A Brief Orientation 
AGILE AT ENTERPRISE SCALE: 
FLIPPING STICKY BITS 
@berniemaloney 1
IN THIS PRESENTATION, YOU GET… 
• 5 key points for success at 
Enterprise Scale by slide 12 
• A sense for 
why Agile is g...
“I ESTIMATE THAT 75% OF THOSE 
ORGANIZATIONS USING SCRUM 
WILL NOT SUCCEED IN GETTING 
THE BENEFITS THEY HOPE FOR 
FROM IT...
“I ESTIMATE THAT 75% OF THOSE 
ORGANIZATIONS USING SCRUM 
WILL NOT SUCCEED IN GETTING 
THE BENEFITS THEY HOPE FOR 
FROM IT...
VIRGINIA SATIR’S CHANGE MODEL 
Performing 
Bruce Tuckman’s Stages of Team Development 
5 
Forming 
Storming 
Norming 
http...
AGILE FOR BUSINESS SURVIVAL 
6 
14 mo design cycle 
3 mo shelf life 
SW + HW 
Breakeven 
$B/y 
Products / qtr 
20 
All wit...
Bernie Maloney, CSP 
PE, CSM, CSPO 
Agile Coach 
Accelerating Genius 
Turning Strategies into Results 
From Startup to Bey...
FLIPPING STICKY BITS: 
A QUICK TOUR 
@berniemaloney 8
1 GET THE FUNDAMENTALS SOLID 
SHOW TEAMS HOW TO MAKE DECISIONS 
WORK IN THE BUSINESS 
9 
Feature 
Story 
Story 
Story 
Tea...
2 CLARIFY DECISION AUTHORITY 
1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate 
10 
Select Team 
Name Team 
S...
3 ANTICIPATE 3 ITERATIONS AHEAD 
V2 
Cupertino 
Berkeley 
V2 
V3 
Berkeley 
V1 
Atlanta 
V3 
Cupertino 
Anticipate 3 itera...
4 CLARIFY ROLE OF ‘MANAGERS’ 
Why What (result) 
Product 
Backlog 
Team 
Potentially 
Shippable 
Iteration 
PSI 
Iteration...
5 APPLY LEAN: SEE THE WHOLE 
Marketing Engineering 
Need / 
Market 
Start 
Run 
Solution / 
Technology 
G&A 
Operations 
@...
DOING AGILE APPEARS EASY 
@berniemaloney 14
DOING AGILE APPEARS EASY 
BEING AGILE TAKES DISCIPLINE 
@berniemaloney 15
DOING AGILE APPEARS EASY 
BEING AGILE TAKES DISCIPLINE 
& COURAGE 
@berniemaloney 16
An Incredibly Brief Orientation 
WHY AGILE IS GROWING 
@berniemaloney 17
ASSUMED FAMILIARITY 
Build 
Measure 
Learn 
LEAN SCRUM 
KANBAN WATERFALL 
@berniemaloney 18
STACEY MATRIX 
Far From 
Agreement 
Agreement 
Close To 
Agreement 
Certainty Close To 
Certainty 
Far From 
Certainty 
Si...
FASTER CYCLES IN TECH & MARKET 
Requirements 
Technology 
Simple 
Complex 
Chaotic 
Complicated 
Waterfall 
Far From 
Know...
Stage Gate 
Whenever there’s 
a step function 
increase in risk 
(think 
“funding round”) 
WHERE EACH HAS VALUE 
Agile 
sc...
WHERE EACH HAS VALUE 
Agile 
Whenever the 
next objective 
is clear 
(think “between 
funding rounds”) 
Agile 
scrum 
Kanb...
AGILE IS EXPERIENCING 
LAW OF DIFFUSION OF INNOVATION 
23 
Agile 
@berniemaloney
DOING AGILE APPEARS EASY 
@berniemaloney 24
DOING AGILE APPEARS EASY 
BEING AGILE TAKES DISCIPLINE 
& COURAGE 
@berniemaloney 25
Accelerating Performance 
FORMING TEAMS: 
1 GET THE FUNDAMENTALS SOLID 
@berniemaloney 26
A TEAM IS NOT A GROUP OF PEOPLE 
WHO WORK TOGETHER. 
Simon Sinek 
@berniemaloney 27
A TEAM IS NOT A GROUP OF PEOPLE 
WHO WORK TOGETHER. 
A TEAM IS A GROUP OF PEOPLE 
WHO TRUST EACH OTHER. 
Simon Sinek 
@ber...
VIRGINIA SATIR’S CHANGE MODEL 
Performing 
Bruce Tuckman’s Stages of Team Development 
29 
Forming 
Storming 
Norming 
htt...
TECH BUSINESS: FORMING 
Engr 
Mkt 
Need / 
Market 
Solution / 
Technology 
Team 
@berniemaloney 30
FORMING 
ROLES 
• Often 2 @ start: CMO, CTO 
• Consider 3 @ start for Scale: 
CMO, CTO, COO 
• Play any role, any time 
in...
THUMB VOTING 
Three States 
UP 
Let’s Go!, I’m in! 
SIDEWAYS 
I can support it 
DOWN 
No, wait, stop 
Simultaneous Reveal ...
THUMB VOTING 
Three States 
UP 
Let’s Go!, I’m in! 
SIDEWAYS 
I can support it 
DOWN 
No, wait, stop 
Simultaneous Reveal ...
STORMING & NORMING 
Meetings Actually, there’s a great book 
http://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-...
STORMING & NORMING 
We have so many… We ought to get better 
• Most are poorly run 
• Meetings are how we 
accomplish work...
