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THE THREE THINGS
You Need to Know to Transform Any Sized
Organization into an Agile Enterprise
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/c...
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• H...
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• H...
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• H...
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• H...
ONE SIZE DOES
NOT FIT ALL
Predictability
Adaptability
Predictability
Adaptability
Emergence
Convergence
Predictability
Adaptability
Emergence
Convergence
Predictability
Adaptability
Emergence
Convergence
AE
PC
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Quadrant One
• Predictive
Emergent
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional
Quadrant Two
• Predictive
Convergent
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Quadrant Three
• Adaptive
Convergent
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Quadrant Four
• Adaptiv...
THE THREE THINGS
Backlog
Backlog
Backlog
Backlog
Backlogs
Teams
Backlog
Backlog
Backlog
Backlog
Backlogs Teams
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Backlogs Teams Working Tested
Software
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
d...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
d...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
d...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
d...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
P...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
P...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
P...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
P...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understan...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understan...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understan...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understan...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metric...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metric...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metric...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metric...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
D...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
D...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
D...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
D...
Team
Matrixed
Organizations
Team
Matrixed
Organizations
Non-instantly
Available
Resources
Team
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Team
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Shared
Requirements
Be...
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Proce...
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Proce...
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Proce...
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Proce...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
•...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
•...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
•...
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
•...
A THEORY OF
TRANSFORMATION
A Theory of Transformation
Agile is about forming teams,
building backlogs, and
regularly producing
increments of working ...
A Theory of Transformation
Agile at scale is about
defining structure,
establishing governance, and
creating a metrics and...
A Theory of Transformation
Anything that gets in the way
of forming teams, building
backlogs, and producing
working tested...
TRANSFORMATION
IS A JOURNEY
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Low Trust
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Low Trust
Become Predic...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Low Trust
Become Predic...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Low Trust
Become Predict...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Low Trust
Become Predict...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Low Trust
Become Predict...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become P...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become P...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become P...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become P...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become P...
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become P...
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/c...
THE THREE THINGS
You Need to Know to Transform Any Sized
Organization into an Agile Enterprise
The Three Things
The Three Things
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The Three Things

3 things to know about an Agile Enterprise transformation

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The Three Things

  1. 1. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise
  2. 2. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  3. 3. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  4. 4. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  5. 5. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  6. 6. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  7. 7. ONE SIZE DOES NOT FIT ALL
  8. 8. Predictability Adaptability
  9. 9. Predictability Adaptability Emergence Convergence
  10. 10. Predictability Adaptability Emergence Convergence
  11. 11. Predictability Adaptability Emergence Convergence AE PC
  12. 12. Predictability Adaptability Emergence Convergence AEPE PC AC
  13. 13. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Quadrant One • Predictive Emergent
  14. 14. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Quadrant Two • Predictive Convergent
  15. 15. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Quadrant Three • Adaptive Convergent
  16. 16. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Quadrant Four • Adaptive Emergent
  17. 17. THE THREE THINGS
  18. 18. Backlog Backlog Backlog Backlog Backlogs
  19. 19. Teams Backlog Backlog Backlog Backlog Backlogs Teams
  20. 20. Teams Backlog Backlog Backlog Backlog Working Tested Software Backlogs Teams Working Tested Software
  21. 21. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  22. 22. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  23. 23. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  24. 24. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  25. 25. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  26. 26. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  27. 27. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  28. 28. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  29. 29. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  30. 30. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  31. 31. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  32. 32. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  33. 33. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  34. 34. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  35. 35. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  36. 36. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  37. 37. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Tight Coupling • Low Cohesion
  38. 38. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Tight Coupling • Low Cohesion
  39. 39. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Tight Coupling • Low Cohesion
  40. 40. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Tight Coupling • Low Cohesion
  41. 41. Team
  42. 42. Matrixed Organizations Team
  43. 43. Matrixed Organizations Non-instantly Available Resources Team
  44. 44. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
  45. 45. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
  46. 46. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
  47. 47. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Large Products with Diverse Technology Team
  48. 48. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
  49. 49. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
  50. 50. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  51. 51. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  52. 52. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  53. 53. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  54. 54. A THEORY OF TRANSFORMATION
  55. 55. A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  56. 56. A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  57. 57. A Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  58. 58. TRANSFORMATION IS A JOURNEY
  59. 59. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup
  60. 60. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust
  61. 61. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
  62. 62. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
  63. 63. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable
  64. 64. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size
  65. 65. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple
  66. 66. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple
  67. 67. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase One • Stabilize the System
  68. 68. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Two Phase Two • Reduce Batch Size
  69. 69. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Two Phase Three • Break Dependencies
  70. 70. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Four • Increase Local Autonomy
  71. 71. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five Phase Five • Invest to Learn
  72. 72. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  73. 73. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise

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