Agile Adoption and Transformation stickiness depends upon aligned organization design and vigilant change leadership

1. Let’s make this work better
ORGANIZE FOR AGILE ADOPTION:
Sustained Transformation Success

2. Our Agenda
2
MATRIX Overview
Organization Design and Agile
Agile Implementation Ways
Agile Adoption/Transformation
Roadmap Examples
Agile Journey Exercise - Workshop

3. Who is Jay?
3
Gervais (Jay) Johnson
Ø Leads, trains, consults and coaches: teams, organizations and enterprises in Agile Adoptions,
Optimizations, Transitions, and Transformations at MATRIX
Ø 31 years: Architect, XP Software Engineer, Database Engineer, and Agile Leader for cross
sector industries including Software, Financial Services, Food/Beverages, Manufacturing,
Retail, Pharm/Bio, State/Federal Govt. - NASA and DOD
Ø IBM - 20 Year Veteran and Thought Leader
Ø A Lean-Agile Early-Adopter, co-creator of Impavid Agile TM, Dark Agile TM, Agile EcoSystem
Framework TM, Gateway to Agile Framework TM
Ø Education and certifications
ü FMLI, CA Insurance Agent License, Design Thinking/Lean UX
ü Certified Scrum Master and Scrum Professional
ü LeSS Certified Practitioner
ü Scaled Agile Framework Program Consultant
ü Scrum Master, Product Owner, Scrum Developer, Agile Expert Certified
ü Agile Coach Certified, Agile Trainer Certified
ü PMI Project Management Professional
ü IBM Certified Consultant, Architect, DB2 Specialist, IAA, PPM, and SPSS
Sr Director of National Agile
Practice at MATRIX

4. MATRIX Overview
4
• Privately-held $250M Services Firm
• Top 25 in the U.S.
• 14 US offices, 2 offshore centers
• 30 Years IT Solutions Experience
• Flexible Delivery Models utilizing
Onsite, Offsite, Hybrid, Offshore
• Delivered over 900+ projects
for 140+ clients
• 11 active Agile Engagements, 22 Agile
Transformations
MATRIX Office
MATRIX Virtual Office
MATRIX Office & Delivery Center
Offshore Delivery Center
States with resources
Hyderabad
Bangalore
Offshore (India)
Development Centers
40+ Senior Agile Coaches
10+ Years Average
Key Certifications
Thought Leaders
Practical consultants

5. MATRIX Overview
5

6. Why: Solve Top Strategic Imperatives
6
Increasing corporate agility has become a strategic
priority for organizations. The focus…..
ü Improve customer satisfaction
ü Increase market share
ü Decrease your operating expenses
ü Increase your revenue
ü Beat the competition or at least keep pace
ü Shorten your time to market
ü Improve employee performance
ü Reduce turn-over

7. Why: New World - VUCA
7

8. What: Enterprise Agility
8
ü Employee Happiness – Individual and
Networked, Collaborative and
Accountable, Engaged and Introspective
ü Customer Delight – Exponential Change
with customer part of the Organization
Ecosystem
ü Learning Community – Safe to Unlearn
and Leadership as a Service
ü Disrupting Stability – Create, Grow,
Balance, Reinvent, Always Relevant
ü Social Purpose and Meaningful Culture
– The Giveback Brand
Smartest Person in the Room is the Room

9. How: Age of Agile = Agile Enterprise
9
1. Law of the Small Team
2. Law of the Customer
3. Law of the Network
Agile management is at odds with much of what is practiced in public corporations and taught in business schools

10. How: Agile Organization Specifics
10
1. Cross-Functional, Multidisciplinary
Small teams ( 7 – 10 ) people
2. Organized around Customer and
Product – Outside-in Thinking
3. Connected within and outside
organization – Interconnected
4. Autonomous with Sense of Purpose,
Self Organizing
5. Product and Customer Focused
6. Agile Thinking and Practicing, the art
of Being over Doing
7. Continuous Learning and Adpating

