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Agile Transformation Explained

Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.

Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

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Agile Transformation Explained

  1. 1. AGILE TRANSFORMATION
  2. 2. 2 mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  3. 3. W H Y A R E W E T R A N S F O R M I N G ?
  4. 4. 4 GOALS OF GOING AGILE
  5. 5. 5 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation
  6. 6. 6 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
  7. 7. 7 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
  8. 8. 8 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue
  9. 9. 9 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value INNOVATION As companies grow sometimes they slow down and loose the ability to innovate. Agile can help you get back your competitive edge. QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue
  10. 10. 10 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value INNOVATION As companies grow sometimes they slow down and loose the ability to innovate. Agile can help you get back your competitive edge. QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue PRODUCT FIT Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
  11. 11. W H A T A R E W E T R A N S F O R M I N G ?
  12. 12. 12
  13. 13. 13 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles
  14. 14. 14 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles Belief that delivery systems will emerge based on new thinking
  15. 15. 15 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven
  16. 16. 16 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven Belief that agile is a process or way to work
  17. 17. 17 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first
  18. 18. 18 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first Belief that culture and practices only emerge within a rational structural and planning framework
  19. 19. 19 ... all three are essential, but where you start is also essential…
  20. 20. W H A T D O W E N E E D T O O V E R C O M E ?
  21. 21. 21 Single Team HOW BIG IS THE ORGANIZATION? Multiple Teams
  22. 22. 22 DO TEAMS HAVE DEPENDENCIES? Non-instantly Available Resources Too Much Work in Process Large Products with Diverse Technology Low Cohesion & Tight Coupling Technical Debt & Defects Shared Requirements Between Teams Limited Access to Subject Matter Expertise Matrixed Organizations
  23. 23. 23 HOW MUCH RESISTANCE?
  24. 24. T H E N O N - N E G O T I A B L E C O R E
  25. 25. 25 THE 3 THINGS
  26. 26. 26 BACKLOGS THE 3 THINGS
  27. 27. 27 BACKLOGS TEAMS THE 3 THINGS
  28. 28. 28 THE 3 THINGS MEASURABLE PROGRESSBACKLOGS TEAMS
  29. 29. 29 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  30. 30. 30 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  31. 31. 31 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  32. 32. 32 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  33. 33. 33 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  34. 34. 34 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  35. 35. 35 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  36. 36. 36 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  37. 37. 37 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  38. 38. 38 WHAT DO THEY LOOK LIKE AT SCALE? • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement? Metrics & ToolsStructureGovernance
  39. 39. 39 WHAT DO THEY LOOK LIKE AT SCALE? • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement? Metrics & ToolsStructureGovernance
  40. 40. 40 WHAT DO THEY LOOK LIKE AT SCALE? • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement? Metrics & ToolsStructureGovernance
  41. 41. W H E R E A R E W E N O W ?
  42. 42. 42 ADAPTABILITY PREDICTABILITY
  43. 43. 43 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  44. 44. 44 AE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  45. 45. 45 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  46. 46. 46 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 1 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  47. 47. 47 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 2 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  48. 48. 48 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 3 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  49. 49. 49 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL QUADRANT 4 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  50. 50. T R A N S F O R M A T I O N I S A J O U R N E Y
  51. 51. 51 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  52. 52. 52 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  53. 53. 53 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  54. 54. 54 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  55. 55. 55 AE AC PE PC LEAN STARTUP AGILELEAN/ AGILE BECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LOW TRUST
