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Taking Flight
From Aspiration to
Transformational Action
Your Aviator…
IT Executive Leadership Coach
24 years IT Experience/21 years S/W Development
27 years Management
Deming, Re...
WHY
WHAT
HOW
Better ROI, Changing market/mission needs
Increased competition, Workforce demands
Change ‘approach’ used to ...
Business Value Stream(s)
Business Value Stream(s)
Business Reason(s)
WHY
WHAT
HOW
Want better results for our business (& us)
Change to get these results
Operationalize & sustain change
Agile...
Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)
Business Value Stream(s)
Business Value Stream(s)
One Possible Strategy
Top 5 Reasons Agile Projects Failed
Lack of experience w/agile methods
Company philosophy/culture at odds w/core agile val...
2012
Ability to Change Org Culture 52%
General Resistance to Change 41%
Trying to fit Agile into into
non-Agile framework ...
“Culture eats Strategy for breakfast.”
- Peter Drucker
Culture
Behaviors That Are Not Tolerated
Tolerated Behaviors
Preferred Behaviors
We’ll start
3 models
with
Accredited to Michael Sahota & Olaf Lewitz
Collaborative Control
CompetencyCultivation
Schneider Cultural Model
RealityOrientedPossibilityOriented
People Oriented Or...
Using the Schneider Model
• Plot organizational characteristics onto its grid
– Subjective in nature (acknowledgement)
• W...
Adapted from Dr. Ahmed Sidky’s
Unlocking the Blackbox of Agile
Decisions  Habits  Culture
Evolutionary Theory of Economic Change,
Richard Nelson & Sidney Winder, 1982
Many ‘solution’ decisions
are captured in
the organizational
and its
paths
structure
communication
Conway’s Law is alive a...
Business Value Stream(s)
Business Value Stream(s)
Business Value Stream(s)
SDLC Value StreamSDLC Value Stream
Value Stream
Customers
Line
(Mission)
Support
Strategy
Value Streams
become
entangled
in the
hierarchy
Ops
Mgmt
Customers
Line
(Mission)
Support
Strategy
Value Streams
become
entangled
in the
hierarchy
Ops
Mgmt
-- truly --
(Only one t...
Most organizations don’t make fully rationale decisions
those decisions are unknowingly steeped in their habits.
Evil is c...
Decisions  Δ Habits  Δ Culture
Taking Flight Approach
• Set an aspirational target aligned with the
business value stream
• Examine possible routes
• Sel...
Establish an Aspirational Vision
of your future
Aspiration ::
(noun)
1. strong desire, longing, or aim; ambition
2. a goal or objective desired
End State ::
(noun)
1. The set of required conditions that defines
achievement of the commander's objectives.
Aspirational vs End State
• Any end state you choose may be wrong (don’t use
BUFD for your Org Change)
• No defined end st...
In terms of
A vision
Aspirations
Organizational Transformation,
are…
not too complex
The set of characteristics based on t...
Why is Setting an Aspiration Important?
• Casts what the ‘agile’ means to the organization;
personalizes it – includes a ‘...
Whoare the
customersof your
organization’s
change effort?
The
in the
people
organization
4 Types of Co-Creation (mapped to
Culture types of Schneider Model)
Collaborative Cultivating
Competency Controlling
How
do I
determine
which one?
By Asking…
Controlling  Invitation/Encouragement to ‘Influencers’
Competency  Invitation/Inclusion of Relevant/Knowledge...
4 Types of Co-Creation (mapped to
Initial Engagement Activities )
Open Space|World Café Open Space|World Café
Workshops|Wo...
Over time…
the Culture will evolve…
choose a
different
co-creation approach for decisions
aligned with the new Culture
rev...
Lots of Approaches to Creating One
Lego for Serious Play
KrisMap
Vision Statements
Cover Story Innovation Game
We want com...
A Federal Government Example
“Deliver mission value daily.”
“Constantly improve delivery, by
reducing waste and through new ideas.”
Collaborative Control
CompetencyCultivation
Aspirational Characteristics on Schneider Cultural Model
RealityOrientedPossib...
we have a
how do we
Target Aspiration,
Now that
incremental step?
determine
the next
the
Current State
Understand
Lots of Approaches to This Too…
Process Models
SWOT Analysis
Customer Personas
Business Model Canvas
Select the appropriat...
Aspiration
Starting
Point
and
Operational Actions
Prioritize
Determine
to
achieve
the Next State
congruent
Vision
with the
Take
simple
steps
P
PSimple does not imply easy…
Lots of Approaches to This Too…
Forcefield Analysis
Strategy Maps
Priority vs Energy Exercises
Business Model Canvas
Selec...