11. Question:
How is Agile Executed at Your Place?

12. Organization Design and Management Theory
12
https://management30.com/ http://www.okracademy.com/okr-model

13. Organization Design Definition
13
Physical Layout
Enterprise
Organization
Team
Organization

14. Organization Design Taxonomy
14
Functional
Divisional
Matrix
Project Control
Product Oriented
Sociocracy
Holacracy

15. Organization Design Leading Contenders
15

16. Functional Design
16

17. Division Design
17
Division Design
14

18. Matrix Design – Project Control
18

19. Sociocracy
19

20. Holacracy
20

21. Sociocracy/Holacracy - Spotify
21

22. Lean Startup Organization and Way
22

23. Product vs Function
23

24. Question:
What Organization Type is Your Company?

25. Organization Design Instills Cultural Change
25
Harmony across the company
with a comprehensive and
coherent Business and
Human Agility approach
achieving and sustaining
high-performing teams
producing customer success
results continuously.

26. Leadership Impact on Organizations
26

27. Leadership Behaviors Impact on Organizations
27
https://management30.com/
Employee Happiness
Customer Happiness

28. Agile Behavior/Culture Impact on Organization
28
Financial/Capability
Investment Product
Based

29. Agile Product Leadership Impact on Organization
29
CMMI Model to
Product and
Customer Centric
Organization

30. Organization Design and Social Alignment
30

31. Social Maturity Impact on Organization
31

32. Organization Maturity Impact
32
Initiation
Expedition
Formation
Validation
Stabilization
Acceleration
Crystallization
Expansion
Conservation
Finish

33. Question:
What Leadership Style is Prevalent within your
Company?

34. Agile Working Group
34
Dedicated team that is credible, knowledgeable, humble, champions, and experiences. Best use of external
consulting. Temporary and whole system / organization contextual view and application.
Works with senior leaders and executives, not part of PMO but an incubator and change catalyst.
Focus on:
• Physical workspace and facilities
• Tools and Governance
• HR adjust career paths, roles, and implement HR Agile
• Finance, beyond Budgeting, Finance HR
• Sales and Marketing, using Agile improve Marketing and Sales and to market Agile
• Organization structure using suitable framework or customized structure

35. Agile Working Group – Small or Large
35

36. Agile Working Group – Uses Agile to Implement Agile
36

37. Agile Working Group – Uses Customer Journey Roadmap
37

38. Agile Working Group – Leverages Lean-Agile Frameworks
38

39. LeSS Framework – More About Organization Change
39

40. Organization and DxD - Design Thinking / Innovation
40

41. Organization Design supports Continuous Innovation &
Delivery
41
Ambidextrous Organization Conundrum

42. Ambidextrous Organization is Stable and Disruptive
42

43. One Change Team Approach
43

44. Question:
Does Your Company Have a Agile Working Group?

45. Innovation from Customer Collaboration and Validation
45
Customer Development is a four-
-step framework developed by
Steve Blank to discover and
validate that you have identified
the market for your product,
built the right product features
that solve customers’ needs,
tested the correct methods for
acquiring and covering
customers, and deployed the
right resources to scale the
business.
©2018 MATRIX Resources, Inc.
Reference
https://kickbox.adobe.com/

46. Innovation/Invention Depends on Problem
46
I found that every innovation strategy
fails eventually, because innovation is,
at its core, about solving problems —
and there are as many ways to innovate
as there are types of problems to solve.
• Facebook Hacker Week
• Google Innovation Think Day
• Intuit Innovation Day
• Multiple Company Innovation Centers
©2018 MATRIX Resources, Inc.
Reference
https://hbr.org/2017/06/the-4-types-
of-innovation-and-the-problems-they-
solve

47. Question:
Is Innovation Part of Your Agile Way?

48. Agile Adoption Generic Approach
48
Culture Change
Transformation
Discovery
Transformation
Roadmap
OCM
Agility Maturity of Organization
Communication &
Education
Portfolio
Planning
By
Customer -
Porduct
Pilot
Changes
Valuable
Practices
And
Organization
Changes
Normalize
into
Organization &
Culture Adoptions
Agile
Organization
Product – Customer
Communities of Practice
OCM = Organization Change Management

