17. G O A L S O F G O I N G A G I L E
P R E D I C T A B I L I T Y
Agile tends to focus on
adaptability but predictability is
most often cited as the reason
for agile transformation
18. G O A L S O F G O I N G A G I L E
Q U A L I T Y
As organizations scale, product
quality often suffers. Agile focuses
on quality from requirements
through implementation.
19. G O A L S O F G O I N G A G I L E
E A R L Y R O I
Many organizations struggle with
18 month delivery cycles. Agile
helps your team accelerate time to
market value
20. G O A L S O F G O I N G A G I L E
L O W E R C O S T S
Cost savings are tough to promise,
but agile can help make sure you
are spending money on features
most likely to generate revenue
21. G O A L S O F G O I N G A G I L E
I N N O V A T I O N
As companies grow sometimes they
slow down and loose the ability to
innovate. Agile can help you get
back your competitive edge.
22. G O A L S O F G O I N G A G I L E
P R O D U C T F I T
Delivering on time is only
important if you are delivering the
right product. Agile can help you get
the feedback you need.
23.
24.
25. ... all three are essential,
but where you start
is also essential…
26. H O W B I G I S T H E O R G A N I Z A T I O N ?
Single Team
Multiple Teams
27. D O T E A M S H A V E D E P E N D E N C I E S ?
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
33. T H E 3 T H I N G S
BACKLOGS TEAMS WORKING TESTED SOFTWARE
34. W H A T D O I M E A N ?
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. INVEST
CCC
Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS
Everything and everyone
necessary to deliver
Meets acceptance criteria
No known defects
No technical debt
W H A T D O I M E A N ?
WORKING TESTED SOFTWARE
36. W H A T D O I M E A N ?
INVEST
CCC
Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS
Everything and everyone
necessary to deliver
Meets acceptance criteria
No known defects
No technical debt
WORKING TESTED SOFTWARE
37. W H A T D O I M E A N ?
Investment Decisioning
Prioritization
GOVERNANCE STRUCTURE METRICS
Teaming Strategies at all
levels of the organization
How do we measure
progress across teams
How do we hold people
accountable
38. W H A T D O I M E A N ?
Investment Decisioning
Prioritization
GOVERNANCE STRUCTURE METRICS
Teaming Strategies at all
levels of the organization
How do we measure
progress across teams
How do we hold people
accountable
39. W H A T D O I M E A N ?
Investment Decisioning
Prioritization
GOVERNANCE STRUCTURE METRICS
Teaming Strategies at all
levels of the organization
How do we measure
progress across teams
How do we hold people
accountable
58. THEORY OF TRANSFORMATION //
Adopting agile is about forming
teams, building backlogs, and
regularly producing increments
of working tested software
59. THEORY OF TRANSFORMATION //
Adopting agile at scale is about
defining structure, establishing
governance, and creating a
metrics and tooling strategy
that supports agility
60. THEORY OF TRANSFORMATION //
Anything that gets in the way
of forming teams, building
backlogs, and producing
working tested software is an
impediment to transformation
61. THEORY OF TRANSFORMATION //
Solid agile practices will help
operationalize the system and
encourage a healthy, adaptive,
and empowered culture emerge
over time
74. Services Teams – These teams support
common services across product lines. These
teams support the needs of the product teams.
75. 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.
76. 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.
77. 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.
82. 3 - T I E R G O V E R N A N C E
EPIC
ALIGNMENT
MAKE
READY
EPIC
PRIORITIZATION
FEATURE
DEFINITION
STORY READY
SOLUTION
VALIDATION
RELEASE
TARGETING
STORY MAPPING
RELEASE
PLANNING
IN PROGRESS
IN PROGRESS
IN PROGRESS
EPIC
VALIDATION
INTEGRATION
VALIDATION
STORY
DONE
STORY
ACCEPTED
FEATURE
DEVELOPMENT
FEATURE
COMPLETED
COMPLETED
PORTFOLIO
TEAM
PROGRAM
TEAM
DELIVERY
TEAM
STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED
DEMAND PLANNING EXECUTION & ACCOUNTABILITY
INTAKE
E p i c | K a n b a n
F e a t u r e | K a n b a n
S t o r y | S c r u m
83. 4 - T I E R G O V E R N A N C E
MAKE
READY
STORY READY IN PROGRESS
STORY
DONE
STORY
ACCEPTED
EPIC
ALIGNMENT
EPIC
PRIORITIZATION
SOLUTION
VALIDATION
RELEASE
TARGETING
IN PROGRESS
EPIC
VALIDATION
COMPLETED
PORTFOLIO
TEAM
PROGRAM
TEAM
DELIVERY
TEAM
STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED
DEMAND PLANNING EXECUTION & ACCOUNTABILITY
FEATURE
DEFINITION
STORY MAPPING
RELEASE
PLANNING
IN PROGRESS
INTEGRATION
VALIDATION
FEATURE
DEPLOYMENT
FEATURE
COMPLETED
INTAKE
INVESTMENT
DECISION
INVESTMENT
TARGETING
IN PROGRESS
INITIATIVE
VALIDATION
COMPLETED
INITIATIVE DEFINITION INITIATIVE ROADMAP MEASUREABLE PROGRESS
INVESTMENT
I n i t i a t i v e | K a n b a n
E p i c | K a n b a n
F e a t u r e | K a n b a n
S t o r y | S c r u m
107. S T E P 1
Agile transformation
isn’t something that
can be done to an
organization.
