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4 tales of enterprise agility
 

4 tales of enterprise agility

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Lentz/Tandon

Lentz/Tandon

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    4 tales of enterprise agility 4 tales of enterprise agility Presentation Transcript

    • 4 Tales of Enterprise Agility
    • We areManu Tandon• Principal Consultant• 11 + years - delivery and adoption of Agile across enterprisesTiffany Lentz• Principal Consultant• 8 + years - leading teams and enterprises in delivery and change programs
    • Why Enterprise Agility “Responsiveness is a business strategy”
    • Enterprise Agility in OrganizationsJust doing Agile is not enough......
    • The goal is to BE Agile
    • “In the Chaordic Age, success will depend less on rote and more on reason; less on authority of the few and more on judgement of the many; ... less on external control of people and more on internal discipline” - Dee Hock
    • Value System vs Checklist
    • Organization vs Team Organization Stakeholders ScrumMasterSupport PMOTeams Agile Team Team Team Member Member VMO TeamFacilities Member HR Product Owner Finance Recruiting
    • Leaders vs Managers
    • Agility Manifested Poly-skilled Team Members over Specialists
    • Agility Manifested Continuous Delivery over Continuous Integration
    • Agility Manifested Activist Investing over Project Release Plans
    • Agility Manifested Customized Training over “Sheep Dip” Certification
    • Implementation Adapt Plan Adapt Plan Adapt Plan Do AssessInspect ShowcaseShowcase Inspect Inspect Showcase Adapt Plan Adapt Plan Plan Envision Inspect Showcase Inspect Showcase
    • Maturity Model Build Assurance TestingGovernance Evolutionary Design ConfigurationCollaboration Management Responsiveness Shared Responsibility Requirements
    • Patterns of Agile Adoption
    • Patterns of Agile Adoption• Little Footprint• Big Footprint• Pillar• Osmosis
    • Little Footprint Iterate and refactor + holistic approach - slow developing + iterative execution - heightened adoption risk + minimized cost risk
    • Iterate and refactor...Big Footprint ...in bulk + broad* impact + holistic approach - heavy demand on central governance + iterative execution - heightened cost risk + minimized adoption risk
    • PMO-delivered,Pillar on demand - academic approach + governance & consistency - erratic adoption + flexibility - suspect durability
    • Osmosis Just-in-time adoption + tactical approach + organic adoption - heightened turnover risk + durable - slower enterprise reach + delivery-funded!
    • The Patterns Compared Top-down…Little Footprint Iterateteam at a time …one and refactor… Pillar …PMO driven Projected client capability Projected client capability Iterate and refactor... Bottom-up…Big Footprint …in bulk Osmosis …Just in time Projected client capability Projected client capability
    • Case Studies
    • Midwestern Bank Little Footprint
    • Midwestern BankDescription Little Footprint• Top 10 US bank• 1200+ IT• Conservative approach• Large-program dominant• Delivery slowed by IT rigor• Realized small wins with ‘incidental agile’
    • Midwestern BankMandate Little Footprint “Defeat our bureaucratic legacy with a scaled agile model in this audit-driven, traditionally-valued business.”
    • Midwestern BankLessons Little Footprint • Poly-skilled Team • Continuous Integration • Agile Project Management • Just in time training Maturity Measured
    • Midwestern BankAgility Little Footprint Being Agile Doing Agile
    • Midwestern Bank1 More Lesson Little Footprint The impact of leadership Midwestern Bank Projected client capability ThoughtWorks footprint
    • Credit Card Issuer Big Footprint
    • Credit Card IssuerDescription Big Footprint• Top 5 US credit card issuer• 1000+ IT associates• Very heavy legacy methodology• “Documents 10, Software 0”
    • Credit Card IssuerMandate Big Footprint “Develop and rollout an agile development methodology that works for our entire organization.”
    • Credit Card IssuerLessons Big Footprint • Internal career management • Continuous integration • Lean portfolio management • Customized training • Collaborative physical spaces
    • Credit Card IssuerAgility Big Footprint Being Agile Doing Agile Jump in customer satisfaction Reduced times to market Increased employee satisfaction
    • National Insurer Pillar
    • National InsurerDescription Pillar • 1500+ IT • Innovator’s approach • Large-program dominant • Strong internal PMOs • Organizational demand for formal agile process • Heavy offshore
    • National InsurerMandate Pillar “Provide our organization with a parallel path through the full software production lifecycle.”
    • National InsurerLessons Pillar • Specialist Roles • Some continuous integration • Project administrators • Just-in-time training from experts
    • National InsurerAgility Pillar Being Agile Doing Agile Traditional and Agile co-existed Off-shore success
    • Medical Products Division Osmosis
    • Medical Products DivisionDescription Osmosis • Software product division • 1200+ IT R&D • Multi-year program • Internationally distributed • Historically under-delivered • Immense shareholder expectations of product
    • Medical Products DivisionMandate Osmosis “Bring sufficient agility to our software products organization to secure our customer delivery expectations.”
    • Medical Products DivisionLessons Osmosis • Team members allowed to change roles • Continuous delivery • Program-level release plans • Teams learned while delivering software
    • Medical Products DivisionAgility Osmosis Being Agile Doing Agile Largest known adoption of Scrum
    • Conclusion
    • The Patterns Compared Top-down…Little Footprint Iterateteam at a time …one and refactor… Pillar …PMO driven Iterate and refactor... Bottom-up…Big Footprint …in bulk Osmosis …Just in time
    • Begin by doing agilewhile focusing on ......
    • Being Agile...... Poly-Skilled Teams
    • Being Agile...... Continuous Delivery
    • Being Agile...... Activist Investing
    • Being Agile...... Customized training
    • Enterprise Agility Responsiveness is a business strategy
    • Questions and Comments
    • Contact USManu Tandonmtandon@thoughtworks.comTiffany Lentztlentz@thoughtworks.com
    • Thank you!