49. Agile and Lean Change Approaches
49
• Agile introduces changes to the enterprise
• New business processes
• Changes in Organizational Structure (team, etc.)
• Cultural Changes
• Governance Changes
• Communication Changes
• Kotter and Prosci ADKAR are change frameworks for help
with implementing change (others like McKinsey 7S)
“Repeatedly and systematically removing impediments leads to refactoring of the organization.”
- Jeff Sutherland, co-creater of Scrum
http://jeffsutherland.com/SutherlandTakeNoPrisonersHICSS2010.pdf

50. Kurt Lewis and Kotter’s Change Approach
50

51. New Kotter Change Approach
51
The new Kotter change model proposes a
dual system composed of the existing
hierarchy and a second operating system
that is able to respond quickly to change
and opportunities.
This second operating system has a
network-like structure and closely
resembles the network-like structure of a
start-up company.

52. Prosci ADKAR Approach
52
Awareness
Desire
Knowledge
Ability
Reinforcement®

53. McKinsey 7S and Kubler-Ross Approach
53
Gain Insights to Support Change
• Utilize Cultural Assessments such as:
• SCARF – to understand resistance
• MBTI – to understand people’s responses to
change
Catalysts to Facilitate Change
• Develop a Feedback-Driven Approach to Change
• Provide Visibility into Change Management Vision
• Co-creation of Change – involve the people
affected by the change
• Leadership’s Acceptance of Complexity and
Uncertainty
Anger
Bargaining
Acceptance

54. Nudge and Salesforce Change Approach
54

55. Agile Fluency Model
55

56. Organization Engineering
56
The Enterprise Engineering Institute promotes the application
in practice of Enterprise Engineering (EE) in general and DEMO
in particular.
DEMO is the next generation methodology for modeling
enterprises. DEMO has a sound anchoring in science. DEMO
practitioners are achieving very strong results in all aspects of
organizational optimization.
http://www.ee-institute.org/en

57. Lean Change and Agile Transformation Approach
57
https://leanchange.org/

58. Do not Forget Conway’s Law
58
Conway's law is an adage named after computer programmer Melvin Conway, who introduced the
idea in 1967.[1] It states that
organizations which design systems ... are constrained to produce designs which are copies of the
communication structures of these organizations.
— M. Conway[2]
The law is based on the reasoning that in order for a software module to function, multiple authors must
communicate frequently with each other. Therefore, the software interface structure of a system will
reflect the social boundaries of the organization(s) that produced it, across which communication is
more difficult. Conway's law was intended as a valid sociological observation, although sometimes it's
used in a humorous context. It was dubbed Conway's law by participants at the 1968 National
Symposium on Modular Programming.[3]

59. Question:
What are you using for Change Approach?

60. Agile Bank Journey
60
Work streams
2017
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
FRB Agile Framework
FRB Agile
Adoption Team
FRB Agile Projects
Support
Vendor Alignment to
FRB Agile Framework
DevOps Implementation
NPE / Cloud /
Infrastructure
Agile Adoption Roadmap
A
B
C
D
F
Enterprise Business ISOwnership
E
Training, Coaching, Supporting Implementation, Catalyst for Change
NPE upgrades to enable Agile delivery
Improve current Agile Teams (Based on identified challenges and recommendations)
Support New projects (provide support during start-up and execution)
Ongoing updates/ refinements to Framework based on Retrospectives and CoP
Team
Created
Framework Rollout. Includes Training, Coaching, CoP ExecutionFramework build-out
Gap Analysis and Plan
Development
Software Vendor Alignment (SOW enhancement, delivery improvements)
Staffing Vendor Alignment (SOW enhancement, skilled people improvements)
Strategy
and Pan
Wave 1- CI- Current Platforms Wave 2- Test- Current Platforms Wave 3 Release - Current Platforms
Wave 1- CI- Cloud Platform Wave 3- Test- Cloud Platform
Wave 3 Release -
Cloud Platform

