process and tooling
• Governance
• Funding
• Marketing
• Physical environment
• Technical environment
• Human resources• Recruitment
• Appraisals
• Job descriptions
• Training
What Stays ‘As-Is’?
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Are we done?
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Enterpr ise Agi l i ty Roadmap
Enterprise
Business
IT
Development Teams
Development Teams
Development Teams
Enterprise AgilityMaximum Impact
Business Change AgilityWe need to be here
Enterprise IT Agility LOB unit levels in large
organizations
Dev Team AgilityRequired for Agile delivery
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SELF ASSESSMENT
Team/People
Dev are order takersDev do what they want
Collaboration
Through supplier contractThrough supplier contract
Solution
Architected up frontJust start
RequirementsWish ListMuddle Through
Process/PracticeHeavily documentedNothing documented
Tools
Used to controlAd Hoc
Portfolio
Annual Portfolio PlanningNo Portfolio Planning
IT Organization
Silo optimisedFeature Team Organised
Enterprise Ecosystem
Optimized for controlOptimized for change
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Enterpr ise Agi l i ty Roadmap
Enterprise
Business
IT
Development Teams
Development Teams
Development Teams
Enterprise AgilityMaximum Impact
Business Change AgilityWe need to be here
Enterprise IT Agility LOB unit levels in large
organizations
Dev Team AgilityRequired for Agile delivery
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Enterpr ise Agi l i ty Roadmap
Enterprise Organisational Leadership
Finance
Marketing
Sales
Supply Chain
Manufacturing
Facilities
HR
…
BusinessBusiness Change
Finance (budgeting)
HR (roles & responsibilities, OCM, Perf. Mgt.)
Facilities (collaborative workplace – physical & virtual)
Marketing (publicity
for new capabilities)
Procurement (sourcing)
Legal (contracts)
IT(Solution Delivery)
IT Leadership/Management
IT Strategy & Architecture
Program/Project Management
Operations & Support
Infrastructure
Security
QA
Development Teams
Development Teams
Development Teams
Enterprise AgilityMaximum Impact
Business Change AgilityWe need to be here
Enterprise IT Agility LOB unit levels in large
organizations
Dev Team AgilityRequired for Agile delivery
| Copyright © 2016 Tata Consultancy Services Limited
July 14, 2017
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Trust
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Context
Principles + Context = Processes
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Sequencing – Weighted Shortest Job First
WSJF = Cost of Delay / Time
| Copyright © 2016 Tata Consultancy Services Limited
July 14, 2017