The Five Facets of an Agile Organization
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The Five Facets of an Agile Organization

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Is agile—or lean, kanban, lean startup, etc.—starting to follow the path of other management buzzwords in your organization? Is it losing steam, now resembling only a minor change from the old ...

Is agile—or lean, kanban, lean startup, etc.—starting to follow the path of other management buzzwords in your organization? Is it losing steam, now resembling only a minor change from the old ways? Have you compromised to "make agile work in our organization?” As organizations introduce new paradigms, they often run into roadblocks of inertia. When these are not overcome, the initial excitement and the potential benefits drain away. Treating changes such as agile as merely a software delivery approach typically means disregarding four other key facets of the agile organization. It is from these neglected areas that most resistance and regression come. George Schlitz presents these five facets—execution, delivery, product, organization, and leadership. This holistic view helps us understand the complex nature of the changes we are introducing; provides a basis for a simple, evolving change strategy; and helps us head off problems before they occur in any organization—but only if we are serious about change.

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The Five Facets of an Agile Organization Document Transcript

  • 1.     AT1 Session  6/6/2013 10:15 AM              "The Five Facets of an Agile Organization: Holistic Change for the Serious"       Presented by: George Schlitz BigVisible Solutions                 Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • 2. George Schlitz BigVisible Solutions Co-founder of BigVisible Solutions, George Schlitz is an experienced change agent. Initially introducing agile and lean to large companies and recognizing the benefits of change, George has shifted his passion to coaching organizations through difficult changes by applying systems thinking, agile, lean, and the theory of constraints. By bringing an awareness of complexity to leaders and teams, he believes that large-scale change is not only achievable but should be part of our every day. BigVisible Solutions is the largest coaching company focused on organizational transformation via introduction of new paradigms such as agile and lean. George is a Certified Scrum Coach and a Project Management Professional.  
  • 3. Five Facets of the Agile Organization: Holistic Change for the Serious George Schlitz Founder, Principal Consultant Copyright © 2013 BigVisible Solutions Our (Somewhat-Aggressive) Goals 1. Appreciate that agile transition is by its very nature, a holistic endeavor 2. Have a simple model to help you assess the level of agility across your organization 3. Understand the role of leadership as orienting shared vision and designing p grow your capacity for y p y environments to help g agility 4. Bring a simple change strategy approach back to your organizations Copyright © 2013 BigVisible Solutions 2
  • 4. But first… The Tale of Jorj the Pig! (based on a true story) Copyright © 2013 BigVisible Solutions It’s the oldest story in the book Copyright © 2013 BigVisible Solutions
  • 5. [disclaimer] The characters and events in this story are based on true events though the names have been changed to protect the innocent. Any similarities to persons living or dead is purely intentional Copyright © 2013 BigVisible Solutions This is Jorj (he’s a pig) Copyright © 2013 BigVisible Solutions
  • 6. This is Jorj CSM He is also a ScrumMaster Copyright © 2013 BigVisible Solutions Jorj is Happy CSM He’s got a great team Copyright © 2013 BigVisible Solutions
  • 7. Jorj is Happy CSM He’s got beautiful burndowns Copyright © 2013 BigVisible Solutions Jorj is Happy CSM The team is delivering value every sprint Copyright © 2013 BigVisible Solutions
  • 8. Jorj is Happy CSM The chickens are happy too Copyright © 2013 BigVisible Solutions The Product is Successfully Released CSM Copyright © 2013 BigVisible Solutions
  • 9. Jorj is Extatic! CSM Copyright © 2013 BigVisible Solutions 2 weeks later Copyright © 2013 BigVisible Solutions
  • 10. This is Jorg Copyright © 2013 BigVisible Solutions but why? what happened? To be continued… Copyright © 2013 BigVisible Solutions