STORMING & NORMING 
A STOCK AGENDA (60 min) 
• 5 Hot Topics 
• 5 Tune Agenda 
• ~½ Long Term / Strategic 
• ~½ Short Term ...
INITIALLY WITH AGILE: 
WORK IN THE BUSINESS 
37 
Operate 
Business 
Themes 
Architectural 
Vision 
Feature 
Story 
Story 
...
GET THE FUNDAMENTALS SOLID 
SHOW TEAMS HOW TO MAKE DECISIONS 
WORK IN THE BUSINESS 
38 
Feature 
Story 
Story 
Story 
Team...
RACI/DACI Matrices; Delegation Boards 
DELEGATION 
2 CLARIFY DECISION AUTHORITY 
@berniemaloney 39
ROLE CLARIFICATION W/ RACI 
Responsible 
Does the work 
Consulted 
Influencer 
Accountable 
Single “hand to shake” 
Inform...
A COMPARISON: DACI 
Accountable 
Does the work 
Consulted 
Influencer 
Decider 
Arbiter for Decisions 
Recieves Consequens...
SITUATIONS 
Typical 
Accountable 
Responsible 
Consulted 
Informed 
Ideal Practical 
Informed 
Responsible 
Consulted 
Acc...
CHART EXAMPLE – ACROSS A PLC 
SCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HW 
CGR IGR DGR RQA (FC) MR FCS EOL EOSL 
SYS System...
KEYS 
• Distinguish do 
from 
• Clearly separate 
influence 
• Emphasize (& reward) 
information 
decide 
action 
opinion ...
DELEGATION BOARDS 
1. Tell: decisions made from Manager Role 
2. Sell: while seeking team commitment, Manager decides 
3. ...
DELEGATION BOARD: EXAMPLE 
1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate 
46 
Select Team 
Name Team 
Scop...
DOING AGILE APPEARS EASY 
@berniemaloney 47
DOING AGILE APPEARS EASY 
BEING AGILE TAKES DISCIPLINE 
& COURAGE 
@berniemaloney 48
Surfing Emerging Requirements 
SCALING THE PRODUCT PLAN 
3 ANTICIPATE 3 ITERATIONS AHEAD 
@berniemaloney 49
V2 
Berkeley 
? 
You Are Here 
V1 
Atlanta 
V3 
Cupertino 
? 
V3 
Cupertino 
? 
V2 
Berkeley 
? 
Time 
Horizon 
X 
Waves 
...
V2 
Berkeley 
? 
You Are Here 
V1 
Atlanta 
V2 
Berkeley 
? 
Time 
Waves 
X 
Surfboard 
momentum’s 
direction 
V3 
Cuperti...
V2 
Berkeley 
? 
You Are Here 
V1 
Atlanta 
V2 
Berkeley 
? 
Time 
X 
V3 
Cupertino 
? 
whenever 
objectives slip outside ...
You Are Here 
Time 
X 
CHALLENGE 
Unchecked momentum 
continues unconscious direction 
Best direction? 
V2 
Berkeley 
? 
V...
ISSUE 
Unconscious 
forward motion 
= RISK 
of squandered momentum 
and short timeline 
delivery pressure 
Time 
V2 
Berke...
V2 
Berkeley 
SURFING 
X 
V2 
Berkeley 
V1 
Atlanta 
Anticipating 3 iterations 
Helps smooth shifts 
V3 
Cupertino 
A gues...
V2 
Berkeley 
ANTICIPATE 
X 
V2 
Berkeley 
V1 
Atlanta 
Even if directions 
shift over time 
V3 
Cupertino 
V3 
Cupertino ...
OUTSURF COMPETITION 
V2 
Cupertino 
Berkeley 
V2 
V3 
Berkeley 
V1 
Atlanta 
V3 
Cupertino 
Anticipate 3 iterations 
AND t...
INITIALLY: 
WORK IN THE BUSINESS 
58 
Feature 
Story 
Story 
Story 
Team 
“Storytime” 
Ongoing Grooming 
Operate 
@berniem...
AS VISION & THEMES EXPAND… 
59 
Feature 
Story 
Story 
Story 
Team 
“Storytime” 
Ongoing Grooming 
@berniemaloney
ANTICIPATE TO LEAD THE MARKET 
60 
Anticipate 
Product 
Roadmaps 
Releases 
X 
Feature 
Story 
Story 
Story 
Team 
“Storyt...
WORK ON THE BUSINESS 
61 
Anticipate 
Product 
Roadmaps 
Epics 
Releases 
X 
Feature 
Story 
Story 
Story 
Feature 
Featur...
ENABLE SELF DIRECTED TEAMS 
4 CLARIFY ROLE OF ‘MANAGERS’ 
@berniemaloney 62
REMEMBER THIS? 
Requirements 
Technology 
Simple 
Complex 
Chaotic 
Complicated 
Waterfall 
Far From 
Known 
Known Far Fro...
TYPICAL COVERAGE: MARKETING 
Requirements 
Technology 
Chaotic 
Far From 
Known 
Known Far From 
Known 
Product 
Managemen...
TYPICAL COVERAGE: ENGINEERING 
Requirements 
Technology 
Chaotic 
Far From 
Known 
Engineering 
Management 
Known Far From...
AGILE: MANAGER ROLE NOT EXPLICIT 
Why What (result) 
Product 
Backlog 
Potentially 
Shippable 
Iteration 
PSI 
66 
Iterati...
