Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
AGILE TRANSFORMATION
22
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/i...
THEORY OF TRANSFORMATION – PART ONE //
Agile transformation is about
fundamentally creating the
conditions in your company...
THEORY OF TRANSFORMATION – PART ONE //
It’s less about transforming the
people and the process… and
more about transformin...
THEORY OF TRANSFORMATION – PART ONE //
The question is…
How are you going to go about it?
66
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Prog...
77
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Prog...
88
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Prog...
99
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Prog...
1010
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Pr...
DECIDING THE
SCOPE OF THE
TRANSFORMATION
W H Y A R E W E
T R A N S F O R M I N G ?
1313
GOALS OF GOING AGILE
PREDICTABILITY
Agile tends to focus on adaptability but
predictability is most often cited as th...
W H A T A R E W E
T R A N S F O R M I N G ?
1515
1616
CULTURE FOCUSED
Focused on changing
hearts and minds
Focused on being agile
rather than doing agile
Focused on values...
1717
CULTURE FOCUSED
Focused on changing
hearts and minds
Focused on being agile
rather than doing agile
Focused on values...
1818
PRACTICES FOCUSED
Focused on the things
that you do
Focused on roles,
ceremonies, and
artifacts
Can be management
dri...
1919
PRACTICES FOCUSED
Focused on the things
that you do
Focused on roles,
ceremonies, and
artifacts
Can be management
dri...
2020
SYSTEMS FOCUSED
Focused on forming
teams and governing
the flow of value
Focused on aligning
the organization first
2121
SYSTEMS FOCUSED
Focused on forming
teams and governing
the flow of value
Focused on aligning
the organization first
B...
2222
... all three are essential,
but where you start
is also essential…
W H A T D O W E N E E D
T O O V E R C O M E ?
2424
HOW BIG IS THE ORGANIZATION?
Single Team
Multiple Teams
2525
DO TEAMS HAVE DEPENDENCIES?
Non-instantly
Available Resources
Too Much Work in
Process
Large Products with
Diverse Te...
2626
HOW MUCH RESISTANCE?
DEFINING A
TRANSFORMATION
APPROACH
T H E N O N -
N E G O T I A B L E C O R E
2929
THE 3 THINGS
3030
BACKLOGS
THE 3 THINGS
3131
BACKLOGS TEAMS
THE 3 THINGS
3232
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
THE 3 THINGS
3333
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SO...
3434
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SO...
3535
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SO...
3636
WHY ARE THEY IMPORTANT?
• People have clarity
around what to build
• People understand how
it maps to the big
picture...
3737
WHY ARE THEY IMPORTANT?
• People have clarity
around what to build
• People understand how
it maps to the big
picture...
3838
WHY ARE THEY IMPORTANT?
• People have clarity
around what to build
• People understand how
it maps to the big
picture...
3939
WHY ARE THEY IMPORTANT?
• Understanding the
backlog gives meaning
to work
PURPOSE AUTONOMY MASTERY
• Local decision m...
4040
WHY ARE THEY IMPORTANT?
• Understanding the
backlog gives meaning
to work
PURPOSE AUTONOMY MASTERY
• Local decision m...
4141
WHY ARE THEY IMPORTANT?
• Understanding the
backlog gives meaning
to work
PURPOSE AUTONOMY MASTERY
• Local decision m...
W H E R E A R E W E ?
4343
ADAPTABILITY
PREDICTABILITY
4444
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
4545
AE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
4646
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
4747
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 1
4848
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 2
4949
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 3
5050
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 4
A T H E O R Y O F
T R A N S F O R M A T I O N
THEORY OF TRANSFORMATION – PART TWO //
Adopting agile is about forming
teams, building backlogs, and
regularly producing i...
THEORY OF TRANSFORMATION – PART 2 //
Adopting agile at scale is about
defining structure, establishing
governance, and cre...
THEORY OF TRANSFORMATION – PART 2 //
Anything that gets in the way
of forming teams, building
backlogs, and producing
work...
T R A N S F O R M A T I O N
I S A J O U R N E Y
5656
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
5757
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
LOW TRUST
5858
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
LOW TRUST
BECOME P...
5959
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
LOW TRUST
BECOME P...
6060
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
BECOME P...
6161
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
REDUCE B...
6262
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DE...
6363
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DE...
6464
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 1
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
...
6565
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 2
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
...
6666
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 3
