Lentz/Tandon

2. 4 Tales of Enterprise Agility

3. We are
Manu Tandon
• Principal Consultant
• 11 + years - delivery and adoption of
Agile across enterprises
Tiffany Lentz
• Principal Consultant
• 8 + years - leading teams and enterprises
in delivery and change programs

4. Why Enterprise Agility
“Responsiveness is a business strategy”

5. Enterprise Agility in
Organizations
Just doing Agile is not enough......

6. The goal is to BE Agile

7. “In the Chaordic Age, success will depend less on rote
and more on reason; less on authority of the few and
more on judgement of the many; ... less on external
control of people and more on internal discipline”
- Dee Hock

8. Value System vs Checklist

9. Organization vs Team
Organization
Stakeholders
ScrumMaster
Support PMO
Teams Agile Team
Team Team
Member Member VMO
Team
Facilities Member HR
Product
Owner
Finance
Recruiting

10. Leaders vs Managers

11. Agility Manifested
Poly-skilled Team Members
over
Specialists

12. Agility Manifested
Continuous Delivery
over
Continuous Integration

13. Agility Manifested
Activist Investing
over
Project Release Plans

14. Agility Manifested
Customized Training
over
“Sheep Dip” Certification

15. Implementation
Adapt Plan
Adapt Plan
Adapt Plan
Do Assess
Inspect ShowcaseShowcase
Inspect
Inspect Showcase
Adapt Plan Adapt Plan
Plan Envision
Inspect Showcase Inspect Showcase

16. Maturity Model
Build
Assurance Testing
Governance Evolutionary Design
Configuration
Collaboration
Management
Responsiveness Shared Responsibility
Requirements

17. Patterns of Agile
Adoption

18. Patterns of Agile Adoption
• Little Footprint
• Big Footprint
• Pillar
• Osmosis

19. Little Footprint Iterate and refactor
+ holistic approach
- slow developing
+ iterative execution
- heightened adoption risk
+ minimized cost risk

20. Iterate and refactor...
Big Footprint ...in bulk
+ broad* impact
+ holistic approach - heavy demand on central
governance
+ iterative execution - heightened cost risk
+ minimized adoption risk

21. PMO-delivered,
Pillar on demand
- academic approach
+ governance & consistency
- erratic adoption
+ flexibility
- suspect durability

22. Osmosis Just-in-time adoption
+ tactical approach
+ organic adoption - heightened turnover risk
+ durable - slower enterprise reach
+ delivery-funded!

23. The Patterns Compared
Top-down…
Little Footprint Iterateteam at a time
…one
and refactor…
Pillar …PMO driven
Projected client capability Projected client capability
Iterate and refactor... Bottom-up…
Big Footprint …in bulk Osmosis …Just in time
Projected client capability Projected client capability

24. Case Studies

25. Midwestern Bank
Little Footprint

26. Midwestern Bank
Description Little Footprint
• Top 10 US bank
• 1200+ IT
• Conservative approach
• Large-program dominant
• Delivery slowed by IT rigor
• Realized small wins with
‘incidental agile’

27. Midwestern Bank
Mandate Little Footprint
“Defeat our bureaucratic legacy with a scaled agile model in
this audit-driven, traditionally-valued business.”

28. Midwestern Bank
Lessons Little Footprint
• Poly-skilled Team
• Continuous Integration
• Agile Project Management
• Just in time training
Maturity
Measured

29. Midwestern Bank
Agility Little Footprint
Being Agile Doing Agile

30. Midwestern Bank
1 More Lesson Little Footprint
The impact of leadership
Midwestern Bank
Projected client capability
ThoughtWorks footprint

31. Credit Card Issuer
Big Footprint

32. Credit Card Issuer
Description Big Footprint
• Top 5 US credit card issuer
• 1000+ IT associates
• Very heavy legacy methodology
• “Documents 10, Software 0”

33. Credit Card Issuer
Mandate Big Footprint
“Develop and rollout an agile development methodology that
works for our entire organization.”

34. Credit Card Issuer
Lessons Big Footprint
• Internal career management
• Continuous integration
• Lean portfolio management
• Customized training
• Collaborative physical spaces

35. Credit Card Issuer
Agility Big Footprint
Being Agile Doing Agile
Jump in customer satisfaction
Reduced times to market
Increased employee satisfaction

36. National Insurer
Pillar

37. National Insurer
Description Pillar
• 1500+ IT
• Innovator’s approach
• Large-program dominant
• Strong internal PMOs
• Organizational demand for
formal agile process
• Heavy offshore

38. National Insurer
Mandate Pillar
“Provide our organization with a parallel path through the
full software production lifecycle.”

39. National Insurer
Lessons Pillar
• Specialist Roles
• Some continuous integration
• Project administrators
• Just-in-time training from
experts

40. National Insurer
Agility Pillar
Being Agile Doing Agile
Traditional and Agile co-existed
Off-shore success

41. Medical Products
Division
Osmosis

42. Medical Products Division
Description Osmosis
• Software product division
• 1200+ IT R&D
• Multi-year program
• Internationally distributed
• Historically under-delivered
• Immense shareholder
expectations of product

43. Medical Products Division
Mandate Osmosis
“Bring sufficient agility to our software products organization to
secure our customer delivery expectations.”

44. Medical Products Division
Lessons Osmosis
• Team members allowed to
change roles
• Continuous delivery
• Program-level release plans
• Teams learned while
delivering software

45. Medical Products Division
Agility Osmosis
Being Agile Doing Agile
Largest known adoption of Scrum

46. Conclusion

47. The Patterns Compared
Top-down…
Little Footprint Iterateteam at a time
…one
and refactor…
Pillar …PMO driven
Iterate and refactor... Bottom-up…
Big Footprint …in bulk Osmosis …Just in time

48. Begin by doing agile
while focusing on ......

49. Being Agile......
Poly-Skilled Teams

50. Being Agile......
Continuous Delivery

51. Being Agile......
Activist Investing

52. Being Agile......
Customized training

53. Enterprise Agility
Responsiveness is a business strategy

54. Questions and Comments

55. Contact US
Manu Tandon
mtandon@thoughtworks.com
Tiffany Lentz
tlentz@thoughtworks.com

56. Thank you!