NATURE ABHORS A VACUUM 
@berniemaloney 67
MANAGERS: REMOVE OBSTACLES 
Addressing whatever slows a team down 
will increase their ability to deliver 
A relentless fo...
GROW LEADERSHIP 
69 
http://managewell.net/?p=611 
http://@berniemaloney en.wikipedia.org/wiki/Situational_leadership_theo...
CHARACTERISTICS 
70 
Mentoring Coaching 
Direction 
We Talk 
You Decide 
You Decide 
I Trust You 
Delegation 
Followers Ow...
GREAT LEADERS GIVE US 
SOMETHING TO BELIEVE IN, 
NOT SOMETHING TO DO. 
Simon Sinek 
http://youtu.be/u4ZoJKF_VuA 
Start Wit...
AGILE GOAL: SELF DIRECTED TEAMS 
72 
Mentoring Coaching 
Direction 
You Decide 
I Trust You 
Delegation 
Followers Own: Re...
WELL RUNNING AGILE LIBERATES 
MANAGERS FOR BROADER SCOPE WORK 
Mentoring Coaching 
Direction 
73 
Delegation 
Followers : ...
DOING AGILE APPEARS EASY 
@berniemaloney 74
DOING AGILE APPEARS EASY 
BEING AGILE TAKES DISCIPLINE 
& COURAGE 
@berniemaloney 75
Scaling the Business 
EVOLVE BY DESIGN NOT DEFAULT 
5 APPLY LEAN – SEE THE WHOLE 
@berniemaloney 76
TECH BUSINESS: EARLY / SMALL 
Engr 
Mkt 
Need / 
Market 
Solution / 
Technology 
Team 
@berniemaloney 77
TECH BUSINESS: MEDIUM 
Fin $ 
Legal 
IT 
Build 
Arch 
Client 
SW 
Sales 
Biz Dev 
Tech 
Partner 
QE 
HW 
Mfg 
Product 
Mgt...
TECH BUSINESS: LARGER / LATER 
Product 
Mgt 
User 
docs 
Build 
IT appl 
IT ops 
Support 
Legal 
Cloud 
Services 
Arch 
Cl...
COORDINATING THIS = COMPLEX 
Product 
Mgt 
User 
docs 
Build 
IT appl 
IT ops 
Support 
Cloud 
Services 
Arch 
Client 
SW ...
SCALE BY ABSTRACTING THE PATTERN 
Marketing Engineering 
Product 
Mgt 
Market Technology 
User 
docs 
Build 
IT appl 
IT o...
TECH BUSINESS: EARLY / SMALL 
Engr 
Mkt 
Need / 
Market 
Solution / 
Technology 
Team 
@berniemaloney 82
ABSTRACTING THE PATTERN 
Marketing Engineering 
Product 
Mgt 
Start 
Market Technology 
User 
docs 
Build 
IT appl 
IT ops...
ABSTRACTING THE PATTERN 
Marketing Engineering 
Product 
Mgt 
User 
docs 
Build 
IT appl 
IT ops 
Support 
Legal 
Cloud 
S...
APPLY LEAN: SEE THE WHOLE 
Marketing Engineering 
Need / 
Market 
Start 
Run 
Solution / 
Technology 
G&A 
Fin $ 
Legal 
H...
SCALE THROUGH SYNTHESIS 
Marketing Engineering 
Operations 
@berniemaloney 86
COORDINATE THE SYSTEM 
87 
Coordinate 
“Storytime” 
Ongoing Grooming 
Product 
Roadmaps 
Epics 
Releases 
X 
Feature 
Stor...
The Big Picture 
SHIFT THE ORGANIZATION’S 
BE-ING 
@berniemaloney 88
INITIALLY (HOW AGILE STARTS): 
WORK IN THE BUSINESS 
89 
Feature 
Story 
Story 
Story 
Team 
“Storytime” 
Ongoing Grooming...
AS VISION & THEMES EXPAND… 
90 
Feature 
Story 
Story 
Story 
Team 
“Storytime” 
Ongoing Grooming 
@berniemaloney
HAVE TEAM GRASP THE PURPOSE 
WORK ON THE BUSINESS 
91 
Anticipate 
Product 
Roadmaps 
Epics 
Releases 
X 
Feature 
Story 
...
[DR. MARTIN LUTHER KING] GAVE THE 
“I HAVE A DREAM” SPEECH, 
NOT THE “I HAVE A PLAN” SPEECH. 
Simon Sinek 
http://youtu.be...
EVENTUALLY: STEER THE SYSTEM 
93 
Coordinate 
“Storytime” 
Ongoing Grooming 
Product 
Roadmaps 
Epics 
Releases 
X 
Featur...
AT ENTERPRISE SCALE – USE FLOW 
http://www.slideshare.net/mcottmeyer/scrum-gathering-vegas-agile-program-and-portfolio-man...
Culture Eats Strategy for Lunch 
SUMMARY: FLIPPING STICKY BITS 
@berniemaloney 95
FASTER CYCLES IN TECH & MARKET 
Requirements 
Technology 
Simple 
Complex 
Chaotic 
Complicated 
Waterfall 
Far From 
Know...
AGILE IS EXPERIENCING 
LAW OF DIFFUSION OF INNOVATION 
97 
Agile 
@berniemaloney
GET THE FUNDAMENTALS SOLID 
SHOW TEAMS HOW TO MAKE DECISIONS 
WORK IN THE BUSINESS 
98 
Feature 
Story 
Story 
Story 
Team...
CLARIFY DECISION MAKING 
1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate 
CGR IGR DGR RQA (FC) MR FCS EOL EO...