  56. 56. 56 AE AC PE PC AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  57. 57. 57 AE AC PE PC AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  58. 58. A T H E O R Y O F T R A N S F O R M A T I O N
  59. 59. THEORY OF TRANSFORMATION // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  60. 60. THEORY OF TRANSFORMATION // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  61. 61. THEORY OF TRANSFORMATION // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  62. 62. THEORY OF TRANSFORMATION // Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over time
  63. 63. W H E R E A R E W E G O I N G ?
  64. 64. 64 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  65. 65. 65 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  66. 66. 66 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  67. 67. 67 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  68. 68. 68 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  69. 69. 69 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  70. 70. 70 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  71. 71. 71 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  72. 72. 72 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  73. 73. 73 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  74. 74. 74 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  75. 75. 75 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  76. 76. 76 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  77. 77. 77 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  78. 78. 78 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  79. 79. 79 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
  80. 80. 80 LEAN/ AGILE Waterfall RUP SAFe DSDM FDD DAD Nexus LeSS Scrum XP Crystal AE AC PE PC AD-HOC LEAN STARTUP AGILE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  81. 81. 81 LEAN/ AGILE Gartner Mode Two AE AC PE PC AD-HOC LEAN STARTUP AGILE Gartner Mode One EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  82. 82. M A P P I N G T H E J O U R N E Y
  83. 83. 83 AE AC PE PC AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  84. 84. 84 AE AC PE PC BASECAMP 1 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  85. 85. 85 AE AC PE PC BASECAMP 2 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  86. 86. 86 AE AC PE PC BASECAMP 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  87. 87. 87 AE AC PE PC BASECAMP 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 DevOps EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  88. 88. 88 AE AC PE PC BASECAMP 4 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 BC4 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  89. 89. 89 AE AC PE PC BASECAMP 5 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 BC4 BC5 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  90. 90. O R G A N I Z A T I O N A L S T R U C T U R E
  91. 91. 91 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  92. 92. 92 Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  93. 93. 93 Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  94. 94. 94 Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  95. 95. 95 DELIVERY TEAMS
  96. 96. 96 PROGRAM TEAMS DELIVERY TEAMS
  97. 97. 97 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS
  98. 98. G O V E R N A N C E
  99. 99. 99 3-TIER GOVERNANCE EPIC ALIGNMENT MAKE READY EPIC PRIORITIZATION FEATURE DEFINITION STORY READY SOLUTION VALIDATION RELEASE TARGETING STORY MAPPING RELEASE PLANNING IN PROGRESS IN PROGRESS IN PROGRESS EPIC VALIDATION INTEGRATION VALIDATION STORY DONE STORY ACCEPTED FEATURE DEVELOPMENT FEATURE COMPLETED COMPLETED PORTFOLIO TEAM PROGRAM TEAM DELIVERY TEAM STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED DEMAND PLANNING EXECUTION & ACCOUNTABILITY INTAKE E p ic | K a n b a n F e a t u r e | K a n b a n S t o r y | S c r u m
  100. 100. 100 4-TIER GOVERNANCE MAKE READY STORY READY IN PROGRESS STORY DONE STORY ACCEPTED EPIC ALIGNMENT EPIC PRIORITIZATION SOLUTION VALIDATION RELEASE TARGETING IN PROGRESS EPIC VALIDATION COMPLETED PORTFOLIO TEAM PROGRAM TEAM DELIVERY TEAM STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED DEMAND PLANNING EXECUTION & ACCOUNTABILITY FEATURE DEFINITION STORY MAPPING RELEASE PLANNING IN PROGRESS INTEGRATION VALIDATION FEATURE DEPLOYMENT FEATURE COMPLETED INTAKE INVESTMENT DECISION INVESTMENT TARGETING IN PROGRESS INITIATIVE VALIDATION COMPLETED INITIATIVE DEFINITION INITIATIVE ROADMAP MEASUREABLE PROGRESS INVESTMENT I n it ia t iv e | K a n b a n E p ic | K a n b a n F e a t u r e | K a n b a n S t o r y | S c r u m
  101. 101. M E T R I C S
  102. 102. 102 Scrum PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban Kanban
  103. 103. 103 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change
  104. 104. 104 Scrum Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban Kanban Cycle Time Features Blocked Rework/Defects
  105. 105. 105 Takt Time/ Cycle Time Time/Cost/Scope/Value ROI/Capitalization PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects
