Break Through Agile Transformation Stagnation
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Transformation to Agile at scale typically takes 1-3 years. There is a pattern of adoption that most companies go through that achieves initial gains, but tends to stagnate after the initial improvement. In order for true value delivery to significantly increase, a mindset shift that ties business strategy all the way down to the team level is required. In this webinar, Tasktop VP of Industry Strategy, Betty Zakheim, and Net Objectives CEO, Al Shalloway, discuss the challenges causing Agile transformation stagnation and what must be done to solve them.
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Break Through Agile Transformation Stagnation
- 2. © Copyright Net Objectives, Inc. All Rights Reserved 2 GoToWebinar Housekeeping Check your email tomorrow for recording and slides. If you are having technical problems, please contact GoToWebinar: Toll-Free: (855) 202-7959 Long Distance: (805) 617.7049 *United States Numbers
- 3. Betty ZakheimVP of Industry Strategy, Tasktop • 30 Years in Software Development and Delivery • Developer, Development Manager, Product Manager, Exec, Professional Scrum Master • Integrates software development and delivery tools into one cohesive value stream • Automates the flow of work among colleagues, reducing wasted time and aggravation • Gain visibility across your entire lifecycle by collecting metrics and activity data for dashboards, KPIs and traceability reports
- 4. © Copyright Net Objectives, Inc. All Rights Reserved 4 Al Shalloway alshall@NetObjectives.com @AlShalloway CEO and Founder, Net Objectives Co-founder of Lean-Systems Society Co-founder Lean-Kanban University (no longer affiliated) Contributor to SAFe
- 5. © Copyright Net Objectives, Inc. All Rights Reserved 5 Lean Management Project Management technical Lean for Executives Product Portfolio Management Business Product Owner Product Owner Onsite SPC Leading SAFe® Agile Architecture Product Manager/PO Leanban / Kanban / Scrum ATDD / TDD / Design Patterns ASSESSMENTS CONSULTING TRAINING COACHING
- 6. © Copyright Net Objectives, Inc. All Rights Reserved 6 Most CxOs are passionate and working to • Faster business value realization • Identify high-value solutions Maximize ROI • Stop delivering the wrong things • Avoid delays and inflated costs • Low-quality software Reduce Risk • Focus on most important items • Organize for efficient delivery Reduce Waste • Conduct experimentation, pivot fast • Nurture a culture of intrapreneurship – Embrace failure, Agile HR, people motivation Learn-to- Learn • Aligning business and technology • Cross BU and cross technology alignment Create Alignment
- 7. © Copyright Net Objectives, Inc. All Rights Reserved 7 Teams have improved, but time to market is about the same Not everything built is useful – some things have to be redone Things get almost done quickly, but finishing takes time Lots of interruptions or waiting Agile Stagnation – What Are the Symptoms?
- 8. © Copyright Net Objectives, Inc. All Rights Reserved 8 What Is causing Agile Stagnation? The process? Development group? Management? People are looking for someone to blame Both in waterfall and Agile We must shift to a lean focus on the system
- 9. © Copyright Net Objectives, Inc. All Rights Reserved 9 Business Side Development/IT Side Part of the problem is we have ‘sides’ There Are Two Places to Start
- 11. © Copyright Net Objectives, Inc. All Rights Reserved 11 ideas Business Side 1. Only High Value Work • Many features not of highest value Usage of Features and Functions in Typical System Source: Standish Group Study of 2000 projects at 1000 companies
- 12. © Copyright Net Objectives, Inc. All Rights Reserved 12 ideas Business Side 1. Only High Value Work • Many features not of highest value • Must work on MBIs
- 13. © Copyright Net Objectives, Inc. All Rights Reserved 13 DEFINITION The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective Minimum Business Increment (MBI)
- 14. © Copyright Net Objectives, Inc. All Rights Reserved 14 An MBI is not a reason to deliver less. It is a reason to deliver sooner.
- 15. © Copyright Net Objectives, Inc. All Rights Reserved 15 Agility is about Business Value Increments not Development Cycles • Pick what’s valuable • Align around it • Deliver incrementally
- 16. © Copyright Net Objectives, Inc. All Rights Reserved 16 ideas Business Side 1. Only High Value Work 2. Shorter Planning Cycles Annual planning results in an average of 15 months to deliver (or you must squeeze it in and break your plan) Quarterly planning results in an average of 3 months to deliver
- 18. © Copyright Net Objectives, Inc. All Rights Reserved 18 ideas Development / IT Side 1. Recognize cause of problem • Delays
- 19. © Copyright Net Objectives, Inc. All Rights Reserved 19 Common Organizational Structure inspired by Dan North, BSC/ADP 2012 Marketing Product Management Development Support
- 20. © Copyright Net Objectives, Inc. All Rights Reserved 20 The Nature of Our Work Marketing Product Management Development Support
- 21. © Copyright Net Objectives, Inc. All Rights Reserved 21 We Manage Our People This Way even though our value flows this way
- 22. © Copyright Net Objectives, Inc. All Rights Reserved 22 Time-to-Market Marketing Product Management Development Support
- 23. © Copyright Net Objectives, Inc. All Rights Reserved 23 how often does work wait? Adding Value Waiting Adding Value Adding Value Adding Value Adding Value Adding Value Waiting Waiting Adding Value Adding Value Adding Value Adding Value Waiting Marketing Product Management Development Support
- 24. © Copyright Net Objectives, Inc. All Rights Reserved 24 QUESTION Between getting requirements and using them? Between writing a bug and it being detected? Between two groups getting out of sync? Just waiting for someone? What happens when adding value is delayed?