ANTICIPATE 3 ITERATIONS AHEAD 
V2 
Cupertino 
Berkeley 
V2 
V3 
Berkeley 
V1 
Atlanta 
V3 
Cupertino 
Anticipate 3 iterati...
EVOLVE THE ROLE OF ‘MANAGERS’ 
Mentoring Coaching 
Direction 
101 
Delegation 
Shift from Direction to Delegation 
Take On...
HAVE TEAM GRASP THE PURPOSE 
WORK ON THE BUSINESS 
102 
Anticipate 
Product 
Roadmaps 
Epics 
Releases 
X 
Feature 
Story ...
APPLY LEAN: SEE THE WHOLE 
Marketing Engineering 
Need / 
Market 
Start 
Run 
Solution / 
Technology 
G&A 
Operations 
@be...
STEER THE SYSTEM… 
104 
Coordinate 
“Storytime” 
Ongoing Grooming 
Product 
Roadmaps 
Epics 
Releases 
X 
Feature 
Story 
...
VIRGINIA SATIR’S CHANGE MODEL 
Performing 
Bruce Tuckman’s Stages of Team Development 
105 
Forming 
Storming 
Norming 
ht...
DOING AGILE APPEARS EASY 
@berniemaloney 106
DOING AGILE APPEARS EASY 
BEING AGILE TAKES DISCIPLINE 
& COURAGE 
@berniemaloney 107
REFERENCES 1/2 BIT.LY/SVCCTRICKY 
AGILE 
• Michael Sahota: Success patterns because Agile = process + culture 
• Mike Cott...
REFERENCES 2/2 BIT.LY/SVCCTRICKY 
LEADERSHIP 
• Simon Sinek: 
Start with Why – Inspiring with Purpose 
• Situational Leade...
Bernie Maloney, CSP 
PE, CSM, CSPO 
Agile Coach 
Accelerating Genius 
Turning Strategies into Results 
From Startup to Bey...
Ut Prosim. Namaste. 
FIN 
@berniemaloney 111
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Agile at Enterprise Scale: The Tricky Bits

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Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.

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  • Nice overview of various Agile approaches for enterprises. Appropriate also for many smaller businesses as well. Thanks for sharing this.
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  • Agile overview; scrum overview; scrum ceremonies; Q&A
  • Intro Kanban and iterations; show program management triangle & illustrate differences of scrum/kanban
  • Responsible - Does the work. Exercises judgment. Raises appropriate issues.

    Accountable – Single “hand to shake”
    Decision maker. Receives consequences. Has a responsibility to learn from Responsible & Consulted parties

    Consulted – influencer
    Has expertise and experience. Has (Gets) the opportunity to influence plans and decisions prior to finalization by A or R parties

    Informed – needs to know in order to collaborate
    Is informed of progress, key decisions and deliverables
  • Responsible - Does the work. Exercises judgment. Raises appropriate issues.

    Accountable – Single “hand to shake”
    Decision maker. Receives consequences. Has a responsibility to learn from Responsible & Consulted parties

    Consulted – influencer
    Has expertise and experience. Has (Gets) the opportunity to influence plans and decisions prior to finalization by A or R parties

    Informed – needs to know in order to collaborate
    Is informed of progress, key decisions and deliverables
  • Clarifying questions to ask a team:
    Who will pull a plan together by tomorrow?
    Who is willing to bear the consequences?
    Who’s ready to take this on, knowing that I’ll assign the others, and all will bear the consequences?
  • Default vs. Design for direction
  • Intro Kanban and iterations; show program management triangle & illustrate differences of scrum/kanban
  • Intro Kanban and iterations; show program management triangle & illustrate differences of scrum/kanban
  • PAUSE FOR FINAL QUESTIONS

    Two quick surveys - Thumb voting
    Think back to your decision to come tonight, and your expectations.
    Did this presentation fail, meet or EXCEED your expectations? Thanks!
    As friends and colleagues ask about you RECOMMENDING their attendance in the future…
    Would your response be that they avoid, consider, or MUST make time? Thanks!