  • 11. Most Agile adoptions focus on the delivery capacity of teams or aggregates of teams. Copyright © 2013 BigVisible Solutions 17 Performance A Common Pattern of Agile Teams Over Time... Time Copyright © 2013 BigVisible Solutions 18
  • 12. Performance A Common Pattern of Agile Teams Over Time... Time Copyright © 2013 BigVisible Solutions 19 Performance A Common Pattern of Agile Teams Over Time... Time Copyright © 2013 BigVisible Solutions 20
  • 13. Organizational Constraints Existing processes, gp , structures, and rules slow things down… Copyright © 2013 BigVisible Solutions 21 Staff Caught Between Conflicting Goals Product or Team Goals Department Goals Copyright © 2013 BigVisible Solutions 22
  • 14. Managers that haven’t changed to enable selforganization still attempt to control and coordinate d di t Copyright © 2013 BigVisible Solutions 23 Decades of: “How we’ve always done it” Copyright © 2013 BigVisible Solutions
  • 15. The CrAgilist (crappy + agilist) Copyright © 2013 BigVisible Solutions Performance In other words, your teams have hit an institutional ceiling. Institutional Ceiling Time Copyright © 2013 BigVisible Solutions 26
  • 16. Merely trying to resolve these challenges tactically is not sustainable. There are simply too many holes to plug plug. Copyright © 2013 BigVisible Solutions 27 In the end, we need to think about agility holistically. Copyright © 2013 BigVisible Solutions 28
  • 17. This will require two things: 1. A fuller, multi-perspective view of your organization 2. A shift in how how you manage and lead Copyright © 2013 BigVisible Solutions 29 We need…Part I First, a fuller, multi-perspective view of your , , p p y organization…. Copyright © 2013 BigVisible Solutions 30
  • 18. Organization: A Multi-Perspective View • • • • • Leadership and management styles and beliefs about what constitutes effective leadership and management Orienting Vision & Environment Design Structures, processes and systems by which work gets done and is organized Continuous Improvement Collective beliefs, perspectives and habits by which people make sense of things • • • Product Management & Strategy Lean, continuous planning (portfolio->program) Innovation – Lean Startup, Business Model Gen. • • • • Product Development & Delivery Kanban & Lean Scrum Multiple Team/Programs and Scaling (e g SAFe) (e.g. • • • Skills, practices for individuals and teams Automated Testing, TDD, CI Stories Copyright © 2013 BigVisible Solutions 31 Perfo ormance A Multi-Perspective View Can Help Leaders Iteratively Raise Organizational Capability Broader Organization Capability Time Copyright © 2013 BigVisible Solutions 32
  • 19. 1. Execution: Tales of Woe “From Start-Up to Mid-Sized: Failing by S F ili b Success” ” Pattern: “Low Hanging Fruit” (I (Ignoring T h i l i Technical Debt/Tough Problems) 33 Copyright © 2013 BigVisible Solutions We’re Growing! 1. The company experiences more demand for its products 2. The company decides to develop more product in response to demand. Copyright © 2013 BigVisible Solutions 34
  • 20. Technical Debt Pain is Felt Later 4. These problems decrease the ability to develop more stuff, after some time/delay 3 Developing more stuff 3. without greater development capabilities results in problems over time – defects, poor design, etc. 35 Copyright © 2013 BigVisible Solutions Results Are Delayed… 5- The solution to this is to be more aware of the need for capacity and capability, and to take action to ensure that we are always improving capacity and capability as needed. needed 6- Investment in capacity and capability decreases the negative effects described earlier, preventing the decrease in ability to do more stuff. This effect takes place after some time/delay, however. Copyright © 2013 BigVisible Solutions 36
  • 21. 1. Execution: Tactics of Hope Expose “Growth and Underinvestment” in your Organization Ensure Change Strategy Includes Systemic Improvements as well as Quick Wins Copyright © 2013 BigVisible Solutions 37 2. Delivery: Tale of Woe “Great Idea…Now Let us Get Back to W k” B k t Work” P tt Pattern: “O l iin M B k “Only My Back Yard” (Improving Locally) Copyright © 2013 BigVisible Solutions 38