- 25. © Copyright Net Objectives, Inc. All Rights Reserved 25 ideas Development / IT Side 1. Recognize cause of problem • Delays oWaiting for people oBefore integrating oGetting feedback oGetting information oUsing information
- 26. © Copyright Net Objectives, Inc. All Rights Reserved 26 ideas Development / IT Side 1. Recognize cause of problem 2. Manage WIP Focus on finishing • Work on small chunks of value • Don’t start too many • Don’t work on too many
- 27. © Copyright Net Objectives, Inc. All Rights Reserved 27 Business Capability Biz Capability as MBI BC1 BC1 Feature A Feature B Feature A Feature B Sub- feat A.1 Sub- feat A.2 Sub- feat B.1 Sub- feat B.2 Sub- feat A.1 Sub- feat A.2 Sub- feat B.1 Sub- feat B.2 Sub- feat B.3 Sub- feat B.3 Existing TBD Deferred Theme Theme
- 28. © Copyright Net Objectives, Inc. All Rights Reserved 28 ideas Development / IT Side 1. Recognize cause of problem 2. Manage WIP Focus on finishing • Work on small chunks of value • Don’t start too many • Don’t work on too many • Don’t do wrong stuff – use ATDD
- 29. © Copyright Net Objectives, Inc. All Rights Reserved 29 ideas Development / IT Side 1. Recognize cause of problem 2. Manage WIP 3. Align the eco-system • Must work together, not merely manage dependencies • Align team structures • Align when teams work
- 30. © Copyright Net Objectives, Inc. All Rights Reserved 30 There is more value created with overall alignment that with local excellence. - Don Reinertsen Visualize the result, allow teams to form their own solutions.
- 31. © Copyright Net Objectives, Inc. All Rights Reserved 31 V A L U E N E T W O R K O W N E R , B U S I N E S S S P O N S O R , T E C H N O L O G Y S P O N S O R , S T A K E H O L D E R S TEAMPROGRAMPORTFOLIO B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y Input Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs
- 32. © Copyright Net Objectives, Inc. All Rights Reserved 32 B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y TEAMPROGRAMPORTFOLIO Business Priority Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs
- 33. © Copyright Net Objectives, Inc. All Rights Reserved 33 B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y TEAMPROGRAMPORTFOLIO Business Planning Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs
- 34. © Copyright Net Objectives, Inc. All Rights Reserved 34 B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y TEAMPROGRAMPORTFOLIO Business Staging Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs
- 35. © Copyright Net Objectives, Inc. All Rights Reserved 35 B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y TEAMPROGRAMPORTFOLIO Ready to Pull Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs
- 36. © Copyright Net Objectives, Inc. All Rights Reserved 36 ideas Development / IT Side 1. Recognize cause of problem 2. Manage WIP 3. Align the eco-system • Must work together, not merely manage dependencies • Align team structures • Align when teams work
- 37. © Copyright Net Objectives, Inc. All Rights Reserved 37 ideas Development / IT Side 1. Recognize cause of problem 2. Manage WIP 3. Align the eco-system 4. Discover your constraints and progress through proper metrics • You can’t manage what you can’t see • Must relieve bottlenecks • Alignment through understanding the whole
- 38. Must be holistic Must not be one-size fits all Need agreements across organization Whatever Approach You Take
- 39. © Copyright Net Objectives, Inc. All Rights Reserved 39 Guardrails Drive from Business Value Collaborate across boundaries Keep WIP within capacity Increase Predictability Make all work visible Improve continuously
- 40. © Copyright Net Objectives, Inc. All Rights Reserved 40 • Recognize SAFe is a framework, not a solution • Look to it for ideas • Agree to guardrails, not “just follow SAFe” SAFe®
- 41. © Copyright Net Objectives, Inc. All Rights Reserved 41 Lean Management Project Management technical Lean for Executives Product Portfolio Management Business Product Owner Product Owner Onsite SPC Leading SAFe® Agile Architecture Product Manager/PO Leanban / Kanban / Scrum ATDD / TDD / Design Patterns ASSESSMENTS CONSULTING TRAINING COACHING Write me at alshall@netobjectives.com
- 42. © Copyright Net Objectives, Inc. All Rights Reserved 35 B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y TEAMPROGRAMPORTFOLIO Ready to Pull Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs © Copyright Net Objectives, Inc. All Rights Reserved 28 Business Capability Biz Capability as MBI BC1 BC1 Feature A Feature B Feature A Feature B Sub- feat A.1 Sub- feat A.2 Sub- feat B.1 Sub- feat B.2 Sub- feat A.1 Sub- feat A.2 Sub- feat B.1 Sub- feat B.2 Sub- feat B.3 Sub- feat B.3 Existing TBD Deferred Theme Theme
- 44. Fragmented Value StreamsBusinessValue Best-of-breed tool chain RevenueResults
- 45. Fragmented Value Streams Best-of-breed tool chain © Copyright Net Objectives, Inc. All Rights Reserved 35 B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y TEAMPROGRAMPORTFOLIO Ready to Pull Define Business capabilities Create MBIs Sequence MBIs Create Features Assign to Team Backlogs
- 48. Value Stream Integration Increases visibility Decision making, governance and compliance supported by full lifecycle consolidated data Increases team effectiveness through automation Frictionless flow of information across a unified delivery lifecycle Reduce wasted time, errors and dropped balls Increase capacity and velocity Enhanced cross-organization and supply chain/partner collaboration Creates a flexible tool infrastructure Easily adopt new tools as business conditions change Benefits of standardization and best-of-breed strategy Connect the disparate activities into one value stream… by connecting the tools into a modular toolchain
- 49. © Copyright Net Objectives, Inc. All Rights Reserved 49 Contact Net Objectives: netobjectives.com/contact Email Net Objectives: info@netobjectives.com Contact Tasktop: tasktop.com/contact-us Email Tasktop: info@tasktop.com Next steps @tasktop @netobjectives