  • Agile at Enterprise Scale: The Tricky Bits

    1. 1. A Brief Orientation AGILE AT ENTERPRISE SCALE: FLIPPING STICKY BITS @berniemaloney 1
    2. 2. IN THIS PRESENTATION, YOU GET… • 5 key points for success at Enterprise Scale by slide 12 • A sense for why Agile is growing where Agile fits • How applying the concepts of ‘Crossing the Chasm’ to Agile at Enterprise Scale leaves clues to address the challenges • Design Patterns to address key challenges when Scaling Agile • A reference list for those who want further study @berniemaloney 2
    3. 3. “I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT” Ken Schwaber Agile Software Development with Scrum @berniemaloney 3
    4. 4. “I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT” Ken Schwaber @berniemaloney 4
    5. 5. VIRGINIA SATIR’S CHANGE MODEL Performing Bruce Tuckman’s Stages of Team Development 5 Forming Storming Norming http://www.stevenmsmith.com/images/satir_graph.png @berniemaloney
    6. 6. AGILE FOR BUSINESS SURVIVAL 6 14 mo design cycle 3 mo shelf life SW + HW Breakeven $B/y Products / qtr 20 All with WEEKLY iterations of the plan HP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpg SW Bits: http://www.newpackettech.com/software_bits.jpg 6 in USA 200 in EU alone @berniemaloney
    7. 7. Bernie Maloney, CSP PE, CSM, CSPO Agile Coach Accelerating Genius Turning Strategies into Results From Startup to Beyond $100M @berniemaloney 7
    8. 8. FLIPPING STICKY BITS: A QUICK TOUR @berniemaloney 8
    9. 9. 1 GET THE FUNDAMENTALS SOLID SHOW TEAMS HOW TO MAKE DECISIONS WORK IN THE BUSINESS 9 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    10. 10. 2 CLARIFY DECISION AUTHORITY 1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate 10 Select Team Name Team Scope Release Set Schedule Determine Architecture Document APIs @berniemaloney
    11. 11. 3 ANTICIPATE 3 ITERATIONS AHEAD V2 Cupertino Berkeley V2 V3 Berkeley V1 Atlanta V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsiveness X Time @berniemaloney 11
    12. 12. 4 CLARIFY ROLE OF ‘MANAGERS’ Why What (result) Product Backlog Team Potentially Shippable Iteration PSI Iteration aka Sprint Iteration Backlog 1d ScrumMaster Product Owner Daily Standup AGILE: MANAGER ROLE = ? (NATURE ABHORS A VACUUM) @berniemaloney 12
    13. 13. 5 APPLY LEAN: SEE THE WHOLE Marketing Engineering Need / Market Start Run Solution / Technology G&A Operations @berniemaloney 13
    14. 14. DOING AGILE APPEARS EASY @berniemaloney 14
    15. 15. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE @berniemaloney 15
    16. 16. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 16
    17. 17. An Incredibly Brief Orientation WHY AGILE IS GROWING @berniemaloney 17
    18. 18. ASSUMED FAMILIARITY Build Measure Learn LEAN SCRUM KANBAN WATERFALL @berniemaloney 18
    19. 19. STACEY MATRIX Far From Agreement Agreement Close To Agreement Certainty Close To Certainty Far From Certainty Simple Technically Complicated Socially Complicated Complex Chaotic @berniemaloney 19
    20. 20. FASTER CYCLES IN TECH & MARKET Requirements Technology Simple Complex Chaotic Complicated Waterfall Far From Known Agile / Kanban Known Far From Known Agile / scrum @berniemaloney 20
    21. 21. Stage Gate Whenever there’s a step function increase in risk (think “funding round”) WHERE EACH HAS VALUE Agile scrum Kanban XP Lean Waterfall @berniemaloney 21
    22. 22. WHERE EACH HAS VALUE Agile Whenever the next objective is clear (think “between funding rounds”) Agile scrum Kanban XP Lean Waterfall @berniemaloney 22
    23. 23. AGILE IS EXPERIENCING LAW OF DIFFUSION OF INNOVATION 23 Agile @berniemaloney
    24. 24. DOING AGILE APPEARS EASY @berniemaloney 24
    25. 25. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 25
    26. 26. Accelerating Performance FORMING TEAMS: 1 GET THE FUNDAMENTALS SOLID @berniemaloney 26
    27. 27. A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER. Simon Sinek @berniemaloney 27
    28. 28. A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER. A TEAM IS A GROUP OF PEOPLE WHO TRUST EACH OTHER. Simon Sinek @berniemaloney 28
    29. 29. VIRGINIA SATIR’S CHANGE MODEL Performing Bruce Tuckman’s Stages of Team Development 29 Forming Storming Norming http://www.stevenmsmith.com/images/satir_graph.png @berniemaloney
    30. 30. TECH BUSINESS: FORMING Engr Mkt Need / Market Solution / Technology Team @berniemaloney 30
    31. 31. FORMING ROLES • Often 2 @ start: CMO, CTO • Consider 3 @ start for Scale: CMO, CTO, COO • Play any role, any time including CEO (generalist) • Eventually become functions (specialized) DECISIONS • Decide “how to decide” • Eliminate SME bias – Timebox to focus – Thumb Voting: Simultaneous Reveal Surfaces Objections Oppt’y to be heard = buy in @berniemaloney 31
    32. 32. THUMB VOTING Three States UP Let’s Go!, I’m in! SIDEWAYS I can support it DOWN No, wait, stop Simultaneous Reveal • Addresses Subject Matter Expert Bias • Surfaces Objections FAST • Opportunity to be heard @berniemaloney 32
    33. 33. THUMB VOTING Three States UP Let’s Go!, I’m in! SIDEWAYS I can support it DOWN No, wait, stop Simultaneous Reveal • Addresses Subject Matter Expert Bias • Surfaces Differences FAST • Opportunity to be heard 33 Agile Values Openness / Transparency Courage @berniemaloney