  • 22. PMO/PPM - making decisions based on old assumptions - on time/budget - % complete - green/yellow/red - productivity - unable to move budget Copyright © 2013 BigVisible Solutions Traditional Dev and QA Test Plan Test Cases QA Requirement Design Development •Two paths converge at the end of the lifecycle Why the high defect count? Copyright © 2013 BigVisible Solutions
  • 23. QA the Agile Way Requirements Elaboration Test Cases Story Design Acceptance Development Validate •Single Process Flow • Not serialized – activities happen in parallel, continuously • Do not need to finish one activity before beginning another Copyright © 2013 BigVisible Solutions 2. Delivery: Tactics of Hope Establish Holistic Goals: • Outcome-based Measures versus Activity-based Measures • Business Model Linkage Lean/Agile Delivery and Scaled Lean/Agile Delivery Copyright © 2013 BigVisible Solutions 42
  • 24. 3. Product: Tales of Woe “Project Success, Product Failure” “Hyper Productivity” “The Least Productive Project Success” Pattern: “Activity Versus i i Outcome” (Valuing/Measuring Actions not Outcomes) Copyright © 2013 BigVisible Solutions 43 Product Strategy - Are you steering your products to achieve business success… Copyright © 2013 BigVisible Solutions
  • 25. …or are you just taking orders? Copyright © 2013 BigVisible Solutions Continuous Planning –Lean/Agile PPM Copyright © 2013 BigVisible Solutions 46
  • 26. Business Model Generation (and Innovation) Key Partners Key Activities Value Propositions Key Resources Relationships Customers Channels Cost Structure Revenue Streams Iteration [1/y] by [–ABC--] on [2013/3/27] Copyright © 2013 BigVisible Solutions 47 Product And Delivery Copyright © 2013 BigVisible Solutions 48
  • 27. 3. Product: Tactic of Hope “The Viral (Biz Model) Canvas” The Lean Portfolio & Program Outcome based Measures Outcome-based versus Activity-based Measures Copyright © 2013 BigVisible Solutions 49 4. Organization: Tales of Woe “Making Agile ‘Work for Us’” P tt Pattern: N t Ch Not Changing th i the Rules (Keeping Structures that No Longer are Needed) Copyright © 2013 BigVisible Solutions 50
  • 28. Existing Methodology Copyright © 2013 BigVisible Solutions Re-Examine The Value of Consistency & Standards Copyright © 2013 BigVisible Solutions
  • 29. What were the limitations they were based on? And what are our new limitations? Copyright © 2013 BigVisible Solutions What does ‘Maturity’ Mean? “A mature person is one who is highly conscious of when it’s g y appropriate to follow rules and when to break them.” Weinberg A team is a group of peopleHow do we approach maturity? Copyright © 2013 BigVisible Solutions
  • 30. Enterprise Groups and Holistic Concerns Copyright © 2013 BigVisible Solutions HR…Career Development How to we encourage the new behaviors, and stop rewarding p g the old? What does career development now look like? Is HR a center of development, or risk avoidance? ik id ? Intrinsic versus extrinsic motivation Copyright © 2013 BigVisible Solutions
  • 31. Or who hasn’t changed themself! Someone in charge who stands to lose or is misinformed Copyright © 2013 BigVisible Solutions Organizational Structures Copyright © 2013 BigVisible Solutions
  • 32. Employee Reward Systems Copyright © 2013 BigVisible Solutions 4. Organization: Tactics of Hope ToC Change Questions 1. What limitation does the improvement diminish? 2. What rules existed to help us deal with this limitation in the past? 3. Change these rules! 4. What new limitations do we have? 5. Make new rules! Copyright © 2013 BigVisible Solutions 60
  • 33. 5. Leadership: Tales of Woe “Go Forth and Be Agile…as Long as I Don’t Have To” Don t To “Why won’t they ___?” • • • • • Be Transparent? Self Organize? Share Obstacles? Want to Improve? …? Pattern: Leaders Not Leading (Delegating all the Change) Copyright © 2013 BigVisible Solutions 61 Leadership Misconceptions “agile is about development/software/etc. only” Ask for standards/”best practices” to make it seem the same “Agile as long as it doesn’t require me to change” Copyright © 2013 BigVisible Solutions
  • 34. We need…Part II First, a fuller, multi‐perspective view of your  First a fuller multi perspective view of your organization…. Second, a shift in how you lead and manage manage… Copyright © 2013 BigVisible Solutions # 3: Shifting The Paradigm… From Leading as DIRECTING To Leading as CATALYZING Sources: Leadership Agility, Bill Joiner and Stephen Josephs; Action Inquiry, William Torbert et. al. Copyright © 2013 BigVisible Solutions 63
