A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.

1. AT10
Concurrent Session
11/9/17 3:00 PM
Agile Performance Holarchy (APH)—A
Model for Scaling Agile Teams
Presented by:
Jeff Dalton
Broadsword Solutions
Brought to you by:
350 Corporate Way, Suite 400, Orange Park, FL 32073
888---268---8770 ·· 904---278---0524 - info@techwell.com - https://www.techwell.com/

2. Jeff Dalton
Broadsword Solutions
Jeff Dalton is president of Broadsword, a different kind of performance
innovation firm that helps engineering and software organizations get better at
what they do. He is also chief evangelist at AgileCxO.org (@agilecxo), an agile
leadership research and development organization that builds performance
models, training, and certifications for current and future agile leaders. With
more than twenty-five years as a developer, architect, director, VP, CIO, and
consultant in the automotive, defense, and healthcare sectors, Jeff applies his
experience to help software teams be more agile while building stronger
capability. He has written several books on Agile, Scrum, and CMMI. In his spare
time, Jeff builds experimental airplanes.

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The Agile Performance Holarchy
Operating System for Agile Leaders

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e L C o m e W

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Artwork by Broadsword Ar;st-in-Residence
Sam Melroy
Context
Most large “Agile”
organiza;ons we’ve
assessed have
demonstrated
limited
“how-a-bility.

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An Opera)ng System for Agile Leaders
Agile OS Stack

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Leading
Leading
e l a s V u

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Leading
> Openness
> Focus
> Commitment
> Respect
> Visibility
> Sense of Humor
> Courage
> Fail Fast
Derived from Exploring Scrum: The Fundamentals by Dan Rawsthorne and Doug Shimp
e l a s V u
Values Traceability
SCRUM
DAILY STANDUP, SPRINT DEMO,
INFORMATION RADIATORS, SPRINTS
Leading
Openness

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Leading
Go on a Gemba Walk
> Observe
> Engage
> Improve
Providing

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Providing
Classifying
defects as bad
Skipping
Retrospec;ves
Entering into
contracts
without
agile terms
Iden;fying
ways to
improve
Monitoring
partners to
ensure your
success
Start
Continue
Stop
Retrospectives
Using
discipline with
Retrospec;ves
Conduc;ng
enterprise
Retrospec;ves
Using criteria
when
selec;ng
Agile partners

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Envisioning
Product Backlog - Customer Need
Envisioning
Epic
User Story
Child Story
Tasks
Epic
User Story
Child Story
Tasks
Epic
User Story
Child Story
Tasks

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Crafting

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Crafting
Craasmanship, it ain’t just for coding anymore
> Think about something you own or like that has
craasmanship
Lean Startup, it’s not just for startups anymore
> Lean Startup should be the core of any agile
roadmap
Ceremonies, if one doesn’t exist, craa your own
> Turn process into behavior by applying agile values
Af8irming

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Af8irming
Con$irming
> As an agile leader,
> I want to visit, observe, and
evaluate my Agile Teams,
> so I can confirm their adop;on
of agile values and techniques
Understanding
> As an agile leader,
> I want to collect, analyze, and
report useful metrics,
> so I can understand the
performance of my Agile Teams
Go to the Gemba!
“Walk the Talk”
Team Feedback
Goal, Ques;on, Metric
Informa;on Radiators
Retrospec;ves
Teaming

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Separate
Role from Soul*
VS
Roles are “energized” by exercising
accountabili;es*
* Derived from Holacracy by Brian Robertson © 2005
Roles and Accountabili)es
Planner Instructor Coder Facilitator Marketer Cataloger
Scoping and
es;ma;ng
projects
Designing
training
materials
Selec;ng
technologies
Scrum
Mastering
Crea;ng Market
Buzz
Maintaining
Service Catalog
Iden;fying Risks Delivering
classes
Designing
Solu;ons
Facilita;ng
Workshops
Conduc;ng
Sales Calls
Processing
Change
Requests to
catalog
Tailoring Plans Capturing
Feedback
Wri;ng Unit
Test Cases
Leading Peer
Reviews
Maintaining the
CRM
Evolving
Proposal
Template
Specifying
Measures
Assessing
effec;veness
Codifying
Solu;ons
Resolving
Impediments
Coltroling
Defining
Environment
Leading Spring
Demos
Akending Agile
Ceremonies
Julie Jeff Ross Julie Rob Paky

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“HOW-A-BILITY” MODEL FOR AGILE LEADERS
• Clear Guidance for Agile performance across the enterprise
• OS for scaling Agile across your organiza;on
• Guidelines for a definable set of Agile roles and responsibili;es
• Benchmark your organiza;on against a common OS (and other
organiza;ons)
• Measurable results to gauge the investment made in adop;ng Agile
(for the boardroom and customer)
Why Adopt the Agile Performance Holarchy®?

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Visit www.AgileCxO.org for more informa;on

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> Agile Leadership Podcast series
> Agile Leadership Checkbook and app
> Agile leadership blog
> Agile leadership lightning lessons
> Performance models, training, and
cer;fica;ons for agile organiza;ons
Resources
AgileCxO Pilot!
Be an early adopter with our pilot!
AgileLeader@AgileCxO.org for more

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AgileCxO Transformation Partner
AgileLeader@AgileCxO.org for more

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39
To get a copy of this presenta;on
(and tons of other stuff…),
TEXT “AGILE” to 313131
VISIT AGILECXO.ORG FOR MORE
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