    34. 34. STORMING & NORMING Meetings Actually, there’s a great book http://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-by-meeting-part-ii.html http://leadingsmart.blogspot.com/2010/05/book-review-death-by-meeting-patrick.html @berniemaloney 34
    35. 35. STORMING & NORMING We have so many… We ought to get better • Most are poorly run • Meetings are how we accomplish work as a team • Most run as if only one type • Lencioni Notes 4 types (parallels scrum) – Daily Check-in – Weekly Tactical – Monthly Strategic – Quarterly Retreat @berniemaloney 35
    36. 36. STORMING & NORMING A STOCK AGENDA (60 min) • 5 Hot Topics • 5 Tune Agenda • ~½ Long Term / Strategic • ~½ Short Term / Tactical • 5 Next Steps • TOTAL “GROUND RULES” • Basic – Start on Time = Stop on Time – OK to be late – Catch up to the Conversation – 3s of Silence implies consent • Advanced – Picard > Kirk Analysis & Recommendation beats simple Information – Synthesize info – Propose Alternates / Solns 55 @berniemaloney 36
    37. 37. INITIALLY WITH AGILE: WORK IN THE BUSINESS 37 Operate Business Themes Architectural Vision Feature Story Story Story Team “Storytime” Grooming Sprint Plan Demo Standups Retro @berniemaloney
    38. 38. GET THE FUNDAMENTALS SOLID SHOW TEAMS HOW TO MAKE DECISIONS WORK IN THE BUSINESS 38 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    39. 39. RACI/DACI Matrices; Delegation Boards DELEGATION 2 CLARIFY DECISION AUTHORITY @berniemaloney 39
    40. 40. ROLE CLARIFICATION W/ RACI Responsible Does the work Consulted Influencer Accountable Single “hand to shake” Informed Needs to know in order to collaborate @berniemaloney 40
    41. 41. A COMPARISON: DACI Accountable Does the work Consulted Influencer Decider Arbiter for Decisions Recieves Consequensces Informed Needs to know in order to collaborate @berniemaloney 41
    42. 42. SITUATIONS Typical Accountable Responsible Consulted Informed Ideal Practical Informed Responsible Consulted Accountable Informed Accountable Responsible Consulted @berniemaloney 42
    43. 43. CHART EXAMPLE – ACROSS A PLC SCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HW CGR IGR DGR RQA (FC) MR FCS EOL EOSL SYS System Mgr C C A C C C A I I MKT Product Mkt A + R A + R C C C C R A C Front End Mkt (Channel/Sales) C C C I I I R C C R&D Project Manager C C R A A A R I I Architect C C C R R R C I Electrical Eng C C R R R C I Mechanical Eng C C R R R C I Software Eng C C R R R C I Component Owners I C R R R C I Project Coordinator I R R R R QA Quality Program Manager C C C R R R C I Audit Manager C C C C R R C I Certification/regulatory Expert C C R R R R C I Proc Partner Biz Mgr C C R R R R R C C Component Mgr C C R R R R C C MFG New Prod Intro I C C C R R I Business Planner I C C C R R C SUP Support Manager C C C R R R C C A Escalation Manager C C C C C C I R Sustaining engineering C C C R R R FIN Finance C C C C C C C I I @berniemaloney 43
    44. 44. KEYS • Distinguish do from • Clearly separate influence • Emphasize (& reward) information decide action opinion • Prioritize & over & objectives results structure process @berniemaloney 44
    45. 45. DELEGATION BOARDS 1. Tell: decisions made from Manager Role 2. Sell: while seeking team commitment, Manager decides 3. Consult: get team input before decision 4. Agree: make decisions with team (equal voice) 5. Advise: influence decision made by team 6. Inquire: team decides, convinces Manager after 7. Delegate: no Manager influence; let team work it out 45 1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate http://www.slideshare.net/jurgenappelo/management-30-in-50-minutes @berniemaloney
    46. 46. DELEGATION BOARD: EXAMPLE 1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate 46 Select Team Name Team Scope Release Set Schedule Determine Architecture Document APIs @berniemaloney
    47. 47. DOING AGILE APPEARS EASY @berniemaloney 47
    48. 48. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 48
    49. 49. Surfing Emerging Requirements SCALING THE PRODUCT PLAN 3 ANTICIPATE 3 ITERATIONS AHEAD @berniemaloney 49
    50. 50. V2 Berkeley ? You Are Here V1 Atlanta V3 Cupertino ? V3 Cupertino ? V2 Berkeley ? Time Horizon X Waves Time Horizon @berniemaloney 50
    51. 51. V2 Berkeley ? You Are Here V1 Atlanta V2 Berkeley ? Time Waves X Surfboard momentum’s direction V3 Cupertino ? V3 Cupertino ? @berniemaloney 51
    52. 52. V2 Berkeley ? You Are Here V1 Atlanta V2 Berkeley ? Time X V3 Cupertino ? whenever objectives slip outside the cone of momentum RISK creeps in Anticipate 3 iterations to Manage “Cone of Uncertainty” V3 Cupertino ? @berniemaloney 52
    53. 53. You Are Here Time X CHALLENGE Unchecked momentum continues unconscious direction Best direction? V2 Berkeley ? V1 Atlanta V2 Berkeley ? @berniemaloney 53
    54. 54. ISSUE Unconscious forward motion = RISK of squandered momentum and short timeline delivery pressure Time V2 Berkeley X V1 Atlanta V3 Cupertino 54 X @berniemaloney
    55. 55. V2 Berkeley SURFING X V2 Berkeley V1 Atlanta Anticipating 3 iterations Helps smooth shifts V3 Cupertino A guess at 3rd iteration Helps set 2nd iteration and channel momentum @berniemaloney 55