  • 35. A shift from seeing organizations as complicated… Complicated vs. Complex Complicated Complex The relationship between cause and effect can only be perceived in retrospect (most organizational situations) -> Catalytic, experimental methods work best (allow the path forward to reveal itself) -> Follow emergent practices: 1. Probe 2. Sense 3. Respond - But watch for command/control, imposing order The relationship between cause and effect requires analysis and/or expert knowledge (expert d ( t domain) i ) -> Follow good practices: 1. Sense 2. Analyze 3. Respond - But watch for entrained thinking (experts), analysis paralysis -> So, welcome new thinking, scenarios David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007 Copyright © 2013 BigVisible Solutions 65 Complicated vs. Complex … To seeing organizations as complex Complicated Complex The relationship between cause and effect can only be perceived in retrospect (most organizational situations) it ti ) -> Catalytic, experimental methods work best (allow the path forward to reveal itself) -> Follow emergent practices: 1. Probe 2. Sense 3. Respond - But watch for command/control, imposing order The relationship between cause and effect requires analysis and/or expert knowledge (expert d ( t domain) i ) -> Follow good practices: 1. Sense 2. Analyze 3. Respond - But watch for entrained thinking (experts), analysis paralysis -> So, welcome new thinking, scenarios David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007 Copyright © 2013 BigVisible Solutions 66
  • 36. FROM “We support selforganization. We think we will be better, faster, cheaper because of it. Please start self organizing as of y today. Thank you for your support.” Copyright © 2013 BigVisible Solutions 67 TO “Together, we create environments that support healthy emergence of capabilities that are congruent with the growth of high performing agile f i il teams. Please join us.” Copyright © 2013 BigVisible Solutions 68
  • 37. What are the implications for leaders? Copyright © 2013 BigVisible Solutions 69 What Do Agile Leaders Do? Two Things 1. Orienting Shared Vision (For Where You Want to Go) 2. Designing Environments (To Help You Get There) Copyright © 2013 BigVisible Solutions 70
  • 38. Orienting People Around Shared Vision Copyright © 2013 BigVisible Solutions Declaring the Vision Leaders Who are more Directive will Identify, Declare, and even Champion their vision! Identify changes, Declare vision, Champion. Copyright © 2013 BigVisible Solutions 71
  • 39. Level of A Alignment with Greater P Purpose…. Committed Wants it, will make it happen, creating/changing “laws” Compliant Sees benefits in general. Does what’s expected, bare minimum Noncompliant Does not see benefits, does not do it Source: “The Fifth Discipline” Senge Copyright © 2013 BigVisible Solutions When associates are invited to participate in the creation of a vision… they come to own that vision. Identify changes, Champion. Copyright © 2013 BigVisible Solutions 73
  • 40. Designing Environments Copyright © 2013 BigVisible Solutions Environment Design Addresses Three Domains Leadership  Styles Organization  Structures Organization  Culture Copyright © 2013 BigVisible Solutions
  • 41. A Simple Example: We Reflect On and Improve How we Work through Retrospectives Photo provided under Creative Commons by Improve IT Copyright © 2013 BigVisible Solutions 77 5. Leadership: Tactic of Hope Copyright © 2013 BigVisible Solutions 78
  • 42. Building our Strategy Map – Start with our overall objective Overall Goal/Vision/Objectiv e Copyright © 2013 BigVisible Solutions Building our Strategy Map – Start with our overall objective We are Awesome Copyright © 2013 BigVisible Solutions
  • 43. What are the capabilities we will need in order to achieve our Objective? Capability p y Capability We are Awesome Capability Capability Copyright © 2013 BigVisible Solutions What are the capabilities we will need in order to achieve our Objective? 2. Deliver product iteratively, incrementally, and quickly to customers 1. High Quality, continuously improving practices of execution 5. Leadership that catalyzes change and designs environments f i t for success We are Awesome 3. Innovative, Adaptive product strategy and planning Copyright © 2013 BigVisible Solutions 4. The organization continuously evolves to enable success.
