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Overview	
  of	
  The	
  Enterprise	
  
Agility	
  Model	
  
May	
  2013	
  

Enterprise	
  Agility	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐1-­‐	
  
Damon	
  Poole	
  
•  Chief	
  Agilist,	
  Eliassen	
  Group’s	
  Agile	
  PracIce	
  
–  Coaching:	
  TransformaIon	
  and	
  Tune-­‐ups	
  
–  Training	
  
•  23	
  years	
  of	
  process	
  change:	
  small	
  co-­‐located	
  teams	
  to	
  
mulI-­‐hundred	
  team	
  global	
  enterprises	
  
•  Founder	
  and	
  past	
  CTO	
  and	
  CEO	
  of	
  AccuRev	
  
•  Creator	
  of	
  mulIple	
  Jolt-­‐award	
  winning	
  products	
  
•  Past	
  President	
  of	
  Agile	
  New	
  England	
  
•  Author	
  of	
  “DIY	
  Agile	
  Kickstart”	
  
•  Consulted	
  with	
  Ford	
  IT,	
  Orbitz,	
  Fidelity,	
  Capital	
  One,	
  
ING	
  Direct,	
  and	
  many	
  others	
  
•  Taught	
  Agile	
  techniques	
  to	
  thousands	
  of	
  people	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐2-­‐	
  
Agenda	
  
Diluted	
  Agile	
  
Sell	
  the	
  idea	
  –	
  The	
  Financial	
  IncenIve	
  
Enterprise	
  Agility	
  starts	
  at	
  the	
  team	
  level	
  
PracIces	
  for	
  cross-­‐team	
  synchronizaIon	
  
An	
  organizaIon	
  purpose-­‐built	
  for	
  Agile	
  
Tooling	
  to	
  support	
  Enterprise	
  Agility	
  
The	
  Enterprise	
  Agility	
  approach	
  to	
  
transformaIon	
  
•  Next	
  steps	
  for	
  Monday	
  morning	
  
• 
• 
• 
• 
• 
• 
• 

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐3-­‐	
  
Agile	
  DiluIon	
  
IniIaIon	
  
&	
  Funding	
  
Requirements	
  
&	
  EsImaIon	
  
Design	
  
PotenIally	
  Affected	
  
Planning	
  
•  ExecuIves	
  
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 

Senior	
  Leaders	
  
Business	
  
MarkeIng	
  
Sales	
  
Human	
  Resources	
  
Finance	
  (capitalizaIon)	
  
Product	
  Management	
  
Architecture	
  
PMO	
  /	
  Project	
  Management	
  
Release	
  Management	
  
Customers	
  
Partners	
  

Agile	
  touches	
  everything	
  

Trad	
  Prj	
  Mgmt	
  
Agile	
  Teams	
  
TesIng	
  
User	
  
Acceptance	
  
Release	
  

1	
   2	
   3	
   4	
   5	
   6	
   7	
   8	
   9	
   10	
   11	
   12	
   13	
   14	
   15	
   16	
   17	
   18	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐4-­‐	
  
PotenIal	
  SoluIons	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐5-­‐	
  
Approaches	
  for	
  CreaIng	
  an	
  Agile	
  Ecosystem	
  

SAFe	
  

Enterprise	
  Agility	
  

Others	
  
•  Larman/Bodde	
  Scaling	
  Frameworks:	
  FW-­‐1	
  &	
  FW-­‐2	
  
•  Enterprise	
  Scrum	
  
•  Roll	
  your	
  own	
  (default	
  approach)	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐6-­‐	
  
Enterprise	
  Agility	
  Model	
  
DELIVERY	
  
FUNDING	
   BASED	
  
DECISIONS	
   MANAGEMENT	
  

ESCALATION	
  

CAPACITY	
  BASED	
  INVESTMENT	
  

PORTFOLIO	
  OF	
  PROGRAMS	
  

AGILE	
  OFFICE	
  

LOB	
  
EPICS	
  
LOB	
  
CUSTOMERS	
   BUSINESS
LEADERS	
  
DELIVERY	
  
BASED	
  
CYCLE	
  TIME	
  
METRICS	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐7-­‐	
  

AGILE	
  
PROJECT	
  
MGMT	
  

AGILE	
  SCM	
  

I1	
  
ARCHITECTURE	
  

RELEASE	
  TEAM	
  /	
  OPS	
  

I2	
  
1-­‐CLICK	
  
DEPLOY	
  

I3	
  
The	
  Financial	
  IncenIve	
  for	
  Enterprise	
  Agility	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐8-­‐	
  
TranslaIng	
  MVI	
  to	
  Business	
  Benefits	
  

$0	
  
MVI	
  1	
  

Project	
  A	
  
MVI	
  2	
  

$300K	
  

$600K	
  

$900K	
  

?	
  