    56. 56. V2 Berkeley ANTICIPATE X V2 Berkeley V1 Atlanta Even if directions shift over time V3 Cupertino V3 Cupertino A guess at 3rd iteration Helps set 2nd iteration and channel momentum @berniemaloney 56
    57. 57. OUTSURF COMPETITION V2 Cupertino Berkeley V2 V3 Berkeley V1 Atlanta V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsiveness X Time @berniemaloney 57
    58. 58. INITIALLY: WORK IN THE BUSINESS 58 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    59. 59. AS VISION & THEMES EXPAND… 59 Feature Story Story Story Team “Storytime” Ongoing Grooming @berniemaloney
    60. 60. ANTICIPATE TO LEAD THE MARKET 60 Anticipate Product Roadmaps Releases X Feature Story Story Story Team “Storytime” Ongoing Grooming @berniemaloney
    61. 61. WORK ON THE BUSINESS 61 Anticipate Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature Team Portfolio “Storytime” Ongoing Grooming @berniemaloney
    62. 62. ENABLE SELF DIRECTED TEAMS 4 CLARIFY ROLE OF ‘MANAGERS’ @berniemaloney 62
    63. 63. REMEMBER THIS? Requirements Technology Simple Complex Chaotic Complicated Waterfall Far From Known Known Far From Known Agile / scrum Agile / Kanban @berniemaloney 63
    64. 64. TYPICAL COVERAGE: MARKETING Requirements Technology Chaotic Far From Known Known Far From Known Product Management @berniemaloney 64
    65. 65. TYPICAL COVERAGE: ENGINEERING Requirements Technology Chaotic Far From Known Engineering Management Known Far From Known 65 Project Management @berniemaloney
    66. 66. AGILE: MANAGER ROLE NOT EXPLICIT Why What (result) Product Backlog Potentially Shippable Iteration PSI 66 Iteration aka Sprint Team Iteration Backlog 1d ScrumMaster Product Owner Daily Standup @berniemaloney
    67. 67. NATURE ABHORS A VACUUM @berniemaloney 67
    68. 68. MANAGERS: REMOVE OBSTACLES Addressing whatever slows a team down will increase their ability to deliver A relentless focus on removing obstacles will increase the organization’s ability to perform @berniemaloney 68
    69. 69. GROW LEADERSHIP 69 http://managewell.net/?p=611 http://@berniemaloney en.wikipedia.org/wiki/Situational_leadership_theory
    70. 70. CHARACTERISTICS 70 Mentoring Coaching Direction We Talk You Decide You Decide I Trust You Delegation Followers Own: Result / Outcome Task / Output We Talk I Decide I Talk I Decide @berniemaloney
    71. 71. GREAT LEADERS GIVE US SOMETHING TO BELIEVE IN, NOT SOMETHING TO DO. Simon Sinek http://youtu.be/u4ZoJKF_VuA Start With Why @berniemaloney 71
    72. 72. AGILE GOAL: SELF DIRECTED TEAMS 72 Mentoring Coaching Direction You Decide I Trust You Delegation Followers Own: Result / Outcome Task / Output @berniemaloney
    73. 73. WELL RUNNING AGILE LIBERATES MANAGERS FOR BROADER SCOPE WORK Mentoring Coaching Direction 73 Delegation Followers : Grasp “WHY” Make Decisions Own Outcomes Managers: Plan Ahead Take On Strategy Greater Complexity @berniemaloney
    74. 74. DOING AGILE APPEARS EASY @berniemaloney 74
    75. 75. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 75
    76. 76. Scaling the Business EVOLVE BY DESIGN NOT DEFAULT 5 APPLY LEAN – SEE THE WHOLE @berniemaloney 76
    77. 77. TECH BUSINESS: EARLY / SMALL Engr Mkt Need / Market Solution / Technology Team @berniemaloney 77
    78. 78. TECH BUSINESS: MEDIUM Fin $ Legal IT Build Arch Client SW Sales Biz Dev Tech Partner QE HW Mfg Product Mgt UX @berniemaloney 78
    79. 79. TECH BUSINESS: LARGER / LATER Product Mgt User docs Build IT appl IT ops Support Legal Cloud Services Arch Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX @berniemaloney 79
    80. 80. COORDINATING THIS = COMPLEX Product Mgt User docs Build IT appl IT ops Support Cloud Services Arch Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE HW Mfg UX Fin $ Legal @berniemaloney 80
    81. 81. SCALE BY ABSTRACTING THE PATTERN Marketing Engineering Product Mgt Market Technology User docs Build IT appl IT ops Support Legal Cloud Services Arch Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX @berniemaloney 81
    82. 82. TECH BUSINESS: EARLY / SMALL Engr Mkt Need / Market Solution / Technology Team @berniemaloney 82
    83. 83. ABSTRACTING THE PATTERN Marketing Engineering Product Mgt Start Market Technology User docs Build IT appl IT ops Support Legal Cloud Services Arch Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX @berniemaloney 83
    84. 84. ABSTRACTING THE PATTERN Marketing Engineering Product Mgt User docs Build IT appl IT ops Support Legal Cloud Services Start Arch Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX Operations G&A HR Run @berniemaloney 84
    85. 85. APPLY LEAN: SEE THE WHOLE Marketing Engineering Need / Market Start Run Solution / Technology G&A Fin $ Legal HR Operations @berniemaloney 85
    86. 86. SCALE THROUGH SYNTHESIS Marketing Engineering Operations @berniemaloney 86
    87. 87. COORDINATE THE SYSTEM 87 Coordinate “Storytime” Ongoing Grooming Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature System Team Scrum of Scrums Release N+2 Release N+1 Release N @berniemaloney
    88. 88. The Big Picture SHIFT THE ORGANIZATION’S BE-ING @berniemaloney 88
    89. 89. INITIALLY (HOW AGILE STARTS): WORK IN THE BUSINESS 89 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    90. 90. AS VISION & THEMES EXPAND… 90 Feature Story Story Story Team “Storytime” Ongoing Grooming @berniemaloney