61. Agile Delta Journey
61
3-Month MVP Roadmap
10/17/2016
October November December
Organizational
Team 1
(AGR Rewrite)
Team 2
(VIPR/API)
Team 3
(CrewCTI)
Team 4
(Mercury)
Team 5
(Booking and
Payment)
Team 6
(TBD)
Holidays
Agile Assessment
Deliver Executive
Awareness Training
Team Kick-off and
“Sprint 0”
Team Kick-off and
“Sprint 0”
Team Kick-off and
“Sprint 0”
Deliver Practical Agile
Training
Deliver Product Owner
Training
Deliver Product Owner
Training
Contractual/SoW Coaching Training
Space Planning
Recommendations
Setup Communities of Practice
Develop COE
Vision
Org
Communication
Develop 2017 Roadmap for Scaling Agile to IT
Product vs.
Project
Identify right team
members
Identify right team
members
Identify right team
members
Just-in-time training
Just-in-time training
Just-in-time training
MVP
MVP
MVP
Vision Writing
User Story
Writing
Vision Writing
User Story
Writing
Vision Writing
User Story
Writing
Agile Shared Services Teams
User Story
Writing
User Story
Writing
Environments
and Dev Ops
Environments
and Dev Ops
ALM Tools Coaching
ALM Tools Coaching
Additional Tools
PO and SM
Training Setup
Org-wide Eng.
Practices
Create
Innovation Time
Team
Agreements
Team
Agreements
Team
Agreements
Just-in-time training
Just-in-time training
Just-in-time training
Sprint 1
Sprint 1
Sprint 1
Sprint 2 Sprint 3
Sprint 2 Sprint 3
Sprint 2 Sprint 3
Coaching (planning, daily planning, impediment removal, communication, failing fast, etc.)
Coaching (planning, daily planning, impediment removal, communication, failing fast, etc.)
Coaching (planning, daily planning, impediment removal, communication, failing fast, etc.)
Coaching (planning, daily planning, impediment removal,
communication, failing fast, etc.)
Coaching (planning, daily planning, impediment
removal, communication, failing fast, etc.)
AgileResource
Planning
Just enough
documentation
ReduceTestingCycleTime
ScrumofScrums
Timeboxes/Schedules
Agile Manager
Organizational Change/Roadmap
At the organiza-onal level, the whole focus is on making incremental changes to
the way Delta supports its new agile teams. These Agile Prac-ce “features”
encapsulate space planning and environmental condi-ons to making
improvements to the way the organiza-on communicates and funds/launches
new teams. These features as are follows:
Contractual Features
Perform and Deliver Agile Assessment - As we wrap up the assessment, there is an
expecta-on to both deliver the assessment and socialize the roadmap.
Deliver Execu9ve Awareness Training - Execu-ve Awareness Training is already on the
calendar for the middle of October and is focused on helping managers and leaders
understand both key concepts of Agility as well as their role in an agile organiza-on.
Setup Communi9es of Prac9ce - This is also stated as assist with CoE in the Statement of
Work, but holis-cally includes geKng people in the organiza-on aligned around best prac-ces
for both Agile prac-ces as a whole and their individual competencies. This month-long ini-al
setup will include items such as defining the content for the ini-al mee-ngs, working to create
a focus on innova-on and improvement and more.
Develop 2017 Roadmap for Scaling Agile to IT - As the MVP comes to comple-on, the plan is
to take what we have learned over the past three months and develop a plan for not only
rolling out more teams, but what needs to be done within Delta to support greater Agility.
Coaching
Space Planning Recommenda9ons - while ini-al space planning recommenda-ons have been
provided, there is s-ll followup that should be completed mid-October. This work is around
configuring new loca-ons not only for teams working on “agile work” but also crea-ng
atmospheres of collabora-on, transparency, and involvement regardless of method.
Organiza9onal Communica9on - as the assessment stated, Delta is mee-ng heavy but not
communica-on heavy. We will work to increase transparency using both organiza-on
methods as well as tools, in the process reducing context switching on the teams and
improving efficiency.
Product vs. Project Focused - right now, Delta is project focused. We will work to determine if
it is applicable and -mely to have the “product-based” value stream conversa-ons.