1	
   2	
   3	
   4	
   5	
   6	
   7	
   8	
   9	
   10	
   11	
   12	
   13	
   14	
   15	
   16	
   17	
   18	
  
months	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐9-­‐	
  
An	
  Example	
  of	
  the	
  Effect	
  of	
  Working	
  by	
  MVI	
  
Receive	
  an	
  
extra	
  $450K	
  
$150K	
  

$0	
  

$450K	
  

MVI	
  1	
  
MVI	
  2	
  
1	
   2	
   3	
   4	
   5	
   6	
   7	
   8	
   9	
   10	
   11	
   12	
   13	
   14	
   15	
   16	
   17	
   18	
  
months	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐10-­‐	
  
The	
  Cost	
  of	
  Too	
  Many	
  Projects	
  in	
  Progress	
  
Project	
  A	
  
Project	
  B	
  
Project	
  C	
  
Project	
  D	
  
Project	
  E	
  
Project	
  F	
  
1	
   2	
   3	
   4	
   5	
   6	
   7	
   8	
   9	
   10	
  11	
  12	
  13	
  14	
  15	
  16	
  17	
  18	
  
months	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐11-­‐	
  
An	
  Example	
  of	
  the	
  Effect	
  of	
  LimiIng	
  Projects	
  in	
  Progress	
  
$0	
  

$600K	
   $1.2M	
   $2.4M	
   $3.6M	
  

Project	
  A	
  
Project	
  B	
  

Receive	
  an	
  
extra	
  $3.6M	
  

Project	
  C	
  
Project	
  D	
  

•  Requires	
  smaller	
  #	
  of	
  projects	
  in	
  progress	
  
•  Requires	
  prioriIzing	
  the	
  order	
  of	
  projects	
  

Project	
  E	
  
Project	
  F	
  

1	
   2	
   3	
   4	
   5	
   6	
   7	
   8	
   9	
   10	
  11	
  12	
  13	
  14	
  15	
  16	
  17	
  18	
  
months	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐12-­‐	
  
Team	
  Level	
  Enablement	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐13-­‐	
  
What	
  Defines	
  Air	
  Travel	
  
•  Benefit:	
  gepng	
  from	
  here	
  to	
  there	
  quickly	
  
•  Plane	
  
–  Aerodynamic	
  body	
  
–  Control	
  surfaces	
  
–  More	
  liq	
  than	
  weight	
  
–  Landing	
  gear	
  

•  Trained	
  pilot	
  (s)	
  
•  At	
  least	
  two	
  runways	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐14-­‐	
  
What	
  it	
  takes	
  
Agreements	
  and	
  Boundaries	
  
to	
  get	
  the	
  
benefits	
  of	
  
Scrum	
  

1	
  

3	
  

4	
  

5	
  

6	
  

7	
  

8	
  

9	
  

10	
  

11	
  

12	
  

13	
  

14	
  

15	
  

16	
  

17	
  

18	
  

19	
  

20	
  

21	
  

22	
  

23	
  

24	
  

25	
  

26	
  

27	
  

28	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐15-­‐	
  

2	
  

29	
  

30	
  

31	
  
Team	
  Level	
  
•  Get	
  incredible	
  at	
  wriIng	
  small	
  user	
  stories	
  
–  Well	
  defined	
  Who,	
  What,	
  and	
  Why	
  
–  DefiniIon	
  of	
  ready	
  and	
  done	
  
–  I.N.V.E.S.T.	
  