Goal: Roadmap of Prioritized Δs
for
Incremental, Relative Improvement
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Adapted from Organizational Transit...
Many Things to Change Depending on
What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Supp...
Reminder…
Decisions  Δ Habits  Δ Culture
Find Key Practices to avoid being eaten…
Habits
What Might Be Some of the Habits We
Want to Change?
• Ways meetings are conducted
• Ways meetings are scheduled
• How mana...
Habit Loop
Habit
Trigger RewardCraving
The Power of Habit – Charles Duhigg
OldNew
Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Federal Org Habit Around
Training
Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Federal Org Habit Around
Training
self-stu...
Finding Leverage Points
• The habit to change is formal training to
learning
• Step 1: Habit Loop  Causality Diagram
• Ha...
Training
Request
Need to Know
Something New
Recognition
Formal
Training
Full Causal Diagram
Fulfill IDP or
Certification
E...
What Does This Show?
• 2 Leverage Points:
– Remove Pain of Showing Vulnerability to Learning
– Remove Value of IDP Based o...
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Adapted from Organizat...
“No plan survives contact
with the enemy.”
- Helmuth von Moltke the Elder
Inspect + Adapt
Value Stream(s)
Org
Retro
What So What
Now
What
Measures
Retrospectives for Organizational Change,
Jutta Eckstein
Measures
Org
Retro
What So What
Now
What
Gather
Data
Generate
Insights
DecideData
(Measures/
Perspectives) Execute Δs
Open
Close
Status Quo
New Status Quo
disruption
amount
disruption
time
Satir Change Curve
A detailed depiction of the Satir Change mo...
How can we promote
Sustainable Change?
Definitions
Sustainable :: Able to be maintained at a certain
rate or level. Synonym: Supportable
Change :: The act or ins...
+
= limit to change
> disruption
amount
Capacity is the WIP
+
net effect
time
tolerance to time-lag
defined by environment
=
+net effect
time balance limit vs lag
To-Do In Work Done
Organizational Change Capacity
WIP Limit =
Aspiration
Starting
Point
Promotes
Restricts
Promotion/Restriction based on
Limits to Organizational Change
by Herbert Kau...
Aspiration
Starting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
E...
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Δ Kanban
Δ Validation ...
Determine
the
Change Domain
Make change,
Monitor for results
Retrospect,
Decompose
Experiment
for Solutions
Solve,
Observe...
Transformation Kanban
Next Up In-WorkBacklog CompleteReady Measure Done
Based
On
Org
Capacity
Based
On
Org
Capacity
Based
...
Next Up In-WorkBacklog Complete
Transformation Kanban
Ready Measure Done
Based
On
Org
Capacity
Based
On
Org
Capacity
Based...
Validation Board
Assumptions
Benefactor
Issue
Solution
P1 P2 P3 P4 P5
Riskiest
Assumption
Experiment
Result
Invalidated Va...
Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet...
of
and
Hidden Assumptions
Biases
A Couple of Typical
Biases or Assumptions
• People just don’t want to change
– So explain to me why people will take up a ...
Adding Bureaucracy
Will Not Create Success
Agile Teams
Tend to be here!
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl
Most Policies
Tend to be here!
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl
Most Programs
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl
Tend to be here!
Complicated + Complex
Overrides Ordered + Simple
+ =
Process Team Result
…
1
2
3
n Worse Case
Best Case
Strive to decomplicate…
Help teams operate as simple and ordered as possible.
Apply the pants principle…
Simple process adopted by the team
doing the work in a simple structure.
+
Process Team
Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Line
(Mission)
Team
Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Line
(Mission)
Teams
Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Customers
Line
(Mission)
Teams
Support
Services
Strategy
Value Streams
of
a Network
Portfolio
Support
to
Thanks!and
Have a
Good Flight!
Paul M. Boos
http://paulmboos.com
pmboos@yahoo.com
@paul_boos
703-307-4322 (mobile)
Games for Agility, Learning,
and Engag...
Taking Flight: from Aspiration to Transformational Action
Taking Flight: from Aspiration to Transformational Action
Taking Flight: from Aspiration to Transformational Action
Taking Flight: from Aspiration to Transformational Action
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Taking Flight: from Aspiration to Transformational Action

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This is a revised deck for my Path to Agility Presentation.