  106. 106. I N C R E M E N T A L T R A N S F O R M A T I O N
  107. 107. 107 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Increment One AGILE PILOT
  108. 108. 108 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Increment One AGILE ROLLOUT Increment Two AGILE PILOT
  109. 109. 109 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Increment One Three - N AGILE ROLLOUTAGILE PILOT
  110. 110. I T E R A T I V E T R A N S F O R M A T I O N
  111. 111. 111 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration One AGILE PILOT
  112. 112. 112 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Two AGILE PILOT
  113. 113. 113 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Three AGILE PILOT
  114. 114. 114 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Four AGILE PILOT
  115. 115. 115 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Five AGILE PILOT
  116. 116. E X P E D I T I O N S & B A S E C A M P S
  117. 117. 117 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration One AGILE PILOT
  118. 118. 118 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Two AGILE PILOT
  119. 119. 119 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Three Iteration One AGILE ROLLOUTAGILE PILOT
  120. 120. 120 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Four Iteration Two AGILE ROLLOUTAGILE PILOT
  121. 121. 121 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Five Iteration Three AGILE ROLLOUTAGILE PILOT
  122. 122. T H E E X E C U T I V E S G U I D E
  123. 123. 123 STEP ONE WHY HOW WHAT Agile transformation isn’t something that can be done to an organization. They have to be full participants Executive Steering Committee Transformation Leadership Team Holding the organization accountable Remove Impediments Plan the work Review Progress Inspect and Adapt
  124. 124. 124 STEP TWO WHY HOW WHAT We have to have some idea of where we are going before we start We will accept the plan will change Create a working hypothesis for structure, governance, and metrics Plan to progressively elaborate Transformation Workshop Pilot Broad Organization Rollout Create Feedback Loops
  125. 125. 125 STEP THREE WHY HOW WHAT We have to be able to give the organization some idea of what we are doing, when, and how long Expeditions Basecamps Sequenced in Time What teams are going to be formed? What training do they need? What coaching do they need? When will this all happen?
  126. 126. 126 STEP FOUR WHY HOW WHAT Very similar to an agile release plan, we want a rolling 90-day, fairly specific view of what is going to take place Transformation leadership team meets periodically to plan forward, assess progress, and adjust as necessary Week by week training and coaching plans Detailed resource planning Expected activities and outcomes.
  127. 127. 127 STEP FIVE WHY HOW WHAT Very similar to a sprint cycle in Scrum We want to periodically assess progress, retrospect, and adjust ELT reviews progress against strategy and outcomes TLT focuses on how well the plan is moving along Scheduled recurring meetings Review planning artifacts Review metrics Improvement plans
  128. 128. 128 STEP SIX WHY HOW WHAT The whole reason we are doing this is to get better business outcomes This is where we begin justifying the investment Create hypotheses Conduct experiments Demonstrate outcomes Pivot based on what we learn Assessments Status Reports Coaching Plans
  129. 129. 129 STEP SEVEN WHY HOW WHAT We want to be able to trace improvements in the system to tangible business benefits Business metric baselines Regularly show progress Update coaching plans as necessary Assessment Outcomes Transformation Metrics Business Metrics
  130. 130. 130 STEP EIGHT WHY HOW WHAT Our understanding will evolve throughout the transformation Re-assess the End-State Vision based on the evolving understanding Refine the End-State Vision and the Roadmap
  131. 131. 131 STEP NINE WHY HOW WHAT Letting everyone know what is going on and the success of the program will create excitement and energy Regular communication from leadership Be transparent about progress and impediments Town Halls Executive Roundtables Signage Information Radiators Cadence of Accountability
  132. 132. 132 STEP TEN WHY HOW WHAT Understand what’s in it for everyone involved and help them see where they fit in the new organization Clarity Accountability Measureable progress Team assignments Staffing plans Job descriptions Job aids Communities of Practice
  133. 133. A T H E O R Y O F T R A N S F O R M A T I O N
  134. 134. THEORY OF TRANSFORMATION // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  135. 135. THEORY OF TRANSFORMATION // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  136. 136. THEORY OF TRANSFORMATION // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  137. 137. THEORY OF TRANSFORMATION // Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over time
  138. 138. 138 mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  139. 139. AGILE TRANSFORMATION

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