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“Push or Pull?”
Agile leadership models
supporting a learning organization
and culture
Wolfgang Hilpert & Robert Mederer
H...
Push System
© 2018 HERE | HERE Internal Use Only
https://www.youtube.com/watch?v=D6LUg-siJVs
3
“Lucy Chocolate Scene”
Star...
Speaker Profiles
© 2019 HERE5
Wolfgang Hilpert Robert Mederer
• 25+ years of Software Product Management &
Engineering lea...
© 2019 HERE6
01
Introduction
02
Towards Business Agility
03
Alignment vs Autonomy
04
Alignment Applied
05
Conclusion
Push vs Pull System
9
PUSH Principle vs PULL Principle
Push
Push systems overwhelm capacity, creating turbulence, rework, ...
Push vs Pull
© 2019 HERE
Work on the system
Resistance Agile
Push Pull
Top-down Bottom-up
Tell Co-Create
Sell &
Listen to ...
“Where does Agile stand in 2019?
“It is the best of the times and the worst of times…”
… the age of wisdom ... the age of ...
Hold up a
mirror
To show something as it is
without any value
judgements or analysis
WH
Learning from GE‘s Journey to adopt Lean Startup
© 2019 HERE13
Top-down implementation
Process ahead of mindset
Reliance o...
Stalled Agile Journeys
© 2019 HERE14
Agile as important dynamic of
software development
Software developers challenge well...
It is the worst of times….
• Agile merely as ceremonies - Doing Agile – not being agile
implementing the motions of Agile ...
Towards Business Agility
Waves of Agile
Business
Agility
Agile @
Scale
Agile
teams
WH
© 2019 HERE
Age of Agile Imperative
HERE Way of Working Foundation
Law of the
Customer
Law of the
Small Teams
Law of the
Network
WH
© ...
19
Pre-Agile
• Assume effective individual contributors.
• Individual contributors need to move to a team-based way of wor...
Alignment enables Autonomy
© 2019 HERE20
Enterprise alignment on practices enables team autonomy
WH
How the British Army’s operations went agile
© 2019 HERE21
Justin Maciejewski:
“If you’re going to be very modular and agi...
HERE Way of Working Alignment
© 2019 HERE22
HERE WoW is a
Mindset
• Desire continuous learning
• Confront uncertainties
• ...
HERE Way of Working Alignment
© 2019 HERE23
HERE WoW is a
Mindset
Described by
Values
Agile Manifesto – Values:
• Individu...
HERE Way of Working Alignment
© 2019 HERE24
HERE WoW is a
Mindset
Described by
Values
Defined by
Principles
Agile Manifest...
HERE Way of Working Alignment
HERE WoW is a
Mindset
Described by
Values
Defined by
Principles
Manifested through
Practices...
HERE Way of Working Alignment
HERE WoW is a
Mindset
Described by
Values
Defined by
Principles
Manifested through
Practices...
Alignment vs. Autonomy
27
Foundation & Line-of-Business Practices
Line of Business Practices
Alignment
Autonomy
Enterprise...
Alignment vs. Autonomy
28
Engineering Practices – Common vs. Specific
Unit Specific Practices
Alignment
Autonomy
Foundatio...
Alignment vs Autonmy Applied
HERE Agile Playbook – Co-Created
1. Agile Strategy
Vision and requirements
2. Agile Design Principles
Fundamental guiding ...
Alignment on Team & Roles
Team principles
© 2019 HERE34
From Team to Squad and to Domain Team
WH
SQUAD Model Domain Team
• Establish Agile Roles (PO...
Alignment - The Functional View - Roles
35
Separation of Concerns
Customer
Value
Value
Proposition
Product Management
Valu...
POPM
https://280group.com/wp-content/media/Product-Owner-vs.-Product-Manager-Role-Visualization.png
 100% Full time-role
...
Alignment on Visibility
of all work including improvement items
Suggestion: Impediment Backlog
What causes most of your frustration today?
OSS review process? Security approvals? Manual ...
Alignment on Metrics
Alignment: Metric types
Measure progress of the Agile Journey
A. Input Metrics
e.g., number of people
invested, number of ...
Agile Metrics
Considering the useful many
to identify the vital few
© 2019 HERE44
WH
Holistic, Competing Metrics
Unlocking Agility, Jorgen Hesselberg, Addison-Wesley 201745
Viewed as trends over time help pr...
Holistic, Competing Metrics
48
The Sweet Spot in a dynamically balanced system
Building the
things right!
Building the
rig...
Data-Driven Improvement – Survey Data
• DevOps Capability Assessment of software engineering teams
• Gives recommendations...
Conclusion
Learning from Microsoft’s Journey of getting Agile At Scale
https://www.forbes.com/sites/stevedenning/2015/10/29/microsoft...