–  Acceptance	
  criteria	
  
–  Story	
  splipng	
  
–  VerIcal	
  slices	
  

•  For	
  soqware	
  projects	
  
–  Implement	
  TDD	
  
–  Use	
  automated	
  tesIng	
  for	
  all	
  new	
  work	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐16-­‐	
  
Team	
  Level	
  
•  There	
  is	
  a	
  product	
  owner	
  for	
  each	
  team	
  
•  Apply	
  Lean	
  
–  Implement	
  one-­‐piece	
  flow	
  
–  Use	
  a	
  card	
  wall:	
  physical	
  or	
  electronic	
  
–  Use	
  WIP	
  limits	
  on	
  a	
  per-­‐team	
  basis	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐17-­‐	
  
What	
  does	
  it	
  take	
  to	
  get	
  a	
  
hosix/patch	
  to	
  your	
  customer?	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐18-­‐	
  
“One	
  Piece	
  Flow”	
  
Done!	
  

Done!	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

Done!	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐19-­‐	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

#define	
  a	
  b	
  
/*	
  
	
  *	
  This	
  is	
  great	
  code.	
  
	
  */	
  
bool	
  doStuff	
  (	
  )	
  {	
  
	
  	
  index++;	
  
}	
  
	
  

Done!	
  
Cross-­‐Team	
  Enablement	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐20-­‐	
  
SynchronizaIon	
  Points	
  
Example:	
  common	
  synch	
  point:	
  every	
  2	
  weeks	
  

Kanban,	
  con)nuous	
  flow,	
  done	
  a0er	
  every	
  story,	
  
con)nuous	
  synchroniza)on	
  

1	
   2	
   3	
   4	
   5	
   6	
   7	
   8	
   9	
   10	
  
Weeks	
  
•  Each	
  team	
  chooses	
  1	
  or	
  more	
  of	
  the	
  following:	
  Scrum,	
  Kanban,	
  XP	
  
•  IteraIon	
  lengths	
  must	
  synchronize	
  every	
  4	
  weeks	
  or	
  less	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐21-­‐	
  
Planning,	
  Reviews	
  &	
  Retros	
  Structure	
  

Daily	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐22-­‐	
  

Weekly	
  

On	
  a	
  regular	
  
cadence	
  
OrganizaIonal	
  Enablement	
  of	
  Agile	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐23-­‐	
  
Scaling	
  Agile	
  is	
  More	
  Than	
  #	
  of	
  Teams	
  
1.  Team	
  Agility	
  
2.  MulI-­‐team	
  CoordinaIon	
  
3.  Enterprise	
  Agility	
  

OrganizaIonal	
  
Structure	
  

CompensaIon	
  
Funding	
  
Model	
  
ban,	
  
n
m,	
  Ka or	
  XP	
  
Scru and/

3	
  
2	
  
1	
  
Team(s)	
  

Tools	
  &	
  
Tech	
  

Metrics	
  
Cycle	
  
Time	
  
Impediments	
  

Projects	
  in	
  
Progress	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐24-­‐	
  

Management	
  
Top	
  Ten	
  Headwinds	
  and	
  Tailwinds	
  
Area	
  

Tradi)onal	
  

Agile	
  

Organiza)onal	
  structure	
  

FuncIon	
  &	
  project	
  

Product,	
  team,	
  &	
  delivery	
  

Funding	
  

Full	
  scope	
  

Incremental	
  

Compensa)on	
  

Individual	
  based	
  

Includes	
  consideraIon	
  of	
  team,	
  
and	
  delivery	
  

Metrics	
  

FuncIonal,	
  plan	
  based	
   Team,	
  business	
  value	
  delivery	
  

Tools	
  and	
  technology	
  

TradiIonal	
  

Agile-­‐oriented	
  

Impediments	
  

Rarely	
  raised	
  

Focus	
  on	
  raising	
  &	
  addressing	
  

Management	
  of	
  Teams	
  

FuncIon	
  based	
  

Delivery	
  based	
  

Business	
  &	
  IT	
  interac)on	
   Big	
  handoffs	
  

Daily	
  interacIon	
  

Teams	
  

Large,	
  funcIonal,	
  
project-­‐based,	
  
transient,	
  &	
  dynamic	
  

Small,	
  cross-­‐funcIonal,	
  
product-­‐based,	
  long	
  standing	
  &	
  
staIc	
  

Agile	
  Skillset	
  

Low	
  

High	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐25-­‐	
  
Tooling	
  to	
  Support	
  Enterprise	
  Agility	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐26-­‐	
  
