Impact Makers - Enterprise Agility - How to BE Agile
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Impact Makers' SVP Jim Blizzard presented two breakout sessions at the Project Management Institute of Central Virginia's 2019 symposium. The interactive two-part discussion focuses on what to look for as you help drive your company into an age of Enterprise Agility and move from “doing Agile” into “being Agile.”
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Impact Makers - Enterprise Agility - How to BE Agile
- 1. Enterprise Agility #HowToBeAgile Jim Blizzard Senior Vice President of Consulting Services 09/01/2019
- 2. Part I Part I – Planning is key to agility • Brand and strategy alignment • Impeding forces • Aligning to business capabilities • Agile governance Part II – Agility in operations • Architecture • Infrastructure • Intelligence and Automation • Attitudes Planning is key to agility
- 3. Starts with your company’s promise to their customers Job #1 – everything else should align to those promises Must anticipate internal and external forces that will constrain or impact your ability as a company to fulfill on these promises More than a delivery methodology WhatisEnterpriseAgility? 3
- 4. 4 National and Regional Examples: • Nike - "To bring inspiration and innovation to every athlete in the world.” • Nationwide Insurance – “Nationwide Is On Your Side” • Coors Light – “The World’s Most Refreshing Beer” • Tesla: "To accelerate the advent of sustainable transport by bringing compelling mass market electric cars to market" • Geico – “15 Minutes Or Less Can Save You 15% Or More On Car Insurance” • Allstate - "You're in good hands" • Lego - "Endless Play" • Southwest Airlines - “Low fares” • McDonald’s - “Inexpensive, familiar & consistent meal delivered in a clean environment” • BMW - “The ultimate driving machine” • WellStar Health System – providing innovative care models that are focused on improving quality and access to healthcare And…How do your current features/stories align to those promises? Whatare yourcompany’s promisestoyourcustomers? ACTION ITEM If you had a difficult time answering these questions…make that your homework when you return to work! #agilecustomerpromises
- 5. Agility starts with a promise #HowToBeAgile 01 Agility Principle
- 6. 6 • Compliance needs/audit findings • Technology changes and need for innovation • Competition • Fear of change • Unengaged business partners (IT initiated transformation) • Organizational Silos • Lack of decision making • Unaligned processes • Poor knowledge management Truly agile companies are adept at the “bob-and-weave” Forcesthatimpedeenterpriseagility INTERNAL forces that work against agility EXTERNAL forces that work against agility #agilityblockers
- 7. • Clearly stated • Well Groomed/Refined • Real, testable acceptance criteria • Easily traced back to strategic themes (Features/Capabilities and Epics) • Scoped well enough to fit into a sprint • Owned by one dedicated team A Day in the Life of a Story WHAT COULD POSSIBLY GO WRONG? 7
- 8. 8 What could go wrong, you say? Capacity IssuesX Change Management ProcessesX Conflicting PrioritiesX Push vs PullX #agilityblockers
- 9. Anticipate impeding forces #HowToBeAgile 02 Agility Principle
- 10. 10 Delivering on Promises Brand Promise Brand Promise Brand Promise Value your customers can expect to receive every time they interact with you Business Strategy Business Strategy Business Strategy Business Strategy Plan of action designed to achieve a set of goals or objectives Value ValueValue Capacity, materials and expertise an organization needs in order to perform core functions End-to-end Delivery
- 11. 11 Business Capabilities Organizing for Continuous Delivery Enterprise Architecture Data & Information Architecture Technology Architecture Application Architecture Business Architecture Organizational Architecture
- 12. 12
- 13. 13 Operational Value Streams Organizing for Continuous Delivery Business Capability Leader
- 14. 14 Lean budgeting - because project estimation is inaccurate Core Value Time Emerging Future
- 15. Align to business capabilities #HowToBeAgile 03 Agility Principle
- 17. 17 NO EA, Data, Risk, Security, ITIL Doesthateliminatetheneedcentralizedteams? By Facilitating: • Strategy • Innovation • Change • Enterprise Data FOCUS[RE] Automate& By operationalizing governance through automation DEV|SEC|OPS #automategov
- 18. Elevate strategy over governance #HowToBeAgile 04 Agility Principle
- 20. EnterpriseAgility#HowToBeAgile Jim Blizzard Senior Vice President of Consulting Services 09/01/2019