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
...
6767
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 4
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
...
6868
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 5
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
...
W H E R E A R E W E
G O I N G ?
7070
METHODOLOGIES & FRAMEWORKS
Waterfall
Rational Unified Process (RUP)
DSDM
FDD
SAFe
DAD
LeSS
Nexus
Scrum
XP
Kanban
Crys...
7171
LEAN/
AGILE
Waterfall
RUP
SAFe
DSDM
FDD
DAD
Nexus
LeSS
Scrum
XP
Crystal
LeanAE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTAB...
A T A L E O F T W O
T R A N S F O R M A T I O N S
7373
TRANSFORMATIONS ARE UNIQUE
COMPANY ONE
• 3 Teams
• No Dependencies
• Low Resistance
• Team Level
• Adaptive-Emergent
...
PATTERNS OF
SCALED
TRANSFORMATION
D E F I N I N G T H E
E N D - S T A T E
7676
7777
Services Teams – These teams support
common services across product lines. These
teams support the needs of the produ...
7878
Product Teams – These teams integrate
services and write customer facing features.
This is the proto-typical Scrum te...
7979
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Prod...
8080
Portfolio Teams – These teams govern the
portfolio and make sure that work is
moving through the system.
Programs Tea...
H O W D O W E G E T
T H E R E ?
8282
8383
DELIVERY
TEAMS
8484
PROGRAM
TEAMS
DELIVERY
TEAMS
8585
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
8686
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Kanban
8787
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Kanban
Kanban
8888
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
I N C R E M E N T A L
T R A N S F O R M A T I O N
( E X P E D I T I O N S )
9090
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Increment One
9191
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Increment One
AGILE ROLLOUT
Increment T...
9292
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Increment One
AGILE ROLLOUT
Three - N
I T E R A T I V E
T R A N S F O R M A T I O N
( B A S E C A M P S )
9494
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration One
9595
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Two
9696
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Three
9797
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Four
9898
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Five
E X P E D I T I O N S &
B A S E C A M P S
100100
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration One
101101
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Two
102102
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Three
AGILE ROLLOUT
Iterati...
103103
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Four
AGILE ROLLOUT
Iteratio...
104104
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Five
AGILE ROLLOUT
Iteratio...
MANAGING CHANGE
AND MEASURING
PROGRESS
P L A N N I N G A N D
E X E C U T I O N
107
STEP ONE
WHY HOW WHAT
Agile transformation
isn’t something that can
be done to an
organization.
They have to be full
p...
108
STEP TWO
WHY HOW WHAT
We have to have some
idea of where we are
going before we start
We will accept the plan
will cha...
109
STEP THREE
WHY HOW WHAT
We have to be able to
give the organization
some idea of what we
are doing, when, and
how long...
110
STEP FOUR
WHY HOW WHAT
Very similar to an agile
release plan, we want a
rolling 90-day, fairly
specific view of what i...
111
STEP FIVE
WHY HOW WHAT
Very similar to a sprint
cycle in Scrum
We want to
periodically assess
progress, retrospect,
an...
112
STEP SIX
WHY HOW WHAT
The whole reason we
are doing this is to get
better business
outcomes
This is where we begin
jus...
113
STEP SEVEN
WHY HOW WHAT
We want to be able to
trace improvements in
the system to tangible
business benefits
Business ...
114
STEP EIGHT
WHY HOW WHAT
Our understanding will
evolve throughout the
transformation
Re-assess the End-State
Vision bas...
115
STEP NINE
WHY HOW WHAT
Letting everyone know
what is going on and
the success of the
program will create
excitement an...
116
STEP TEN
WHY HOW WHAT
Understand what’s in it
for everyone involved
and help them see
where they fit in the
new organi...
M E A S U R I N G
P R O G R E S S
118118
PERFORMANCE METRICS
119119
DELIVERY
TEAMS
Scr um
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
PERFO...
120120
PROGRAM
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Rat...
121121
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
Backlog Size
Velocity
Burndown
Escaped Defects
Co...
122122
TRANSFORMATION METRICS
Capabilities
Performance
123123
TRANSFORMATION METRICS
Capabilities
Performance
Metrics
Performance
124124
TRANSFORMATION METRICS
Capabilities
Performance
Metrics
Performance
Operations
Performance
THEORY OF TRANSFORMATION – PART ONE //
Agile transformation is about
fundamentally creating the
conditions in your company...
126126
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.c...
Prochain SlideShare
Chargement dans…5
×
Prochain SlideShare
Enterprise Collaboration Change Management: 5 Tips To Ensure Success
Suivant
Télécharger pour lire hors ligne et voir en mode plein écran