Summary
© 2019 HERE54
• Agile – whether you call it Agile or not
• Agile is a journey
• Agile In Name Only doesn’t work
• ...
Thank you
© 2019 HERE
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Push or pull agile leadership model - 2019-11-06 w hilpert-rmederer

In this presentation we discuss our approach to balance alignment with autonomy of teams to help teams across the business to transition to an agile way of working

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Push or pull agile leadership model - 2019-11-06 w hilpert-rmederer

  1. 1. “Push or Pull?” Agile leadership models supporting a learning organization and culture Wolfgang Hilpert & Robert Mederer HERE Technologies
  2. 2. Push System © 2018 HERE | HERE Internal Use Only https://www.youtube.com/watch?v=D6LUg-siJVs 3 “Lucy Chocolate Scene” Start here
  3. 3. Speaker Profiles © 2019 HERE5 Wolfgang Hilpert Robert Mederer • 25+ years of Software Product Management & Engineering leadership experience • Former co-founder of startup • Various leadership positions at leading software vendors - IBM, Microsoft, SAP – & mid-size ISVs • 12 years of Agile leadership experience • Currently on fourth organizational Agile transformation • VP Business Agility @ HERE Technologies • 15+ years of Software Product Engineering & Delivery experience • Engineer & Technology Leader by heart • Created and delivered various web, service and mobile experiences on large-scale • 10 years of Agile + DevOps Experience • Coached and Transitioned many teams to modern software development • Currently driving parts of an Agile & DevOps Transformation • Senior Manager Business Agility @ HERE Technologies
  4. 4. © 2019 HERE6 01 Introduction 02 Towards Business Agility 03 Alignment vs Autonomy 04 Alignment Applied 05 Conclusion
  5. 5. Push vs Pull System 9 PUSH Principle vs PULL Principle Push Push systems overwhelm capacity, creating turbulence, rework, waste and delay Pull systems have a steady flow that provides predictability Demand authorized work © 2019 HERE
  6. 6. Push vs Pull © 2019 HERE Work on the system Resistance Agile Push Pull Top-down Bottom-up Tell Co-Create Sell & Listen to argue Explain & listen to understand Make Invite Convince Inspire Alignment Autonomy Pull Success Patterns WH
  7. 7. “Where does Agile stand in 2019? “It is the best of the times and the worst of times…” … the age of wisdom ... the age of foolishness, … the epoch of belief … the epoch of incredulity, … the season of Light … the season of Darkness, … the spring of hope … the winter of despair, … everything before us … nothing before us, … all going to Heaven, … all going direct the other way… Charles Dickens, A Tale of Two Cities ( 1859) WH
  8. 8. Hold up a mirror To show something as it is without any value judgements or analysis WH
  9. 9. Learning from GE‘s Journey to adopt Lean Startup © 2019 HERE13 Top-down implementation Process ahead of mindset Reliance on M&A WH “GE is famous for creating and religiously implementing processes for managing virtually everything we do. The task of transformation is no different.” “GE is famous for creating and religiously implementing processes for managing virtually everything we do. The task of transformation is no different.”
  10. 10. Stalled Agile Journeys © 2019 HERE14 Agile as important dynamic of software development Software developers challenge well- established management practices Fails to win support from top management Agile leaders and coaches dismissed WH
  11. 11. It is the worst of times…. • Agile merely as ceremonies - Doing Agile – not being agile implementing the motions of Agile without significant benefits • Consultants selling “get Agile quick” schemes • Scaling frameworks that are often just another name for bureaucracy • Some firms are using Agile to create sweatshops • A huge amount of fake Agile going on • Agile conflicts with the goal of maximizing shareholder value • In this sea of BS, genuine Agile is getting hard to identify WH © 2019 HERE
  12. 12. Towards Business Agility
  13. 13. Waves of Agile Business Agility Agile @ Scale Agile teams WH © 2019 HERE
  14. 14. Age of Agile Imperative HERE Way of Working Foundation Law of the Customer Law of the Small Teams Law of the Network WH © 2019 HERE
  15. 15. 19 Pre-Agile • Assume effective individual contributors. • Individual contributors need to move to a team-based way of working. • Some agile principles implemented Deliver Customer Value • Customer focus while capturing value frequently • Line of sight to the customer and deliver business value. • Product owner prioritizes Backlog according to Customer Value Scaling the Network • Scale Agile through value streams. • Eliminate waste that come from cross team handoffs. • Create a stronger delivery ecosystem through transparency and co-creation Grow high- performing Teams • Establish HP Leadership Teams, Engineering Teams and Enabling Function Teams • Cross functional teams align around common purpose and shared goals. • Establish Agile Roles and Role clarity • Adopt the HERE Way of Working Towards Mastery • Continuous Improvement • Learning Organization Shift Team Culture (Way of Working): 3-9 months* Shift team to squad (Agile Structures, Roles and Incentives): 6 - 12 months* Shift to deliver Customer Value: 6 – 12 months* Shift Organization to growing, learning, adapting organism (learning organization) : 6 – 36 months* RM © 2019 HERE