They have to be full
participants
Holding the
organization
accountable
Remove
Impediments
Plan the work
Review Progress
Inspect and Adapt
WHY WHAT HOW
Executive Steering
Committee
Transformation
Leadership Team
108. S T E P 2
We have to have
some idea of where
we are going before
we start
We will accept the
plan will change
Transformation
Workshop
Pilot
Broad Organization
Rollout
Create Feedback
Loops
WHY WHAT HOW
Create a working
hypothesis for
structure,
governance, and
metrics
Plan to
progressively
elaborate
109. S T E P 3
We have to be able to
give the organization
some idea of what
we are doing, when,
and how long
What teams are
going to be formed?
What training do
they need?
What coaching do
they need?
When will this all
happen?
WHY WHAT HOW
Expeditions
Basecamps
Sequenced in Time
110. S T E P 4
Very similar to an
agile release plan, we
want a rolling 90
day, fairly specific
view of what is going
to take place
Week by week
training and
coaching plans
Detailed resource
planning
Expected activities
and outcomes.
WHY WHAT HOW
Transformation
leadership team
meets periodically
to plan forward,
assess progress, and
adjust as necessary
111. S T E P 5
Very similar to a
sprint cycle in Scrum
We want to
periodically assess
progress, retrospect,
and adjust
Scheduled
recurring meetings
Review planning
artifacts
Review metrics
Improvement plans
WHY WHAT HOW
ELT reviews
progress against
strategy and
outcomes
TLT focuses on how
well the plan is
moving along
112. S T E P 6
The whole reason we
are doing this is to
get better business
outcomes
This is where we
begin justifying the
investment
Assessments
Status Reports
Coaching Plans
WHY WHAT HOW
Create hypotheses
Conduct
experiments
Demonstrate
outcomes
Pivot based on
what we learn
113. S T E P 7
We want to be able
to trace
improvements in the
system to tangible
business benefits
Assessment
Outcomes
Transformation
metrics
Business Metrics
WHY WHAT HOW
Business metric
baselines
Regularly show
progress
Update coaching
plans as necessary
114. S T E P 8
Our understanding
will evolve
throughout the
transformation
Refine the End-
State Vision and
the Roadmap
WHY WHAT HOW
Re-assess the End-
State Vision based
on the evolving
understanding
115. S T E P 9
Letting everyone
know what is going
on and the success of
the program will
create excitement
and energy
Town Halls
Executive
roundtables
Signage
Information
Radiators
Cadence of
Accountability
WHY WHAT HOW
Regular
communication
from leadership
Be transparent
about progress and
impediments
116. S T E P 1 0
Understand what’s
in it for everyone
involved and help
them see where they
fit in the new
organization
Team assignments
Staffing plans
Job descriptions
Job aids
Communities of
Practice
WHY WHAT HOW
Clarity
Accountability
Measurable
progress
120. C A P A B I L I T Y I M P R O V E M E N T S
DEFINE THE PRODUCT
121. PLAN & COORDINATE
C A P A B I L I T Y I M P R O V E M E N T S
DEFINE THE PRODUCT
122. PLAN & COORDINATE
C A P A B I L I T Y I M P R O V E M E N T S
DEFINE THE PRODUCT
DELIVER THE SOLUTION
123. ORGANIZATION ENABLEMENT
PLAN & COORDINATE
C A P A B I L I T Y I M P R O V E M E N T S
DEFINE THE PRODUCT
DELIVER THE SOLUTION
124. ORGANIZATION ENABLEMENT
PLAN & COORDINATE
C A P A B I L I T Y I M P R O V E M E N T S
DEFINE THE PRODUCT
DELIVER THE SOLUTION
CONTINUOUS IMPROVEMENT
138. F I N A N C I A L M E A S U R E M E N T
RETURN ON INVESTMENT
139. F I N A N C I A L M E A S U R E M E N T
RETURN ON INVESTMENT
PAYBACK PERIOD
140. F I N A N C I A L M E A S U R E M E N T
RETURN ON INVESTMENT
PAYBACK PERIOD
CAPITALIZATION RATE
141. F I N A N C I A L M E A S U R E M E N T
RETURN ON INVESTMENT
PAYBACK PERIOD
CAPITALIZATION RATE
REVENUE ACCELERATION
142. F I N A N C I A L M E A S U R E M E N T
RETURN ON INVESTMENT
PAYBACK PERIOD
CAPITALIZATION RATE
REVENUE ACCELERATION
PRODUCTIVITY IMPROVEMENTS
143. F I N A N C I A L M E A S U R E M E N T
RETURN ON INVESTMENT
PAYBACK PERIOD
CAPITALIZATION RATE
REVENUE ACCELERATION
PRODUCTIVITY IMPROVEMENTS
EMPLOYEE TURNOVER RATIO