Automatable	
  

CreaIve	
  

Product	
  
Mgmt	
  

Dev	
  

Test	
  

Deploy	
  

Business	
  
Planning	
  

Design/Code	
  

Test	
  
Design	
  

Releng	
  

Data	
  
Gathering	
  

Test/Debug	
  

Test	
  
ExecuIon	
  

Release	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐27-­‐	
  
ConInuous	
  *Everything*	
  
Design/Code	
  

Automatable	
  

CreaIve	
  

Business	
  
Planning	
  
Test	
  
Design	
  

Data	
  
Gathering	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐28-­‐	
  

Releng	
  

Build/Test	
  

Release	
  
The	
  Enterprise	
  Agility	
  TransformaIon	
  Approach	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐29-­‐	
  
Agile	
  Principles	
  Applied	
  to	
  TransformaIon	
  
•  Run	
  the	
  transformaIon	
  as	
  an	
  Agile	
  project	
  
•  The	
  Simplest	
  Thing	
  That	
  Could	
  Possibly	
  Work	
  
•  Measure	
  every	
  construct/pracIce	
  against	
  the	
  
Agile	
  Manifesto	
  
•  Incremental	
  “architecture”	
  
–  Evolve	
  the	
  organizaIon	
  towards	
  Enterprise	
  Agile	
  
rather	
  than	
  create	
  a	
  big	
  up	
  front	
  plan	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐30-­‐	
  
Agile	
  Maturity	
  Indicators	
  
Slows	
  
AdopIon	
  

Stable	
  
Accelerates	
  adopIon	
  

Impeded	
  (0)	
  
Metrics	
  

Transi)on	
  (1)	
  

Sustainable	
  (2)	
  

Metrics	
  are	
  all	
   Delivery	
  based	
  
funcIon	
  based	
   metrics	
  are	
  being	
  
tried,	
  planned,	
  or	
  
discussed	
  

50%+	
  of	
  metrics	
  
are	
  delivery	
  based.	
  
Old	
  metrics	
  are	
  sIll	
  
being	
  tracked	
  and	
  
used	
  

50%+	
  of	
  metrics	
  
Metrics	
  are	
  
are	
  delivery	
  based	
   primarily	
  
and	
  old	
  metrics	
  are	
   delivery	
  based	
  
no	
  longer	
  being	
  
tracked	
  or	
  used	
  

Being	
  held	
  every	
  
day,	
  15	
  minutes,	
  
impediments	
  
raised,	
  team	
  
understands	
  it	
  is	
  
for	
  them.	
  

Daily,	
  short,	
  
effecIve.	
  Runs	
  well	
  
with	
  or	
  without	
  
Scrum	
  Master.	
  
Team	
  does	
  an	
  on-­‐
the-­‐spot	
  analysis	
  of	
  
how	
  things	
  are	
  
going	
  and	
  takes	
  
correcIve	
  acIon.	
  

Standups	
   Not	
  being	
  held	
  
(or	
  
similar)	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐31-­‐	
  

Not	
  held	
  every	
  day	
  
and/or	
  not	
  effecIve,	
  
oqen	
  looked	
  at	
  as	
  a	
  
status	
  meeIng,	
  not	
  
a	
  benefit	
  for	
  the	
  
team.	
  Can't	
  keep	
  to	
  
the	
  3	
  quesIons	
  and/
or	
  mtg	
  takes	
  more	
  
than	
  15	
  min.	
  

Agile	
  (3)	
  

Ideal	
  (4)	
  

PosiIvely	
  
adapted	
  to	
  the	
  
needs	
  of	
  the	
  
team	
  
The	
  Path	
  to	
  Agility	
  –	
  StarIng	
  Point	
  
0	
   1	
   2	
   3	
   4	
  

44	
  Indicators	
  

OrganizaIonal	
  
Support	
  

Team	
  Dynamics	
  
Team	
  Structure	
  

Per	
  Team	
  

Product	
  

Process	
  Mechanics	
  
Engineering	
  PracIces	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐32-­‐	
  
The	
  Path	
  to	
  Agility	
  –	
  Example	
  Goal	
  
0	
   1	
   2	
   3	
   4	
  

44	
  Indicators	
  

OrganizaIonal	
  
Support	
  

Team	
  Dynamics	
  
Team	
  Structure	
  

Per	
  Team	
  

Product	
  

Process	
  Mechanics	
  
Engineering	
  PracIces	
  
©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐33-­‐	
  
Agile	
  Maturity	
  Radar	
  Chart	
  –	
  Team	
  Level	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐34-­‐	
  