Partager

Agile transformation Explanined

Télécharger pour lire hors ligne

Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.

Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

Livres associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir

Livres audio associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir

Agile transformation Explanined

  1. 1. AGILE TRANSFORMATION
  2. 2. 22 mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  3. 3. THEORY OF TRANSFORMATION – PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information
  4. 4. THEORY OF TRANSFORMATION – PART ONE // It’s less about transforming the people and the process… and more about transforming the ecosystem in which they operate
  5. 5. THEORY OF TRANSFORMATION – PART ONE // The question is… How are you going to go about it?
  6. 6. 66 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
  7. 7. 77 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
  8. 8. 88 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
  9. 9. 99 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
  10. 10. 1010 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress (MAYBE) BRIEF AGENDA
  11. 11. DECIDING THE SCOPE OF THE TRANSFORMATION
  12. 12. W H Y A R E W E T R A N S F O R M I N G ?
  13. 13. 1313 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value INNOVATION As companies grow sometimes they slow down and loose th ability to innovate. Agile can help you get back your competitive edge. QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue PRODUCT FIT Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
  14. 14. W H A T A R E W E T R A N S F O R M I N G ?
  15. 15. 1515
  16. 16. 1616 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles
  17. 17. 1717 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles Belief that delivery systems will emerge based on new thinking
  18. 18. 1818 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven
  19. 19. 1919 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven Belief that agile is a process or way to work
  20. 20. 2020 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first
  21. 21. 2121 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first Belief that culture and practices only emerge within a rational structural and planning framework
  22. 22. 2222 ... all three are essential, but where you start is also essential…
  23. 23. W H A T D O W E N E E D T O O V E R C O M E ?
  24. 24. 2424 HOW BIG IS THE ORGANIZATION? Single Team Multiple Teams
  25. 25. 2525 DO TEAMS HAVE DEPENDENCIES? Non-instantly Available Resources Too Much Work in Process Large Products with Diverse Technology Low Cohesion & Tight Coupling Technical Debt & Defects Shared Requirements Between Teams Limited Access to Subject Matter Expertise Matrixed Organizations
  26. 26. 2626 HOW MUCH RESISTANCE?
  27. 27. DEFINING A TRANSFORMATION APPROACH
  28. 28. T H E N O N - N E G O T I A B L E C O R E
  29. 29. 2929 THE 3 THINGS
  30. 30. 3030 BACKLOGS THE 3 THINGS
  31. 31. 3131 BACKLOGS TEAMS THE 3 THINGS
  32. 32. 3232 BACKLOGS TEAMS WORKING TESTED SOFTWARE THE 3 THINGS
  33. 33. 3333 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  34. 34. 3434 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  35. 35. 3535 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  36. 36. 3636 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  37. 37. 3737 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  38. 38. 3838 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  39. 39. 3939 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • 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
  40. 40. 4040 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • 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
  41. 41. 4141 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • 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
  42. 42. W H E R E A R E W E ?
  43. 43. 4343 ADAPTABILITY PREDICTABILITY
  44. 44. 4444 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  45. 45. 4545 AE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  46. 46. 4646 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  47. 47. 4747 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 1
  48. 48. 4848 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 2
  49. 49. 4949 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 3
  50. 50. 5050 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 4
  51. 51. A T H E O R Y O F T R A N S F O R M A T I O N