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Taking Flight: from Aspiration to Transformational Action

  1. 1. Taking Flight From Aspiration to Transformational Action
  2. 2. Your Aviator… IT Executive Leadership Coach 24 years IT Experience/21 years S/W Development 27 years Management Deming, Reengineering, Agile/Lean Military/Federal (Inside & Outside) Product Companies Multiple Industries 18 years Acquisition Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC) (GLASScon/LeanCoffeeDC/GALE) Lean Start-up & Product Mgmt
  3. 3. WHY WHAT HOW Better ROI, Changing market/mission needs Increased competition, Workforce demands Change ‘approach’ used to produce software Introduce Agile/Lean Business Reasons (for Agililty) BOTTOMLINE There is always one or more REAL business reasons for introducing change. Don’t ignore these, harness them.
  4. 4. Business Value Stream(s) Business Value Stream(s) Business Reason(s)
  5. 5. WHY WHAT HOW Want better results for our business (& us) Change to get these results Operationalize & sustain change Agile Transformation (Transition, Adoption, etc.)
  6. 6. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  7. 7. Business Value Stream(s) Business Value Stream(s) One Possible Strategy
  8. 8. Top 5 Reasons Agile Projects Failed Lack of experience w/agile methods Company philosophy/culture at odds w/core agile values Lack of Management Support External pressure to follow traditional waterfall processes Lack of Support for Cultural Transition Ability to Change Org Culture 44% Personnel w/Agile Experience 35% General Resistance to Change 34% Pre-existing non Agile Framework 32% Management Support 29% Top 5 Barriers to Agile Adoption Sources: VersionOne State of Agile Survey 2014 Culture
  9. 9. 2012 Ability to Change Org Culture 52% General Resistance to Change 41% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 31% Top 5 Barriers to Agile Adoption 2011 Ability to Change Org Culture 52% Personnel w/Agile Experience 40% General Resistance to Change 39% Management Support 34% Project Complexity 30% 2010 Ability to Change Org Culture 51% General Resistance to Change 40% Personnel w/Agile Experience 40% Management Support 34% Project Complexity 31% Sources: VersionOne State of Agile Surveys 2010-13 Culture 2013 Ability to Change Org Culture 53% General Resistance to Change 42% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 30% Culture
  10. 10. “Culture eats Strategy for breakfast.” - Peter Drucker
  11. 11. Culture Behaviors That Are Not Tolerated Tolerated Behaviors Preferred Behaviors
  12. 12. We’ll start 3 models with
  13. 13. Accredited to Michael Sahota & Olaf Lewitz
  14. 14. Collaborative Control CompetencyCultivation Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented The Reengineering Alternative, William Schneider
  15. 15. Using the Schneider Model • Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement) • Where the largest cluster occurs, this is the dominant culture • There may be “sub-cultures” that are different • A culture may straddle borders (this is a continuum) • A new organization may not yet have a dominant culture • Recommend also plotting where you want your dominant culture to be…
  16. 16. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
  17. 17. Decisions  Habits  Culture Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  18. 18. Many ‘solution’ decisions are captured in the organizational and its paths structure communication Conway’s Law is alive and well.
  19. 19. Business Value Stream(s)
  20. 20. Business Value Stream(s)
  21. 21. Business Value Stream(s) SDLC Value StreamSDLC Value Stream Value Stream
  22. 22. Customers Line (Mission) Support Strategy Value Streams become entangled in the hierarchy Ops Mgmt
  23. 23. Customers Line (Mission) Support Strategy Value Streams become entangled in the hierarchy Ops Mgmt -- truly -- (Only one truly tangled value stream shown…)
  24. 24. Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits. Evil is committed by the well-meaning The Power of Habit, Charles Duhigg
  25. 25. Decisions  Δ Habits  Δ Culture
  26. 26. Taking Flight Approach • Set an aspirational target aligned with the business value stream • Examine possible routes • Select the best route and the first waypoint(s) – Consider each leg an experiment – Work details/make decisions operationally – Inspect & Adapt at each waypoint – Make course corrections – Squadron mates
  27. 27. Establish an Aspirational Vision of your future
  28. 28. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
  29. 29. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
  30. 30. Aspirational vs End State • Any end state you choose may be wrong (don’t use BUFD for your Org Change) • No defined end state = never done  assists mindset Δ – Revisit aspiration and progress towards it regularly – Use interim states that move you in the right direction and are more concrete – Continual experiments/Contained failures – Measure relative performance improvements – It’s how you apply Product Thinking to your organization • Aspirations can more easily balance between the soft and hard skills needed
  31. 31. In terms of A vision Aspirations Organizational Transformation, are… not too complex The set of characteristics based on this vision
  32. 32. Why is Setting an Aspiration Important? • Casts what the ‘agile’ means to the organization; personalizes it – includes a ‘business’ (or mission) view • Determines what the most relevant principles from Agile (or Lean, or Software Craftsmanship) mean to the organization • Guides decisions within the organization; achieves alignment (include the business!) • Provides guidance for course corrections once we go in-flight Avoids Imposed Agile…
  33. 33. Whoare the customersof your organization’s change effort?