Enterprise	
  Agility	
  Summary	
  
•  Enterprise	
  Agility	
  Model	
  
•  Enterprise	
  Agility	
  Guide	
  
–  OrganizaIon	
  level	
  pracIces	
  
–  OrganizaIon	
  level	
  changes	
  
–  Cross-­‐team	
  pracIces	
  
–  Team	
  level	
  pracIces	
  
–  TransformaIon	
  approach	
  

•  Agile	
  Maturity	
  Matrix	
  Tool	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐35-­‐	
  
Next	
  Steps	
  /	
  Q&A	
  
•  Download	
  the	
  materials	
  
–  h~ps://summit.atlassian.com/archives/	
  	
  

•  Share	
  with	
  your	
  team/organizaIon	
  
•  As	
  a	
  team/leadership,	
  assess	
  your	
  
team/organizaIon	
  
•  Discuss	
  the	
  results	
  and	
  consider	
  improvements	
  

©	
  2013	
  Eliassen	
  Group.	
  All	
  Rights	
  Reserved	
  -­‐36-­‐	
  
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W4 0245 agility_v1

  • 1. Overview  of  The  Enterprise   Agility  Model   May  2013   Enterprise  Agility   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐1-­‐  
  • 2. Damon  Poole   •  Chief  Agilist,  Eliassen  Group’s  Agile  PracIce   –  Coaching:  TransformaIon  and  Tune-­‐ups   –  Training   •  23  years  of  process  change:  small  co-­‐located  teams  to   mulI-­‐hundred  team  global  enterprises   •  Founder  and  past  CTO  and  CEO  of  AccuRev   •  Creator  of  mulIple  Jolt-­‐award  winning  products   •  Past  President  of  Agile  New  England   •  Author  of  “DIY  Agile  Kickstart”   •  Consulted  with  Ford  IT,  Orbitz,  Fidelity,  Capital  One,   ING  Direct,  and  many  others   •  Taught  Agile  techniques  to  thousands  of  people   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐2-­‐  
  • 3. Agenda   Diluted  Agile   Sell  the  idea  –  The  Financial  IncenIve   Enterprise  Agility  starts  at  the  team  level   PracIces  for  cross-­‐team  synchronizaIon   An  organizaIon  purpose-­‐built  for  Agile   Tooling  to  support  Enterprise  Agility   The  Enterprise  Agility  approach  to   transformaIon   •  Next  steps  for  Monday  morning   •  •  •  •  •  •  •  ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐3-­‐  
  • 4. Agile  DiluIon   IniIaIon   &  Funding   Requirements   &  EsImaIon   Design   PotenIally  Affected   Planning   •  ExecuIves   •  •  •  •  •  •  •  •  •  •  •  •  Senior  Leaders   Business   MarkeIng   Sales   Human  Resources   Finance  (capitalizaIon)   Product  Management   Architecture   PMO  /  Project  Management   Release  Management   Customers   Partners   Agile  touches  everything   Trad  Prj  Mgmt   Agile  Teams   TesIng   User   Acceptance   Release   1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐4-­‐  
  • 5. PotenIal  SoluIons   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐5-­‐  
  • 6. Approaches  for  CreaIng  an  Agile  Ecosystem   SAFe   Enterprise  Agility   Others   •  Larman/Bodde  Scaling  Frameworks:  FW-­‐1  &  FW-­‐2   •  Enterprise  Scrum   •  Roll  your  own  (default  approach)   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐6-­‐  
  • 7. Enterprise  Agility  Model   DELIVERY   FUNDING   BASED   DECISIONS   MANAGEMENT   ESCALATION   CAPACITY  BASED  INVESTMENT   PORTFOLIO  OF  PROGRAMS   AGILE  OFFICE   LOB   EPICS   LOB   CUSTOMERS   BUSINESS LEADERS   DELIVERY   BASED   CYCLE  TIME   METRICS   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐7-­‐   AGILE   PROJECT   MGMT   AGILE  SCM   I1   ARCHITECTURE   RELEASE  TEAM  /  OPS   I2   1-­‐CLICK   DEPLOY   I3  
  • 8. The  Financial  IncenIve  for  Enterprise  Agility   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐8-­‐  
  • 9. TranslaIng  MVI  to  Business  Benefits   $0   MVI  1   Project  A   MVI  2   $300K   $600K   $900K   ?   1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐9-­‐  
  • 10. An  Example  of  the  Effect  of  Working  by  MVI   Receive  an   extra  $450K   $150K   $0   $450K   MVI  1   MVI  2   1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐10-­‐  
  • 11. The  Cost  of  Too  Many  Projects  in  Progress   Project  A   Project  B   Project  C   Project  D   Project  E   Project  F   1   2   3   4   5   6   7   8   9   10  11  12  13  14  15  16  17  18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐11-­‐  