  52. 52. THEORY OF TRANSFORMATION – PART TWO // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  53. 53. THEORY OF TRANSFORMATION – PART 2 // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  54. 54. THEORY OF TRANSFORMATION – PART 2 // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  55. 55. T R A N S F O R M A T I O N I S A J O U R N E Y
  56. 56. 5656 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  57. 57. 5757 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST
  58. 58. 5858 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  59. 59. 5959 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  60. 60. 6060 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST BECOME PREDICTABLE
  61. 61. 6161 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE
  62. 62. 6262 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE
  63. 63. 6363 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS
  64. 64. 6464 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 1 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1
  65. 65. 6565 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 2 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2
  66. 66. 6666 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3
  67. 67. 6767 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 4 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3 P4
  68. 68. 6868 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 5 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3 P4 P5
  69. 69. W H E R E A R E W E G O I N G ?
  70. 70. 7070 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  71. 71. 7171 LEAN/ AGILE Waterfall RUP SAFe DSDM FDD DAD Nexus LeSS Scrum XP Crystal LeanAE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILE
  72. 72. A T A L E O F T W O T R A N S F O R M A T I O N S
  73. 73. 7373 TRANSFORMATIONS ARE UNIQUE COMPANY ONE • 3 Teams • No Dependencies • Low Resistance • Team Level • Adaptive-Emergent • Single Value-Stream • Lean Startup • Low Coordination • Low Metrics and Control COMPANY TWO • 800 Teams • Tightly Coupled • High Resistance • Enterprise • Predictive-Convergent • Many Value-Streams • SAFe • High Coordination • High Metrics and Control
  74. 74. PATTERNS OF SCALED TRANSFORMATION
  75. 75. D E F I N I N G T H E E N D - S T A T E
  76. 76. 7676
  77. 77. 7777 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  78. 78. 7878 Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  79. 79. 7979 Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  80. 80. 8080 Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  81. 81. H O W D O W E G E T T H E R E ?
  82. 82. 8282
  83. 83. 8383 DELIVERY TEAMS
  84. 84. 8484 PROGRAM TEAMS DELIVERY TEAMS
  85. 85. 8585 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS
  86. 86. 8686 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban
  87. 87. 8787 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban Kanban
  88. 88. 8888 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban
  89. 89. I N C R E M E N T A L T R A N S F O R M A T I O N ( E X P E D I T I O N S )
  90. 90. 9090 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One
  91. 91. 9191 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One AGILE ROLLOUT Increment Two
  92. 92. 9292 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One AGILE ROLLOUT Three - N
  93. 93. I T E R A T I V E T R A N S F O R M A T I O N ( B A S E C A M P S )
  94. 94. 9494 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration One
  95. 95. 9595 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Two
  96. 96. 9696 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Three
  97. 97. 9797 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Four
  98. 98. 9898 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Five
  99. 99. E X P E D I T I O N S & B A S E C A M P S
  100. 100. 100100 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration One
  101. 101. 101101 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Two
  102. 102. 102102 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Three AGILE ROLLOUT Iteration One
  103. 103. 103103 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Four AGILE ROLLOUT Iteration Two
  104. 104. 104104 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Five AGILE ROLLOUT Iteration Three
  105. 105. MANAGING CHANGE AND MEASURING PROGRESS
  106. 106. P L A N N I N G A N D E X E C U T I O N
  107. 107. 107 STEP ONE WHY HOW WHAT Agile transformation isn’t something that can be done to an organization. They have to be full participants Executive Steering Committee Transformation Leadership Team Holding the organization accountable Remove Impediments Plan the work Review Progress Inspect and Adapt
