you do not need to scale agile
TRANSCRIPT
Unscaling Agile
Arretons de construire des cathédrales
@sretiere
The innovation paradox
Technology innovation
Management innovation
Leading edge! Uniqueness! Forefront!
Great! Scary!
Fairy tale
I want to be Agile
I’m Agile
https://www.flickr.com/photos/ecpica/4932183322
So what next ?
Continuous Delivery
How do you feel today ?
From ‘All is good’ to ‘Not that bad’
Useless features
Not Agile Hippo decision making No vision
KPI driven
Annual roadmap Process and tools over…
We have to be more agile
The truth lies elsewhere
You are part of a system
Good or Bad ?
What your system might look like
© BBRT 2013 – All rights reserved | www.bbrt.org
Leadership Governance & transparency
1. Values – Bind people to a central plan
2. Governance – Govern through detailed rules and regula5ons
3. Transparency -‐ Restrict informa5on and control it
Accountable teams
4. Teams -‐ Organize teams around centralized func5ons
5. Trust – Micro-‐manage teams
6. Accountability – Base accountability on hierarchical rela5onships
Processes Goals & rewards
7. Goals – Set short-‐term fixed targets
8. Rewards – Base rewards on mee5ng fixed targets
Planning & Controls
9. Planning-‐ Make planning a top-‐down annual event
10. CoordinaJon – Coordinate through annual budgets and planning cycles
11. Resources -‐ Make resources available through annual budget alloca5ons
12. Controls -‐ Base controls on budget variances
What about Agile ?
© BBRT 2013 – All rights reserved | www.bbrt.org
Leadership Governance & transparency
1. Values
2. Governance
3. Transparency
Accountable teams
4. Teams -‐ Organize around a seamless network of accountable teams; not around centralized func/ons
5. Trust – Trust teams to regulate and improve their performance; don’t micro-‐manage them
6. Accountability – Base accountability on holis5c criteria and peer reviews; not on hierarchical rela/onships
Processes Goals & rewards
7. Goals
8. Rewards
Planning & Controls
9. Planning
10. CoordinaJon
11. Resources
12. Controls
Governance & Transparency The usual way
Usual problem #1 Empowerment ?
https://www.flickr.com/photos/styeb/3312426624
Usual problem #2 Decision making without information ?
Planning & Controls The usual way
1. Budget 2. Projects 3. Staffing
Usual problem #1 Calendar driven horizons
Usual problem #2 Actuals = Budget
Usual problem #3 Form or Content
https://www.flickr.com/photos/singlespeedmaniac/3713528780
Goals & Rewards The usual way
1. Budget
2. Projects 3. Staffing 4. Personal objectives
Projects B & D = Success
Projects C & G = Success
Projects A & C = Success
Usual problem #1 Gaming
https://www.flickr.com/photos/javmorcas/6649476345
Usual problem #2 Not any more relevant
Usual problem #3 Outcomes or Outputs
Let’s talk about solution
We need to scale Agile
What is the problem you are trying to solve ?
Our journey
Context
What we don’t want
What do we want
Adapt our business models as quickly as possible Allocate ressources to the most valuable business opportunities Improve our global knowledge
Beyond Budgeting
Where do we start ?
All roads lead to Rome Change in leadership
Governance & transparency
1. Values
2. Governance
3. Transparency
Accountable teams
4. Teams
5. Trust
6. Accountability
Change in processes
Goals & rewards
7. Goals
8. Rewards
Planning & Controls
9. Planning
10. CoordinaJon
11. Resources
12. Controls
Continuous Delivery
New Leadership Model
Rolling Forecasts
Agile Leadership
Our experiment
1. Budget 2. Strategic allocation
3. Staffing
Business line A
Business line C
Business line B
4. All year Dyn. Alloc.
x 80
x 200
x 50
Duration < 3 months
Rolling forecasts
Change #1 Resource Allocation
From Challenges
Application teams
Customer centric teams
Application managers
Long value chain
To
Change #2 Resource Allocation
From Challenge
Specialist X functional Languages
To
Change #3 Forecast
From To Challenge
Project Product Skills
Change #4 Forecast & Target
From To Challenge
Budget variance
Business decisions
Optimize mindset
Change #5 Target
From Challenges
Cascading KPI
Team objectives
Annual appraisal
Human = Resource ?
To
Where do we stand ?
X or Y ?
Command and Control Sense and Respond
Where do we stand ? Change in leadership Governance & transparency
1. Values – Bind people to a common cause; not to a central plan
2. Governance – Govern through shared values and sound judgement; not detailed rules and regula/ons
3. Transparency -‐ Make informa5on open and transparent; don’t restrict and control it
Accountable teams
4. Teams -‐ Organize around a seamless network of accountable teams; not around centralized func/ons
5. Trust – Trust teams to regulate and improve their performance; don’t micro-‐manage them
6. Accountability – Base accountability on holis5c criteria and peer reviews; not on hierarchical rela/onships
Change in processes Goals & rewards
7. Goals – Set ambi5ous medium-‐term goals; not short-‐term fixed targets
8. Rewards – Base rewards on rela5ve performance; not on mee/ng fixed targets
Planning & Controls
9. Planning -‐ Make planning a con5nuous and inclusive process; not a top-‐down annual event
10. CoordinaJon -‐ Coordinate interac5ons dynamically; not through annual budgets and planning cycles
11. Resources -‐ Make resources available as needed; not through annual budget alloca/ons
12. Controls -‐ Base controls on fast, frequent feedback; not on budget variances
Started ? In progress
Am I getting closer ?
Blocked Available
My KPI Available Capex during Prioritization Meeting
Questions
stupid is as stupid does