  • 12. An  Example  of  the  Effect  of  LimiIng  Projects  in  Progress   $0   $600K   $1.2M   $2.4M   $3.6M   Project  A   Project  B   Receive  an   extra  $3.6M   Project  C   Project  D   •  Requires  smaller  #  of  projects  in  progress   •  Requires  prioriIzing  the  order  of  projects   Project  E   Project  F   1   2   3   4   5   6   7   8   9   10  11  12  13  14  15  16  17  18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐12-­‐  
  • 13. Team  Level  Enablement   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐13-­‐  
  • 14. What  Defines  Air  Travel   •  Benefit:  gepng  from  here  to  there  quickly   •  Plane   –  Aerodynamic  body   –  Control  surfaces   –  More  liq  than  weight   –  Landing  gear   •  Trained  pilot  (s)   •  At  least  two  runways   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐14-­‐  
  • 15. What  it  takes   Agreements  and  Boundaries   to  get  the   benefits  of   Scrum   1   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   19   20   21   22   23   24   25   26   27   28   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐15-­‐   2   29   30   31  
  • 16. Team  Level   •  Get  incredible  at  wriIng  small  user  stories   –  Well  defined  Who,  What,  and  Why   –  DefiniIon  of  ready  and  done   –  I.N.V.E.S.T.   –  Acceptance  criteria   –  Story  splipng   –  VerIcal  slices   •  For  soqware  projects   –  Implement  TDD   –  Use  automated  tesIng  for  all  new  work   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐16-­‐  
  • 17. Team  Level   •  There  is  a  product  owner  for  each  team   •  Apply  Lean   –  Implement  one-­‐piece  flow   –  Use  a  card  wall:  physical  or  electronic   –  Use  WIP  limits  on  a  per-­‐team  basis   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐17-­‐  
  • 18. What  does  it  take  to  get  a   hosix/patch  to  your  customer?   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐18-­‐  
  • 19. “One  Piece  Flow”   Done!   Done!   #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     Done!   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐19-­‐   #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     Done!  
  • 20. Cross-­‐Team  Enablement   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐20-­‐  
  • 21. SynchronizaIon  Points   Example:  common  synch  point:  every  2  weeks   Kanban,  con)nuous  flow,  done  a0er  every  story,   con)nuous  synchroniza)on   1   2   3   4   5   6   7   8   9   10   Weeks   •  Each  team  chooses  1  or  more  of  the  following:  Scrum,  Kanban,  XP   •  IteraIon  lengths  must  synchronize  every  4  weeks  or  less   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐21-­‐  
  • 22. Planning,  Reviews  &  Retros  Structure   Daily   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐22-­‐   Weekly   On  a  regular   cadence  
  • 23. OrganizaIonal  Enablement  of  Agile   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐23-­‐  
  • 24. Scaling  Agile  is  More  Than  #  of  Teams   1.  Team  Agility   2.  MulI-­‐team  CoordinaIon   3.  Enterprise  Agility   OrganizaIonal   Structure   CompensaIon   Funding   Model   ban,   n m,  Ka or  XP   Scru and/ 3   2   1   Team(s)   Tools  &   Tech   Metrics   Cycle   Time   Impediments   Projects  in   Progress   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐24-­‐   Management  
  • 25. Top  Ten  Headwinds  and  Tailwinds   Area   Tradi)onal   Agile   Organiza)onal  structure   FuncIon  &  project   Product,  team,  &  delivery   Funding   Full  scope   Incremental   Compensa)on   Individual  based   Includes  consideraIon  of  team,   and  delivery   Metrics   FuncIonal,  plan  based   Team,  business  value  delivery   Tools  and  technology   TradiIonal   Agile-­‐oriented   Impediments   Rarely  raised   Focus  on  raising  &  addressing   Management  of  Teams   FuncIon  based   Delivery  based   Business  &  IT  interac)on   Big  handoffs   Daily  interacIon   Teams   Large,  funcIonal,   project-­‐based,   transient,  &  dynamic   Small,  cross-­‐funcIonal,   product-­‐based,  long  standing  &   staIc   Agile  Skillset   Low   High   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐25-­‐  
