This document discusses the stages of an Agile transformation and focuses on the "Highway to Hell" stage. It notes that an Agile transformation is about changing the entire organizational system and culture, not just individual teams. It warns against simply copying frameworks from other companies, as transformations take time and experimentation. It also emphasizes understanding the current organizational problems and culture, measuring the current state, empowering teams to suggest changes, and starting small before implementing more changes.
24. Understand where
you are:
● How is the culture?
● How are the problems related to the
culture?
● Prioritize the problems to attack.
25. Stop pushing Agile
● In fact, nobody wants to be Agile
● They just want to improve their value
delivering
● Use Agile as a mean, not as an end goal
26. Measure the current
state
● How many bugs do you have?
● How hard is it to deploy something?
● How hard is it to validate a hypothesis?
● How hard is it to measure progress?
27. Everybody has some
kind of pain
● C-Level, Directors
● Middle Managers
● Developers, Business Analysts, Testers
28. Everybody has some
kind of pain
● Strategic Level pain
● Management Process pain
● Development pain
34. Big "ready-to-go"
frameworks
● You can't install Agile
● Big complex diagrams, when pushed, will
fail
● You can't run an Agile Transformation in 2
months
● The consultant ALWAYS goes away
35. The Spotify model
(squadification)
● "We watched the Spotify video" - first
warning
● "We created the squads already" - second
warning
● "But we had to adapt" - third warning
36. But… it works on Spotify
● It took YEARS for Spotify to reach this
result
● It took a lot of "try-fail-change"
● It's not a "copy-and-paste" model
● If you don't care about the values, don't
even try
37. Higher management
support
● The C-Level, President, and Directors must
understand what changes will be caused
● You can't work on an Agile Transformation
and deal with hierarchy issues at the same
time
38. Middle management
interference
● They can say it's OK, but may change their
mind in the near future
● They can be afraid about become meaningless
● You need to provide coaching and training to
change them into facilitators
● Don't fight them, invite them to work together
39. Team issues
● Nobody becomes Agile just because the boss
told them to
● Empower them by showing that they can
suggest changes
● Give them tools to check their own progress
● Celebrate their victories
● Expose them to new approaches (conferences,
events, etc)
40. Understand, teach, change
● Understand the way they work
● Teach new patterns to solve problems
● Give them the freedom to break patterns to
improve even more
● Always measure the results--it gives a sense of
evolution and progress
41. Start small and let it grow
● Put "trojans" in the system
● Collect feedback
● Measure the results, change more
● Wait untill the system absorbs the changes
● Do it again