- 21. 01 Agility starts with a promise 02 Anticipate impeding forces 03 Align to business capabilities 04 Elevate strategy over governance Agility Principles Recap 21
- 22. Part II Part I – Planning is key to Agility • Brand and strategy alignment • Impeding forces • Aligning to business capabilities • Agile governance Part II – Agility in 0perations • Architecture • Infrastructure • Intelligence and Automation • Attitudes Agility in Operations
- 23. HowcanIstop architecturalroadblocksinmyquestforagility? Plan architecture runway one Program Increment (PI) or more in front of execution PI 1 PI 2 Runway Feature Runway Feature Runway Feature Story Story 23
- 24. Whatneedsarunway? Data & Information Architecture Technology Architecture Application Architecture Business Architecture Organizational Architecture Any architecture domain may need runway Business Process Design Capability Changes Cloud Foundation Org Redesign Data Exchange Design Integration Design 24
- 25. 25
- 26. Don’t take your eye off the runway #HowToBeAgile 05 Agility Principle
- 27. Common issues that arise in the life of a scrum team Let’stalkinfrastructure! • Infrastructure teams find it difficult to plan capacity in the data centers when the demand is coming from agile teams. Architectural runway helps, but there are often elongated lead times required. • Scrum team MVPs usually need to scale as solutions are implemented across multiple PIs. The total capacity needed may not be known and the beginning and the infrastructure capacity needs to grow/modify iteratively. • Infrastructure teams are typically “shared services” and are not dedicated to the scrum team and must be coordinated with across multiple Release Train Engineers (RTEs) – making train artificially depended on another train. 27
- 28. 28 • Greater Automation & Speed – Use of IaC allows entire data centers to be built (& rebuilt) quickly with high degree of accuracy and quality – all but eliminates lead time for infrastructure. • Scaling is automatic – Operations is simplified from this perspective • Innovation “ready” – The cloud is where products and services are bundled together to quickly pilot and implement creative technology innovation to support business objectives and satisfy the sophisticated customer. Support and agile test & learn / fail-fast mantra with low capital investment required. Movingtothe cloudhelps enableenterpriseagility
- 29. 29 • Costs shift from capitalized costs to expense • Self-service for scrum teams creates disruption in the IT operations world (development and operations merging) • Developers need to become for infrastructure aware • Initial cloud migrations do not realize the full economy of the cloud and iterative optimization items will need to be added to the architectural runway enablers Changestothe organizationwhencloudisintroduced #cloudequalsagile
- 30. Use cloud as an agility enabler The new IT #HowToBeAgile06 Agility Principle
- 31. A well managed data ecosystem can accelerate the exploitation of data for business insights Dataismore importantthanever • Create a coherent data strategy focused on business outcomes • Establish data guidelines • Establish collaborative and iterative automated data governance • Leverage data science to build predictive models from your structured data and unstructured data sources Statistics Data Analysis Machine Learning Algorithms Models Scientific Method Data Science 31
- 32. 32 The data science behind intelligent analytics can improve operations – and provide automation that can bring greater (unattended) improvements • Feeding Robotic Process Automation (RPA) with information for cognitive decisioning • Supporting an environment for IT and business operations “self healing” when processes cross acceptable thresholds All of this frees the knowledge worker to be able to do more decisioning and strategy and not be tied to mundane operational tasks Intelligentanalyticscanbe afoundationforoperationsaswell #rpanimble
- 33. Use analytic insights to predict and react to changing environments07 Agility Principle #HowToBeAgile
- 34. 34 • Lack of understanding of Agile principles • Corporate Culture my react negatively to certain Agile concepts • Fail Fast (creates fear) • Autonomous Teams (creates ambiguity in middle management) • Servant Leadership (many companies have been successful with command & control approaches) • Lack of effective collaboration (breaking down the silos) • General fear (loss of job, abilities, new skillsets, increased transparency, etc.) • Not enough time with coaches to help re-train muscles – when coaches leave too early, there’s a tendency to revert to old methods Common causes for resistance to Agile Why isitdifficultforpeople to BEcomeagile?