  • 26. Tooling  to  Support  Enterprise  Agility   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐26-­‐  
  • 27. Automatable   CreaIve   Product   Mgmt   Dev   Test   Deploy   Business   Planning   Design/Code   Test   Design   Releng   Data   Gathering   Test/Debug   Test   ExecuIon   Release   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐27-­‐  
  • 28. ConInuous  *Everything*   Design/Code   Automatable   CreaIve   Business   Planning   Test   Design   Data   Gathering   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐28-­‐   Releng   Build/Test   Release  
  • 29. The  Enterprise  Agility  TransformaIon  Approach   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐29-­‐  
  • 30. Agile  Principles  Applied  to  TransformaIon   •  Run  the  transformaIon  as  an  Agile  project   •  The  Simplest  Thing  That  Could  Possibly  Work   •  Measure  every  construct/pracIce  against  the   Agile  Manifesto   •  Incremental  “architecture”   –  Evolve  the  organizaIon  towards  Enterprise  Agile   rather  than  create  a  big  up  front  plan   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐30-­‐  
  • 31. Agile  Maturity  Indicators   Slows   AdopIon   Stable   Accelerates  adopIon   Impeded  (0)   Metrics   Transi)on  (1)   Sustainable  (2)   Metrics  are  all   Delivery  based   funcIon  based   metrics  are  being   tried,  planned,  or   discussed   50%+  of  metrics   are  delivery  based.   Old  metrics  are  sIll   being  tracked  and   used   50%+  of  metrics   Metrics  are   are  delivery  based   primarily   and  old  metrics  are   delivery  based   no  longer  being   tracked  or  used   Being  held  every   day,  15  minutes,   impediments   raised,  team   understands  it  is   for  them.   Daily,  short,   effecIve.  Runs  well   with  or  without   Scrum  Master.   Team  does  an  on-­‐ the-­‐spot  analysis  of   how  things  are   going  and  takes   correcIve  acIon.   Standups   Not  being  held   (or   similar)   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐31-­‐   Not  held  every  day   and/or  not  effecIve,   oqen  looked  at  as  a   status  meeIng,  not   a  benefit  for  the   team.  Can't  keep  to   the  3  quesIons  and/ or  mtg  takes  more   than  15  min.   Agile  (3)   Ideal  (4)   PosiIvely   adapted  to  the   needs  of  the   team  
  • 32. The  Path  to  Agility  –  StarIng  Point   0   1   2   3   4   44  Indicators   OrganizaIonal   Support   Team  Dynamics   Team  Structure   Per  Team   Product   Process  Mechanics   Engineering  PracIces   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐32-­‐  
  • 33. The  Path  to  Agility  –  Example  Goal   0   1   2   3   4   44  Indicators   OrganizaIonal   Support   Team  Dynamics   Team  Structure   Per  Team   Product   Process  Mechanics   Engineering  PracIces   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐33-­‐  
  • 34. Agile  Maturity  Radar  Chart  –  Team  Level   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐34-­‐  
  • 35. Enterprise  Agility  Summary   •  Enterprise  Agility  Model   •  Enterprise  Agility  Guide   –  OrganizaIon  level  pracIces   –  OrganizaIon  level  changes   –  Cross-­‐team  pracIces   –  Team  level  pracIces   –  TransformaIon  approach   •  Agile  Maturity  Matrix  Tool   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐35-­‐  
  • 36. Next  Steps  /  Q&A   •  Download  the  materials   –  h~ps://summit.atlassian.com/archives/     •  Share  with  your  team/organizaIon   •  As  a  team/leadership,  assess  your   team/organizaIon   •  Discuss  the  results  and  consider  improvements   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐36-­‐  
  • 37. Rate this Talk The Enterprise Agility Model Text code below to 22333 or visit http://bit.ly/1bR9eGC MEH = 2H NOT BAD = 2I PRETTY GOOD = 2J AWESOME = 2K To join this session, send text 136888 to 22333