Addi9onal Tools - Agile Lifecycle Management tools are of great benefit to organiza-ons, but
that isn’t where we should stop. There are addi-onal tools that can be leveraged to help
break down communica-on barriers and increase collabora-on across distributed teams (MSP
to ATL and ATL to Offshore). We will begin looking into these tools and making
recommenda-ons.
PO and SM Training Setup - Beyond doing introductory training, having a method, plan, and
culture that grows the right people in the organiza-on to be Product Owners and Agile
Prac--oners/Scrum Masters. We will create materials and a “enablement” program that
facilitates this growth.
Organiza9onal-Wide Engineering Prac9ces - One of the callouts in the Assessment was the
limited implementa-on of good engineering prac-ces. At the team level these are prac-ces
that facilitate increased code quality and ability to test and release quickly. At the
organiza-onal level, we need to have the conversa-ons and focus on where we can move the
needle to improve speed to market.
Just Enough Documenta9on - This feature is more than just about reducing documenta-on. It
is about focusing documenta-on to be more ‘agile’ and happening at the right -me to reduce
waste. Too much up front documenta-on and there is waste; to lile too late and there is
limited ability to be successful.
Develop CoE Vision - When MATRIX started working with Delta, there was a thought that the
CoE was an organiza-onal agency. As we move forward and start to shi_ that mindset, we
need to develop a good vision statement and direc-on for what the CoE will become and how
it will work with Communi-es of Prac-ces.
Shared Services Agile Teams - Having agile teams in the organiza-on is a posi-ve step,
however, there is a need to look at how we use shared services (RM, DBA, UI/UX, etc.)
Innova9on Time - Agile isn’t just about doing more work, it is about improving the work we
do. In agile organiza-ons there is a need to protect and promote innova-on -me and there
are methods and prac-ces that we can implement to support this innova-on.
Agile Resource Planning - Looking at how we transi-on to Agile Release Planning will be a
topic of discussion and change as we move to bring on even more agile teams.
Reduce Tes-ng Cycle Time - We do not want to decrease quality but want to look to innova-ve
ways to increase quality while reducing Tes-ng Cycle Times. Automa-on, decoupled code,
smaller features, etc. are all ways to accomplish this.
Scrum of Scrums - As the organiza-on scales, it will become necessary to look at ways to
increase communica-on between teams. SoS is one method.
Training
How to be an Agile Manager - It is recommended that we have a few more training sessions
at the organiza-onal level. One of those is “How to be an Agile Manager.” This 1-hour training
focuses on prac-ces that should be supported in an agile organiza-on but more importantly
what we let the team take on so that leaders can focus in on suppor-ng agile teams.
Agile Teams Startup
At the team level, the whole focus is on crea-ng success for the new and
exis-ng agile teams. These Agile Team “features” encapsulate setup of
new teams to improving effec-veness and team understanding of agile.
These features are as follows:
Contractual Features
MVP - As we move into coaching three new teams, we will focus on helping the teams
iden-fy, plan for, execute on, and have deliverable/releasable code by mid-December.
This will mean shi_ing the ini-al thoughts of “Release 1” for many to a -me boxed
approach of releasing valuable features by a certain -me.
Coaching
Iden9fy the right team members - As we start coaching new teams, it has become
evident that the right team members s-ll need to be iden-fied for each team. This
means having a business-facing or inside business “Product Owner” as well as
dedicated team members necessary to release product features. Addi-onally, while
there is a coach assigned to these teams, we will start looking to whom can become a
dedicated “Scrum Master/Agile Prac--oner.”
Vision Wri9ng - One aspect of developing the right backlog of work revolves around
seKng the vision for the product. Whether this is just a segment of a product or a