    91. 91. HAVE TEAM GRASP THE PURPOSE WORK ON THE BUSINESS 91 Anticipate Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature Team Portfolio “Storytime” Ongoing Grooming @berniemaloney
    92. 92. [DR. MARTIN LUTHER KING] GAVE THE “I HAVE A DREAM” SPEECH, NOT THE “I HAVE A PLAN” SPEECH. Simon Sinek http://youtu.be/u4ZoJKF_VuA Start With Why @berniemaloney 92
    93. 93. EVENTUALLY: STEER THE SYSTEM 93 Coordinate “Storytime” Ongoing Grooming Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature System Team Scrum of Scrums Release N+2 Release N+1 Release N Scrum Kanban Kanban @berniemaloney
    94. 94. AT ENTERPRISE SCALE – USE FLOW http://www.slideshare.net/mcottmeyer/scrum-gathering-vegas-agile-program-and-portfolio-management Inception Elaboration Construction Transition EVT DVT PVT kanban Analyze Design Build Test Deploy Feature Feature Feature kanban Story Backlog Task Backlog In Process Task Done Story Done Story Story Operate Anticipate Coordinate scrum @berniemaloney 94
    95. 95. Culture Eats Strategy for Lunch SUMMARY: FLIPPING STICKY BITS @berniemaloney 95
    96. 96. FASTER CYCLES IN TECH & MARKET Requirements Technology Simple Complex Chaotic Complicated Waterfall Far From Known Agile / Kanban Known Far From Known Agile / scrum @berniemaloney 96
    97. 97. AGILE IS EXPERIENCING LAW OF DIFFUSION OF INNOVATION 97 Agile @berniemaloney
    98. 98. GET THE FUNDAMENTALS SOLID SHOW TEAMS HOW TO MAKE DECISIONS WORK IN THE BUSINESS 98 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    99. 99. CLARIFY DECISION MAKING 1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate CGR IGR DGR RQA (FC) MR FCS EOL EOSL SYS System Mgr C C A C C C A I I MKT Product Mkt A + R A + R C C C C R A C Front End Mkt (Channel/Sales) C C C I I I R C C R&D Project Manager C C R A A A R I I Architect C C C R R R C I Electrical Eng C C R R R C I Mechanical Eng C C R R R C I Software Eng C C R R R C I Component Owners I C R R R C I Project Coordinator I R R R R QA Quality Program Manager C C C R R R C I Audit Manager C C C C R R C I Certification/regulatory Expert C C R R R R C I Proc Partner Biz Mgr C C R R R R R C C Component Mgr C C R R R R C C MFG New Prod Intro I C C C R R I Business Planner I C C C R R C SUP Support Manager C C C R R R C C A Escalation Manager C C C C C C I R Sustaining engineering C C C R R R Select Team Name Team Scope Release Set Schedule Determine Architecture Document APIs FIN Finance C C C C C C C I I @berniemaloney 99
    100. 100. ANTICIPATE 3 ITERATIONS AHEAD V2 Cupertino Berkeley V2 V3 Berkeley V1 Atlanta V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsiveness X Time @berniemaloney 100
    101. 101. EVOLVE THE ROLE OF ‘MANAGERS’ Mentoring Coaching Direction 101 Delegation Shift from Direction to Delegation Take On Strategy @berniemaloney
    102. 102. HAVE TEAM GRASP THE PURPOSE WORK ON THE BUSINESS 102 Anticipate Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature Team Portfolio “Storytime” Ongoing Grooming @berniemaloney
    103. 103. APPLY LEAN: SEE THE WHOLE Marketing Engineering Need / Market Start Run Solution / Technology G&A Operations @berniemaloney 103
    104. 104. STEER THE SYSTEM… 104 Coordinate “Storytime” Ongoing Grooming Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature System Team Scrum of Scrums Release N+2 Release N+1 Release N Scrum Kanban Kanban @berniemaloney
    105. 105. VIRGINIA SATIR’S CHANGE MODEL Performing Bruce Tuckman’s Stages of Team Development 105 Forming Storming Norming http://www.stevenmsmith.com/images/satir_graph.png @berniemaloney
    106. 106. DOING AGILE APPEARS EASY @berniemaloney 106
    107. 107. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 107
    108. 108. REFERENCES 1/2 BIT.LY/SVCCTRICKY AGILE • Michael Sahota: Success patterns because Agile = process + culture • Mike Cottemeyer : Agile Portfolio Management • Juergen Appelo: Management 3.0 – for Agile environments • Jeff Patton: Story mapping – scaling a product to multiple releases • Andrea Tomasini: ideas for moving Mgt from Push to Pull LEAN • Mary & Tom Popendiek – seminal book on Lean, great reading list STARTUPS • Steve Blank: Customer Development • Eric Ries: The Lean Startup • Startup Genome Project: Study of success factors in startups • Patrick Lencioni: “Death by Meeting” – effective meetings @berniemaloney 108
    109. 109. REFERENCES 2/2 BIT.LY/SVCCTRICKY LEADERSHIP • Simon Sinek: Start with Why – Inspiring with Purpose • Situational Leadership Theory: 30+ year history, management as more than direction / delegation OTHER • Business Model Generation / Canvas: Tool for iterating business (like Agile iterates development cycles) • Holacracy: Comprehensive structure for organizational governance based in Agile (purpose driven, emergent design, clear accountability) • Scaled Agile Framework: Detailed, prescriptive structure for Agile programs/enterprises • Spotify: Case Study: multi-team, multi-location; matrixed by skills AND product @berniemaloney 109
    110. 110. Bernie Maloney, CSP PE, CSM, CSPO Agile Coach Accelerating Genius Turning Strategies into Results From Startup to Beyond $100M bit.ly/speedmygenius @berniemaloney 110
    111. 111. Ut Prosim. Namaste. FIN @berniemaloney 111
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