  16. 16. Alignment enables Autonomy © 2019 HERE20 Enterprise alignment on practices enables team autonomy WH
  17. 17. How the British Army’s operations went agile © 2019 HERE21 Justin Maciejewski: “If you’re going to be very modular and agile about the way you allocate resources, people need to be speaking the same language.” Source: McKinsey Quarterly, October 2019 WH
  18. 18. HERE Way of Working Alignment © 2019 HERE22 HERE WoW is a Mindset • Desire continuous learning • Confront uncertainties • Embracing challenges • Not afraid to fail (to learn) • Feedback is about current capabilities RM
  19. 19. HERE Way of Working Alignment © 2019 HERE23 HERE WoW is a Mindset Described by Values Agile Manifesto – Values: • Individuals and interactions over process and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following the plan RM
  20. 20. HERE Way of Working Alignment © 2019 HERE24 HERE WoW is a Mindset Described by Values Defined by Principles Agile Manifesto – Principles: • Early and continuous delivery • Welcome changing requirements • Deliver working software frequently • Business people and developers work together • Build projects around motivated people • Face-to-Face communication is best • Working software is how to measure progress • Maintain a sustainable pace • Attention on technical excellence • Simple design, simple code • Self-organizing teams are best • Continuous feedback RM
  21. 21. HERE Way of Working Alignment HERE WoW is a Mindset Described by Values Defined by Principles Manifested through Practices RM © 2019 HERE
  22. 22. HERE Way of Working Alignment HERE WoW is a Mindset Described by Values Defined by Principles Manifested through Practices ScrumKanban HERE RM © 2019 HERE
  23. 23. Alignment vs. Autonomy 27 Foundation & Line-of-Business Practices Line of Business Practices Alignment Autonomy Enterprise Foundation Engineering Finance People Brand et al RM © 2019 HERE
  24. 24. Alignment vs. Autonomy 28 Engineering Practices – Common vs. Specific Unit Specific Practices Alignment Autonomy Foundation Common Engineering Practices Tribe 1 Tribe 2 Communities of Practice  DevOps Metrics  Technical documentation  Inner-Source  Testing automation  Synchronized cadences  Empirical forecasting  Secure Coding Tribe 3 et al Tribe 4 RM © 2019 HERE
  25. 25. Alignment vs Autonmy Applied
  26. 26. HERE Agile Playbook – Co-Created 1. Agile Strategy Vision and requirements 2. Agile Design Principles Fundamental guiding course 3. Agile Leadership Change role of leadership 4. Way of Working Way of Working Foundation & Practices 5. Structure Building organizational units 6. People Agile Mindset & Roles 7. Accountability Govern distribute responsibilities 8. Metrics Measure success 9. Execution Perform the Agile Transformation Content WH © 2019 HERE
  27. 27. Alignment on Team & Roles
  28. 28. Team principles © 2019 HERE34 From Team to Squad and to Domain Team WH SQUAD Model Domain Team • Establish Agile Roles (PO, SM) • Separation of Concerns • Cross functional • Long lasting (forming–storming–norming– performing) • Work travels, rather than people
  29. 29. Alignment - The Functional View - Roles 35 Separation of Concerns Customer Value Value Proposition Product Management Value Delivery Product Ownership Value Development Product Engineering Way of Working Improvement Scrum Master Customer Value WH © 2019 HERE
  30. 30. POPM https://280group.com/wp-content/media/Product-Owner-vs.-Product-Manager-Role-Visualization.png  100% Full time-role  Break down features into Epics and User Stories  Ensure stories are „Ready“  Backlog refinement including user story prioritization  commit strictly according to available capacity (“pulls work”)  Close collaboration w/ Squad  Release forecast and tracking  Defect Management  Customer advocate in engineering  Challenge engineers on business value of technical investments  Challenge PM on business value of features  Alignment with our JTBD  Feature prioritization  Ensure features are “Ready”  Product Roadmap  Business case realization  Portfolio management  Product Strategy  Business value definition  Segmentation  Buy vs. Build  Competitive analysis  Pricing, promotion, place  Forecasting  End of life  Shared Vision / Roadmap  Release Planning  Feature refinement  Positioning & Value definition Sharpen and emphasize the role of a Product Owner  The Product Owner is responsible for delivering the product and addresses the Squads’ need for real- time input on user stories and requirements.  A general rule of thumb is that “Product Manager is more strategic and outward customer-facing while Product Owner is more tactical and inward team-facing” WH © 2019 HERE