  34. 34. The in the people organization
  35. 35. 4 Types of Co-Creation (mapped to Culture types of Schneider Model) Collaborative Cultivating Competency Controlling
  36. 36. How do I determine which one?
  37. 37. By Asking… Controlling  Invitation/Encouragement to ‘Influencers’ Competency  Invitation/Inclusion of Relevant/Knowledgeable Collaborative  Invitation for Those Interested Cultivating  Invitation/Reach out to Network of Interest
  38. 38. 4 Types of Co-Creation (mapped to Initial Engagement Activities ) Open Space|World Café Open Space|World Café Workshops|World Café Workshops
  39. 39. Over time… the Culture will evolve… choose a different co-creation approach for decisions aligned with the new Culture review it with a Retrospective
  40. 40. Lots of Approaches to Creating One Lego for Serious Play KrisMap Vision Statements Cover Story Innovation Game We want common agreement & understanding… Participatory Creation > Clear Communication > Proclamation
  41. 41. A Federal Government Example
  42. 42. “Deliver mission value daily.” “Constantly improve delivery, by reducing waste and through new ideas.”
  43. 43. Collaborative Control CompetencyCultivation Aspirational Characteristics on Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented Collaborative Innovative Resourceful/Can-Do Optimistic Pragmatic Adds Value Cost ConsciousConsiderate Organized Risk Taker Responsive Decisive Flexible Positive Attitude Sense of Humor Speedy Stamina Motivated Integrity Reader Focused on Business Results Confident Empathetic Reliable One Voice
  44. 44. we have a how do we Target Aspiration, Now that incremental step? determine the next
  45. 45. the Current State Understand
  46. 46. Lots of Approaches to This Too… Process Models SWOT Analysis Customer Personas Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  47. 47. Aspiration Starting Point
  48. 48. and Operational Actions Prioritize Determine to achieve the Next State congruent Vision with the
  49. 49. Take simple steps P PSimple does not imply easy…
  50. 50. Lots of Approaches to This Too… Forcefield Analysis Strategy Maps Priority vs Energy Exercises Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  51. 51. Goal: Roadmap of Prioritized Δs for Incremental, Relative Improvement
  52. 52. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  53. 53. Many Things to Change Depending on What’s Next in Priority • New Strategies • New Org Structures • Find/Establish New Support Networks • New Practices • New/Streamlined Processes • Rewards for Δ in Behaviors • Create/Eliminate Ceremonies • New Habits  The Hardest to Do & the most crucial Some of these will be Experiments
  54. 54. Reminder…
  55. 55. Decisions  Δ Habits  Δ Culture
  56. 56. Find Key Practices to avoid being eaten… Habits
  57. 57. What Might Be Some of the Habits We Want to Change? • Ways meetings are conducted • Ways meetings are scheduled • How managers give feedback • What agreements are explicit or implicit • How decisions are made and owned • Whether people show vulnerability • How people learn new skills  Fed example Note: want org habits reinforcing an Agile mindset
  58. 58. Habit Loop Habit Trigger RewardCraving The Power of Habit – Charles Duhigg OldNew
  59. 59. Training Need to Know Something New Recognition Craving For Recognition Example Federal Org Habit Around Training
  60. 60. Training Need to Know Something New Recognition Craving For Recognition Example Federal Org Habit Around Training self-study/experimentation=Learning
  61. 61. Finding Leverage Points • The habit to change is formal training to learning • Step 1: Habit Loop  Causality Diagram • Habit Loop will reveal underlying complexity – More Steps – Reinforcing Loop • Step 2: Look for Limiting Conditions & Side Effect Loops self-study/experimentation=
  62. 62. Training Request Need to Know Something New Recognition Formal Training Full Causal Diagram Fulfill IDP or Certification Easy to Measure Statement of Intent Self-Study Experiment Absorb & Share Learning Learn the Lingo to “Look Smart” Get By/ Impress Lack of Failure Shows Vulnerability Avoids Showing Vulnerability “The Recognized Expert” “The Self-Made Expert” “Whew, Passed the Test!”