- 35. Have an adaptive attitude #HowToBeAgile 08 Agility Principle
- 36. 01 Agility starts with a promise 02 Anticipate impeding forces 03 Align to business capabilities 04 Elevate strategy over governance 05 Don’t take your eye off the runway 06 Use cloud as an agility enabler 07 Use analytic insights to predict and react to changing environments 08 Have an adaptive attitude Summary AgilityPrinciples
Notas do Editor
- Good Morning = My name is Jim Blizzard - I lead our consulting services at Impact Makers. I am passionate about Agility – helping our clients execute to the changing demands of the market, technology and regulatory environments. Change comes at breakneck speed and I try to help my clients not “break their neck”
- ASK: <Write on board> What is AGILE? What is Enterprise Agility? How many folks here are currently working in an Agile Environment? Less than 3 years 3-5 years Greater than 5 How many are working in a scaled Agile environment? SM RTE PO PM Lean Portfolio Management How many of you would consider your journey in Agile to be successful? Why?
- Earlier asked: What is AGILE? What is ENTERPRISE AGILITY Click Agile is MORE THAN a project management methodology. An agile (nimble) company is one that can bob-and-weave as internal and external forces constrain or impact their business processes that allow them to fulfill on their promises to their customer
- PRINCIPLE #1 – AGILITIY STARTS WITH A PROMISE
- Agile is MORE THAN a project management methodology. An agile (nimble) company is one that can bob-and-weave as internal and external forces constrain or impact their business processes that allow them to fulfill on their promises to their company
- Get a participant to be the “story,” a PO, You play the scrum master and 2 team members Run through a Kanban of in progress (include QA here) Have the PO “approve” the story The story goes to production or waits for h/er brothers to go to production together
- Inconsistent Capacity – symptom of running projects through Agile - funding projects Un-engaged business partner How many of you have or are TPOs? How many have Agile environments initiated and run by the business? Defects or production issues get in the way Portfolio decisions are counter intuitive and contradict current sprint or PI objectives ITSM or QA processes slow us down Do your sprints look like: Iterate through development and pass off (waterfall style) to QA and Release/Change management Architecture gets in the way ASK: How many have you experienced? Ask folks to stand up and then sit down if you’ve experienced 1 or less, 2 or less, etc. These are all symptoms of DOING Agile – trying to “check the box”
- Organizing around capabilities: Requires an enterprise understanding of your companies Business Architecture Becomes a natural structure to identify value streams There are a handful of ways to represent business capabilities (BC map/model)
- Team level Scrum only gets you so far… As you scale and introduce the program level Scaled Agile Activities, you begin to organize around your business capabilities (value-streams).
- A value stream is a long-lived series of steps used to deliver value, from concept or customer order to delivery of a tangible result for the customer. Figure 1 illustrates the anatomy of a value stream. Many companies struggle defining their value streams. Capability Map >> Value Stream >> Value Stream Canvas The value stream canvas summaries the value stream Channels Customers Budget People and GEO of folks that deliver in value chain Value Prop What value are you delivering to the customer Which customer problem is being addressed What bundles of product/services offered Which customer needs are satisfied What is the min/viable/product
- Talk about challenges How much time is spent estimating your projects? How much time is spent re-estimating your projects?
- How does Safe address this?