1. © Jorgen Hesselberg, 2012

2. © Jorgen Hesselberg, 2012

3. © Jorgen Hesselberg, 2012

4. © Jorgen Hesselberg, 2012

5. © Jorgen Hesselberg, 2012

6. © Jorgen Hesselberg, 2012
Wave Dimension EPIC Acceptance Criteria Size Business
Targeted Value
Partnered People As a member of TEAM X new to Agile  External instructor has been secured; preparations 8 13
Transition I can learn the basics of Agile and conducted
Scrum so that I can be prepared for  Training dates have been communicated through
the Release Planning session. Business Units
 Team members new to Agile have been trained in
Agile/Scrum
 Satisfaction survey has been administered
Partnered Organizational As a team, our team members are  An analysis of current team setups has been 5 8
Transition Design located close to each other so that completed; recommend immediate, short-term
we can increase collaboration, changes where practical.
minimize disconnects and optimize  Propose strategic co-location plan in collaboration
the way we work together. with BU leads; consult with facilities and architects
for cost estimates.
 Pilot co-location on at least 2 teams for targeted
BUs in Q4; measure and communicate results.
Partnered Technology As an Agile team, I have a clear and  Overview of key engineering practices has been 5 8
Transition unambiguous understanding of created
different E.P. standards so that I can  Practical workshops have been taken by 50% of
understand the value each practice teams in 2 BUs by end of Q4
can bring to my team’s performance.  At least two potential pilot teams for embedded
coaching have been identified
…
Self-Guided Leadership As a manager, I have a  Agile leadership program is established, including 13 13
comprehensive set of information leadership curriculum, coaching, mentoring and
and resources available to me so that external training.
I can understand the implications to  HR has updated existing role profiles, rewards and
my role, minimize confusion and recognition approaches reflecting key Agile
continue to be an effective leader in leadership behaviors such as servant leadership,
an Agile organization. team building and coaching.
 First group of managers selected for pilot.

7. © Jorgen Hesselberg, 2012
Wave Dimension EPIC Acceptance Criteria Size Business
Targeted Value
Self- Guided Technology/Culture As a Business Unit, we measure  Key metrics established; key characteristics: 8 8
progress using meaningful metrics so Actionable, Accessible and Auditable.
that we can understand how we’re  Metrics focus on end-to-end value creation (i.e.
doing against our goals and adapt customer retention, customer revenue, etc)
along the way.  A light-weight, non-intrusive reporting mechanism
is in place to provide highly visible results to
everyone in the BU.
Self-Guided Culture As a non-technical department of the  Optional, non-technical training and coaching to 5 8
organization, I have an opportunity upstream departments such as sales, marketing
to evaluate my existing processes so and legal has been provided
that I am aware of the value Agile  Key influencers are aware of Agile and Lean values
can provide to the way I work, and principles;
remove waste and optimize for value  At least one non-technical team has
creation.
…
Innate Technology/Culture As a business unit, we are  Culture of learning and discovery is emphasized in 8 13
continuously performing business leadership communication, goal setting and
model discovery so that we can strategy.
validate our ideas, test possible  Lean Startup methodology routinely leveraged to
solutions and solve problems that validate new business opportunities in at least two
customers tell us they need solved. BUs.
 Fear of failure addressed through messaging in
newsletters and real examples of “failing fast” as
critical to business success and innovation is
presented at firm-wide Town Hall.
Innate Organizational As an employee, my organization is  Organizational structure changed to reflect focus 13 8
Design optimized for end-to-end value on business results and shared ownership; localized
creation by removing barriers, sub-optimizing avoided.
improving collaboration,  Devops implemented to increase collaboration (and
understanding the customer and shared pain) between developers and operations
instilling a shared sense of  Sales, marketing actively involved in value stream
ownership. from beginning to end.
 Customers and external collaborators, where
practical, are active participants in value creation.

8. © Jorgen Hesselberg, 2012