whole value stream, developing a vision allows the team to remain focused on value.
This prac-ce also leads into iden-fying personas, building the ini-al roadmap and is an
integral part to delivering a valuable MVP.
User Story Wri9ng - at this -me, Delta mainly uses requirements instead of user
stories. While requirements have their place, there is limited value in delivering on
requirement at a -me. With User Stories, we have the opportunity to deliver one story
and get value from it. This, along with epics/features wri-ng, story mapping, story
poin-ng, and more are covered in this coaching feature.
Team Agreements - team agreements are the explicit agreements of a team on how
they will work and how they interact with each other. Defini-on of Done and
Defini-on of Ready along with team makeup and “rules of engagement” are involved
with more itera-ve teams, while explicit contracts for Kanban boards, and more are
included with con-nuous method teams. Either way, this is a the basis for how teams
work and communicate within Delta.
Team Kick-off and Sprint 0 - Sprint 0 is a -me when all of the above items are planned
for and completed in order to start “sprin-ng.” It will include all the setup necessary to
do work (ini-ally), as well as enough planning to learn in the first 3 sprints.
Con9nual Coaching - The above are just a few topics that will be covered when
coaching teams. It is impera-ve that the team has hands-on coaching as issues or
challenges arise; as they will.
Training
Just-in-9me Training - As we move forward with the teams, we will take the approach
of training on items as they come up. Before we do a first “stand up” we will train on
what they mean and why we have them. As we get to our first release, we do the
same with what releasing looks like in an agile organiza-on. All of these trainings will
be there to support the agile teams.
Existing Teams
While the above focuses on new teams, MATRIX believes that other
exis-ng teams could use some coaching and assistance in improvement.
Deliver Prac9cal Agile Training - Prac-cal Agile is MATRIX’s two-day boot camp
intensive for understanding how we work on Agile Teams. This Prac-cal training
includes ac-vi-es and training on what it takes to deliver in an agile work. It covers
both theore-cal and cultural training that not only can startup new teams but can also
help “level set” exis-ng teams.
Deliver Product Owner Training - Like Prac-cal Agile, MATRIX recommends our one-
day Product Owner training to help set the pace for what it really means to be a
product owner. From day-to-day work with the team to developing a product vision,
seKng value, and more, this class will help new and exis-ng Product Owners
understand their role.
ALM Tools Coaching - a_er looking over the tools and their usage, we believe there is
improvement that can be gained in how the tools are being used. Working with the
other teams and the organiza-on, we will iden-fy changes that need to be made to
bring that improvement while maintaining team autonomy and self-management.
User Story Wri9ng - at this -me, Delta mainly uses requirements instead of user
stories. While requirements have their place, there is limited value in delivering on
requirement at a -me. With User Stories, we have the opportunity to deliver one story
and get value from it. This, along with epics/features wri-ng, story mapping, story
poin-ng, and more are covered in this coaching feature.
Environments and Dev Ops - one constant theme was around the challenges of the
environments and dev ops processes at Delta. We will work with the exis-ng teams to
help solve these cri-cal areas.
Con9nual Coaching - The above are just a few topics that will be covered when
coaching teams. It is impera-ve that the teams have that addi-onal knowledge from
coaches to help them “inspect and adapt.”
New Team
Startup
Deliver Practical Agile
Training
Deliver Product Owner
Training
User Story
Writing
Environments
and Dev Ops
ALM Tools Coaching
Coaching (planning, daily planning, impediment removal,
communication, failing fast, etc.)
Just-in-time training
Deliver Agile Developer
Training
Deliver Agile Developer
Training
Optional
Handling UAT in
Agile