  31. 31. Alignment on Visibility of all work including improvement items
  32. 32. Suggestion: Impediment Backlog What causes most of your frustration today? OSS review process? Security approvals? Manual steps? Pending reviews? Insufficient coordination? Most impediments are asked to be resolved within a Squad with self-organization Some are not in control of the Squads. For this, capture a impediment backlog with the Scrum Master. Feature Squad Scrum Master Feature Squad Quality of life improvements impediments not in control of the Squad capture in each Daily Scrum or in Sprint retrospectives discuss and find existing solutions impediment backlog Tribe Leads and CTO escalate with a proposal WH © 2019 HERE
  33. 33. Alignment on Metrics
  34. 34. Alignment: Metric types Measure progress of the Agile Journey A. Input Metrics e.g., number of people invested, number of trainings sessions attended; Leading indicator A. Input Metrics e.g., number of people invested, number of trainings sessions attended; Leading indicator B. Output Metrics e.g., test coverage, or number of units produced, number of clients served; often real time indicator B. Output Metrics e.g., test coverage, or number of units produced, number of clients served; often real time indicator C. Outcome Metrics e.g., number of new customers incl. revenue, workforce engagement, Customer NPS; often trailing indicator C. Outcome Metrics e.g., number of new customers incl. revenue, workforce engagement, Customer NPS; often trailing indicator RM © 2019 HERE
  35. 35. Agile Metrics Considering the useful many to identify the vital few © 2019 HERE44 WH
  36. 36. Holistic, Competing Metrics Unlocking Agility, Jorgen Hesselberg, Addison-Wesley 201745 Viewed as trends over time help provide meaningful view of continuous improvement and drive a more agile way of working Building the things right? Building the right thing? Building at the right speed? Metrics  Net Promoter Score (NPS)  % Sales from New Offerings Metrics  Escaped defects  Mean time to Recover (DevOps stability)  Change Failure Rate (DevOps stability) Metrics  Flow Efficiency  Lead Time (DevOps throughput)  Delivery Frequency (DevOps throughput) WH © 2019 HERE
  37. 37. Holistic, Competing Metrics 48 The Sweet Spot in a dynamically balanced system Building the things right! Building the right thing! Building at the right speed! Metrics  Customer Net Promoter Score (NPS)  % Sales from New Offerings Metrics  Mean time to recover  Change Failure Rate  Escaped defects Metrics  Flow Efficiency  Lead Time  Delivery Frequency WH © 2019 HERE
  38. 38. Data-Driven Improvement – Survey Data • DevOps Capability Assessment of software engineering teams • Gives recommendations how to influence your organization’s performance • Focuses on capability building as levers to improve your outcomes • Benchmarks with industry data of over 30 000 technical professionals • Source for annual “Accelerate State of DevOps Report” since 2014 © 2019 HERE51 DevOps Research & Assessment (DORA) Technical Capabilities Version Control Continuous Integration Deployment Automation Trunk-based Development Test Automation Architecture Teams Empowered to Choose Tools Test Data Management Security Process Capabilities Team Experimentation Change Approval Process Visibility of Customer Feedback Visibility of Work in the Value Stream Working in Small Batches Measurement Capabilities Monitoring Failure Notification Use of WIP Limits Visual Management Cultural Capabilities Job Satisfaction Organizational Culture Learning Culture DORA Capabilities (2018) RM
  39. 39. Conclusion
  40. 40. Learning from Microsoft’s Journey of getting Agile At Scale https://www.forbes.com/sites/stevedenning/2015/10/29/microsofts-sixteen-keys-to-becoming-agile-at- scale/#605ec70615ce  Get good at the science of Agile and Scrum but don’t be overly prescriptive  Don’t copy others: learn from others  Build the culture you want … and you’ll get the behavior you’re after  Stop trying to predict the future  Optimize around customer feedback WH
  41. 41. Summary © 2019 HERE54 • Agile – whether you call it Agile or not • Agile is a journey • Agile In Name Only doesn’t work • Agile For Software Only’ isn‘t sustainable • Agile needs both top-down and bottom-up to drive beyond hierarchy • There is no perfect model … • Overcome resistance • The right level of Alignment enables Autonomy and empowerment • Profitability is a result – not the goal of Agile WH • Amazon, Apple, Facebook, Google, Netflix, and Microsoft • Inspect and Adapt • Learn from failure • Learn from others, don’t just copy • Listen • Go where the Energy is • Co-Create Solutions • Focus on using Agile to solve real business problems • Help develop “Lighthouse” • Hold up the mirror • it’s about the shift in mindset • needs to be holistic
  42. 42. Thank you © 2019 HERE

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