  • 44. Old- Identify only the minimum actions required Shared Story Definition of Done across teams Shared Release Definition of Done across groups Automated Acceptance Criteria Testing Dedicated Scrum Master without conflicting responsibilities Realistic Commitment Dedicated Product Owner giving clear direction Team and PO make tradeoffs as learning takes place. Release plan is updated. Teams have a sustainable pace and are continuously improving Common understanding of Potentially Shippable Product Reach a sustainable pace Enablement team formed 2. Deliver product iteratively, incrementally, and quickly to customers Valuable and inclusive way to work with distributed teams Enablement team practices vision orientation and environment design Awareness on possible model to distribute and scale 5. Leadership that catalyzes change and designs environments for success Tools that enable emerging processes, not shape them TDD Basic B-M-L feedback loop for improements 1. High Quality, continuously improving practices of execution We are Awesome 4. The organization continuously evolves to enable success. Automated Acceptance Testing/Criteria Introduce Lean Portfolio to Road Map Level Introduce BMC Teams focusing on delivery customer value together Release Burndown Chart shared across the Product Stack Enable transparency across boundaries Introdice concepts of Lean Thinking, 6Sigma, ToC 3. Innovative, Adaptive p p product strategy and planning Empirical Process Control, Iterative & p Incremental Scrum Master can remove impediments quickly Definition of Ready Shared across the whole Product Stack Introduce Business Model Canvas Level 1-2 Product Management can plan value incrementally Teams are managing their Active Learning Cycle Encourage decision making at team level vs. escalation Introduce BMC Level 3-4 Ability to prioritise PBIs across all dependent RVs Awareness on dysfunctions by measuring metrics building a motivating working environment Copyright © 2013 BigVisible Solutions Identify only the minimum actions required Enablement team formed 2. Deliver product iteratively, incrementally, and quickly to customers 5. Leadership that catalyzes change and designs environments for success We are Awesome 4. The organization continuously evolves to enable success. Teams focusing on delivery customer value together 3. Innovative, Adaptive p p product strategy and planning Copyright © 2013 BigVisible Solutions
  • 45. Build our backlog from the minimum actions Backlog/ Experiments Blah blah blah blah blah blah Team Spend most of their time on PBL development Awareness on possible model to distribute and scale Teams dependencies aligned with customer value Recognise good agile/Scrum behaviours Scrum Master can remove impediments quickly Copyright © 2013 BigVisible Solutions Have a Continuous Improvement Approach Copyright © 2013 BigVisible Solutions 86
  • 46. Summary 1. Serious Change is Holistic 2. We need: 1. A Holistic View: The Five Levels 2. A Shift in Leadership 1. Orienting Shared Vision 2. Environment Design 3. Simple Change Strategy & CI Approach Copyright © 2013 BigVisible Solutions References of Possibility 1. Execution 1. http://en.wikipedia.org/wiki/Extreme_programming 2. “Collaboration Explained” by Jean Tabaka 2. Delivery • http://scaledagileframework.com • BV Lean/Agile Portfolio Management and Planning 3. Product • http://businessmodelgeneration.com • http://theleanstartup.com • Principles of Product Development Flow, by Reinertsenhttp://www.amazon.com/PrinciplesProduct-Development-Flow-Generation/dp/1935401009 Organization • “Beyond the Goal,” by Eli Goldratt • “The Logical Thinking Process,” by William Dettmer • “Fearless Change,” by Linda Rising and Mary Lynn Manns Leadership L d hi • “Leadership Agility,” by Bill Joiner and Stephen Josephs • “Leadership and the New Science,” by Meg Wheatley • http://hbr.org/2007/11/a-leaders-framework-for-decision-making/ General • “The Fifth Discipline,” By Peter Senge 4. 5. 5 6. This is just a start….MANY more available on request! Copyright © 2013 BigVisible Solutions 88
  • 47. Copyright © 2013 BigVisible Solutions George Schlitz Founder, Principal Coach [m]: +1 949 244 1212 [ e ]: gschlitz@bigvisible.com [ U]: www.bigvisible.com [ t ]: gschlitz Copyright © 2013 BigVisible Solutions