62. IBM Journey
62

63. IBM Journey
63

64. PepsiCo Journey (Design Thinking is Key)
64
2015
2016+
2013
Roadmap &
Alignment
2013
Roadmap &
Alignment
Optimization
& Agility
Leverage
& Elevation
2014
Integration &
Standardization
ValueCapability&EnablementValueCapability&Enablement
Customer Driven Focus & Value SustainabilityCustomer Driven Focus & Value Sustainability
Become More Agile
Leverage our Scale
Extend The Global Network
The journey begins with the PECs
alignment on an Integrated PepsiCo
Operating Model (POM)
Holding / Hybrid
(Loosely Related)
Divisional
(Closely Related)
Organizational Structure
2012
Foundation &
Commitment
2012
Foundation &
Commitment
Design Ideas

65. Nationwide Insurance Journey (DevOps/Agile is Key)
65

66. State Farm Insurance Journey (Agile Architecture is Key)
66

67. Amex Journey (Scaling is Key)
67
Agile Prep
3 Weeks**
Agile Project Selection
Business Case,ROI
Define
•Reference
Architecture
•Tech Story
Cards
•UI/UX
Design
•Test Strategy
•Test/Prod
Specification
•PGB
•Sprint 1
Planning
Sprint 0 Sprint 1…N
Sprint Planning
Product Backlog
Story Cards
Design, Develop,
Test
Show and Tell
Business
Approval
Retrospective
Details on Next Page
Release
Testing
•PT
•SIT
•UAT
•Admin
Setup
•Data
•Migration
•Deploy
Deployment Warranty
•Defect
Fixes
3 Weeks**
2 Weeks**
Sprints at 2 Weeks
Each**
4 Weeks** 2 Weeks** Period:
TBD by SDLC
Elaborate, Design, Build, Test
ProjectManagement: Metrics, Tracking, Status, Financial Management, Risk/Issue Management
Infrastructure Management: Dev, Test,Production Environment, Deployment
Business Operations: End-User Training, Administrator Prep, Org Readiness
** Can vary based on
project complexity
•Agile
Training
•PMF
Training
•Infrastructu
re Planning
•Resource
Model
• Resource
Mobilization
•Strategy
•Vision
•Road Map
•Scope
•Project
Setup
•Release
Plan
•Product
Backlog

68. Amex Journey – Journey Never Ends
68

69. Agile Journey Exercise – Create a High-level Agile Journey Map
69
• Request
• At a Major US Bank
• Want to re-start an Agile Adoption, they have tried before and did not get the results expected
• Want to determine the practical roadmap for re-starting their Agile Journey
• Details
• Large organization of 8000 people
• Organization includes LOBs: Marketing, Innovation, Payments, Digital Channels (online banking for
desktop and mobile)
• Technology organization includes: 50 Platforms with 610 Source Code Files, mostly Java, some software
vendor packages, some software vendor companies for development and support of mobile and desktop
online banking
• Customers include retail banking and small business banking, personas have been developed
• Most teams are using ScrumFall approach, some DevOps is in place but not connected to teams

70. Agile Journey Map Reveal
70

71. Join Us Lean-Agile Frontiers – October 28-29 2019
71
https://www.meetup.com/Gateway-to-Agile-Bay-Area/
Go to Gateway to Agile Meetup and Register
Gervais Johnson
Gervais.johnson@matrixres.com
Office: 415-678-1350
http://lean-agile-frontiers.com/

72. Helpful References
72
One of the most current and insightful research studies was with Google and Project Aristotle that indicated
effective leaders create a psychological safe environment for high-performing teams to evolve. The “Team” was
everything. The common characteristics of high-performing teams were: “equality in distribution of conversational
turn-taking”, “high average social sensitivity”, clear goals, and creating a culture of individual dependability.
https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-
team.html?smid=pl-share
Research by Hay/McBer found six distinct leadership styles within the executive ranks: 1) Coercive Leaders, 2)
Authoritative Leaders, 3) Affiliative Leaders, 4) Democratic Leaders, 5) Pacesetting Leaders, 6) Coaching Leaders.
https://www.nationalcollege.org.uk/transfer/open/adsbm-phase-4-module-4-understanding-the-leadership-of-
organisations/adsbm-p4m4s2/adsbm-p4m4s2t3.html.

73. Thank You
73
Be on the lookout for an email with
a link to access the slide deck.
Send any additional questions to
Gervais.johnson@matrixres.com.