  63. 63. What Does This Show? • 2 Leverage Points: – Remove Pain of Showing Vulnerability to Learning – Remove Value of IDP Based on Courses • 1 Side Effect: – Lack of Failure makes formal training easier than experimentation • There is an expected delay between absorbing the real learning and then receiving recognition – Decided to reward the experiment itself regardless of whether it was successful or failed
  64. 64. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  65. 65. “No plan survives contact with the enemy.” - Helmuth von Moltke the Elder
  66. 66. Inspect + Adapt
  67. 67. Value Stream(s) Org Retro What So What Now What Measures Retrospectives for Organizational Change, Jutta Eckstein Measures
  68. 68. Org Retro What So What Now What Gather Data Generate Insights DecideData (Measures/ Perspectives) Execute Δs Open Close
  69. 69. Status Quo New Status Quo disruption amount disruption time Satir Change Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  70. 70. How can we promote Sustainable Change?
  71. 71. Definitions Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation “Change Capacity”
  72. 72. + = limit to change > disruption amount Capacity is the WIP
  73. 73. + net effect time tolerance to time-lag defined by environment =
  74. 74. +net effect time balance limit vs lag
  75. 75. To-Do In Work Done Organizational Change Capacity WIP Limit =
  76. 76. Aspiration Starting Point Promotes Restricts Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency Hiring to Complement
  77. 77. Aspiration Starting Point Promotes Restricts Low Risk Tolerance Grand Unclear Vision Hiring to Fit Insular Communication Employee Indoctrination Successes Only Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency Hiring to Complement Specialized Silos Group Think
  78. 78. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Δ Kanban Δ Validation Board Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  79. 79. Determine the Change Domain Make change, Monitor for results Retrospect, Decompose Experiment for Solutions Solve, Observe patterns Cynefin Framework, David Snowden
  80. 80. Transformation Kanban Next Up In-WorkBacklog CompleteReady Measure Done Based On Org Capacity Based On Org Capacity Based On Org & Capacity To Measure Based On Org & Capacity To Measure Based On Org Capacity
  81. 81. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done Based On Org Capacity Based On Org Capacity Based On Org & Capacity To Measure Based On Org & Capacity To Measure Based On Org Capacity Organizational WIP Team has • Capacity • Charter • Measures • Expected Outcomes Team has • Completed Actions Team has • Measured Results
  82. 82. Validation Board Assumptions Benefactor Issue Solution P1 P2 P3 P4 P5 Riskiest Assumption Experiment Result Invalidated Validated Hypothesis
  83. 83. Squadron Mates • Create a support network • Find like minds and pair – Sounding board for pragmatic decisions • Better yet, form a triad – Third person holds the other two accountable to their commitments • Grow network as pairs/triads – Net-Map Technique is a great tool here Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
  84. 84. of and Hidden Assumptions Biases
  85. 85. A Couple of Typical Biases or Assumptions • People just don’t want to change – So explain to me why people will take up a new hobby later in life or move across country? (Hint1: it is in their interest – find mutual desire) (Hint2: involve them – co-creation) • Agile has issues scaling to large programs – Why do you have a large program? Could this be solved in a different manner with sets of smaller applications? (Hint1: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions) (Hint2: descale to individual applications before adopting a scaling framework – look to scale agility horizontally 1st, vertically 2nd)
  86. 86. Adding Bureaucracy Will Not Create Success
  87. 87. Agile Teams Tend to be here! Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
  88. 88. Most Policies Tend to be here! Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
  89. 89. Most Programs Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl Tend to be here!
  90. 90. Complicated + Complex Overrides Ordered + Simple + = Process Team Result
  91. 91. … 1 2 3 n Worse Case Best Case
  92. 92. Strive to decomplicate… Help teams operate as simple and ordered as possible.
  93. 93. Apply the pants principle… Simple process adopted by the team doing the work in a simple structure. + Process Team
  94. 94. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support Line (Mission) Team
  95. 95. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support Line (Mission) Teams
  96. 96. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support
  97. 97. Customers Line (Mission) Teams Support Services Strategy Value Streams of a Network Portfolio Support to
  98. 98. Thanks!and Have a Good Flight!
  99. 99. Paul M. Boos http://paulmboos.com pmboos@yahoo.com @paul_boos 703-307-4322 (mobile) Games for Agility, Learning, and Engagement (GALE)

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