  108. 108. 108 STEP TWO WHY HOW WHAT We have to have some idea of where we are going before we start We will accept the plan will change Create a working hypothesis for structure, governance, and metrics Plan to progressively elaborate Transformation Workshop Pilot Broad Organization Rollout Create Feedback Loops
  109. 109. 109 STEP THREE WHY HOW WHAT We have to be able to give the organization some idea of what we are doing, when, and how long Expeditions Basecamps Sequenced in Time What teams are going to be formed? What training do they need? What coaching do they need? When will this all happen?
  110. 110. 110 STEP FOUR WHY HOW WHAT Very similar to an agile release plan, we want a rolling 90-day, fairly specific view of what is going to take place Transformation leadership team meets periodically to plan forward, assess progress, and adjust as necessary Week by week training and coaching plans Detailed resource planning Expected activities and outcomes.
  111. 111. 111 STEP FIVE WHY HOW WHAT Very similar to a sprint cycle in Scrum We want to periodically assess progress, retrospect, and adjust ELT reviews progress against strategy and outcomes TLT focuses on how well the plan is moving along Scheduled recurring meetings Review planning artifacts Review metrics Improvement plans
  112. 112. 112 STEP SIX WHY HOW WHAT The whole reason we are doing this is to get better business outcomes This is where we begin justifying the investment Create hypotheses Conduct experiments Demonstrate outcomes Pivot based on what we learn Assessments Status Reports Coaching Plans
  113. 113. 113 STEP SEVEN WHY HOW WHAT We want to be able to trace improvements in the system to tangible business benefits Business metric baselines Regularly show progress Update coaching plans as necessary Assessment Outcomes Transformation Metrics Business Metrics
  114. 114. 114 STEP EIGHT WHY HOW WHAT Our understanding will evolve throughout the transformation Re-assess the End-State Vision based on the evolving understanding Refine the End-State Vision and the Roadmap
  115. 115. 115 STEP NINE WHY HOW WHAT Letting everyone know what is going on and the success of the program will create excitement and energy Regular communication from leadership Be transparent about progress and impediments Town Halls Executive Roundtables Signage Information Radiators Cadence of Accountability
  116. 116. 116 STEP TEN WHY HOW WHAT Understand what’s in it for everyone involved and help them see where they fit in the new organization Clarity Accountability Measureable progress Team assignments Staffing plans Job descriptions Job aids Communities of Practice
  117. 117. M E A S U R I N G P R O G R E S S
  118. 118. 118118 PERFORMANCE METRICS
  119. 119. 119119 DELIVERY TEAMS Scr um Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change PERFORMANCE METRICS
  120. 120. 120120 PROGRAM TEAMS DELIVERY TEAMS Scr um Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects PERFORMANCE METRICS
  121. 121. 121121 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects Takt Time/ Cycle Time Time/Cost/Scope/Value ROI/Capitalization PERFORMANCE METRICS
  122. 122. 122122 TRANSFORMATION METRICS Capabilities Performance
  123. 123. 123123 TRANSFORMATION METRICS Capabilities Performance Metrics Performance
  124. 124. 124124 TRANSFORMATION METRICS Capabilities Performance Metrics Performance Operations Performance
  125. 125. THEORY OF TRANSFORMATION – PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information
  126. 126. 126126 mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  • tucq88

    Apr. 6, 2021
  • Pavinator

    Aug. 24, 2020
  • tasherald

    Aug. 19, 2020
  • amado_cruz

    Jan. 6, 2020
  • DanteHealy

    May. 19, 2019
  • JohnShake1

    Dec. 3, 2018
  • whilpert

    Nov. 28, 2018
  • Metinrnek

    Nov. 6, 2018
  • ErkaninkoMScPMP

    Oct. 1, 2018
  • asutosh333

    Jun. 3, 2018
  • MonSiri1

    Mar. 24, 2018
  • snopboyal

    Feb. 24, 2018
  • kmurrell

    Jan. 9, 2018
  • petromargaritis

    Nov. 4, 2017
  • MarioAiello

    Nov. 2, 2017
  • bajrangee

    Oct. 29, 2017
  • wioota

    Oct. 28, 2017
  • marlaenen

    Oct. 27, 2017
  • peterrubarth

    Oct. 25, 2017

Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

Vues

Nombre de vues

7 356

Sur Slideshare

0

À partir des intégrations

0

Nombre d'intégrations

4 410

Actions

Téléchargements

359

Partages

0

Commentaires

0

Mentions J'aime

19

×