Agile at Enterprise Scale: The Tricky Bits
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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 ...

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 at Enterprise Scale: The Tricky Bits Agile at Enterprise Scale: The Tricky Bits Presentation Transcript

    • AGILE AT ENTERPRISE SCALE The Tricky Bits 1@berniemaloney
    • WHAT YOU GET Brief Tour / Review • A quick tour: 5 tricky bits • A brief overview of Agile Design Patterns for • Launching teams for high performance • Evolving a business by Design rather than by Default • Scaling Agile References to other patterns in the problem space 2@berniemaloney
    • “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 3@berniemaloney
    • “I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT” Ken Schwaber 4@berniemaloney
    • DOING AGILE APPEARS EASY 5@berniemaloney
    • DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE 6@berniemaloney
    • 5 TRICKY BITS: THE QUICK TOUR 7@berniemaloney
    • AGILE IS EXPERIENCING LAW OF DIFFUSION OF INNOVATION 8 Agile @berniemaloney
    • 1 GET THE FUNDAMENTALS SOLID 9 Feature Story Story Story Team WORK IN THE BUSINESS Ongoing Grooming “Storytime” Operate @berniemaloney SHOW TEAMS HOW TO MAKE DECISIONS
    • V2 Berkeley 2 ALWAYS LOOK 3 ITERATIONS AHEAD V2 Berkeley V1 Atlanta V3 Cupertino V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsivenessX Time 10@berniemaloney
    • GREAT LEADERS GIVE US SOMETHING TO BELIEVE IN, NOT SOMETHING TO DO. Simon Sinek http://youtu.be/u4ZoJKF_VuA Start With Why 11 3 ENSURE TEAMS KNOW THE PURPOSE @berniemaloney
    • NATURE ABHORS A VACUUM HELP ‘MANAGERS’ SEE THEIR ROLES IN AGILE 12@berniemaloney
    • 5 APPLY LEAN: SEE THE WHOLE @berniemaloney 13 Marketing Engineering Need / Market Start Run Solution / Technology G&A Operations
    • WHAT EXPERIENCE DO WE ALREADY SHARE? @berniemaloney 14
    • AUDIENCE EXPERIENCE WITH AGILE? TEAMS • 12+ teams • 5+ teams • 2+ teams MONEY • $100M+ in Gross Margin? • $10M+ • $1M+ • $100K+ 15 LOCATIONS • 3+ geographies (10h+ of flying) • 5+ locations • 2+ locations Successfully? @berniemaloney
    • AGILE FOR BUSINESS SURVIVAL 16 14 mo design cycle 3 mo shelf life HP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpg SW Bits: http://www.newpackettech.com/software_bits.jpg HWSW + All with WEEKLY iterations of the plan Breakeven $B/y 6 in USA 20 Products / qtr 200 in EU alone @berniemaloney
    • AN INCREDIBLY BRIEF ORIENTATION Agile Methodologies 17@berniemaloney
    • AGILE’S EMPHASIS 18 Agile scrum Kanban XP Inspect and Adapt @berniemaloney
    • LEAN 19 Build Measure Learn @berniemaloney
    • LOTS OF COMMONALITY 20 Agile scrum Kanban XP Lean @berniemaloney
    • Eliminate Waste Amplify Learning Decide as Late as Possible Deliver VALUE as Fast as Possible Empower the Team Build Integrity In See the Whole LEAN’S EMPHASES 21 Agile scrum Kanban XP Lean Responsible @berniemaloney
    • WIDESPREAD VIEW 22 Agile scrum Kanban XP Waterfall Waterfall is sometimes described within Agile as “Big Up Front Design” @berniemaloney
    • AN ALTERNATE ORIENTATION 23 Agile scrum Kanban XP Waterfall @berniemaloney
    • WHERE AGILE FITS Stacey Matrix 24@berniemaloney
    • STACEY MATRIX Agreement Far From Agreement Close To Agreement CertaintyClose To Certainty Far From Certainty Simple Technically Complicated Socially Complicated Complex Chaotic 25@berniemaloney
    • STACEY MATRIX: SIMPLIFYING Agreement Requirements Far From Known Known Certainty Technology Far From Known Simple Technically Socially Chaotic Complicated Complex 26@berniemaloney
    • DECISION MECHANISMSRequirements Far From Known Known Technology Far From Known Chaotic Debate Innovation Creativity Serendipity Trial & Error “Zone of Complexity” Standards Guidance Monitoring “Rational” Decisions Compromise Political Decisions Experimenting Judgment Decisions 27@berniemaloney
    • EXAMPLESRequirements Technology Simple Complex Chaotic Complicated 1st Man On The Moon Nuclear Power Plant Location Bridge Bicycle Airplanes Emergency Response Far From Known Known Far From Known 28@berniemaloney
    • OPERATING PRACTICESRequirements Technology Simple Complex Chaotic Complicated Best Practice Good Practice Far From Known Known Far From Known Emergent Practice Novel Practice 29@berniemaloney
    • APPLYING AGILE FRAMEWORKSRequirements Technology Simple Complex Chaotic Complicated Waterfall Far From Known Known Far From Known Agile / scrum Agile / Kanban 30@berniemaloney
    • WATERFALL :: KANBAN :: SCRUM Project Management 31@berniemaloney
    • PROJ MGT’S “IRON TRIANGLE” 32 $ QSchedule Quality Resources Scope @berniemaloney
    • WATERFALL (AKA STAGE GATE) 33 Reqt’s Concept Design Build Test Deploy @berniemaloney
    • KANBAN 3434 backlog ready to-do doing done several few 1 8 8 LIMITS on Work Items @berniemaloney kaizen – continuous improvement
    • “SCRUM”MERY Product Backlog Potentially Shippable Iteration PSI 35 Iteration aka Sprint Team Iteration Backlog 1d Typically 1-4 wks aka SprintForecast SprintCommit ScrumMaster Product Owner Why What (result) Daily Standup @berniemaloney kaikaku – radical overhaul
    • KANBAN’S TRADEOFFS 36 Commit Scope Accept Schedule Measure Cycle Time for relative Effort Optimize Quality & Resources $Q @berniemaloney
    • SCRUM’S TRADEOFFS 37 Jargon Timebox/Iteration/Sprint Velocity Commit Schedule TIMEBOX Accept Scope Measure VALUE (or effort) delivered in timebox = VELOCITY Optimize Quality & Resources $Q @berniemaloney
    • Stage Gate Whenever there’s a step function increase in risk (think “funding round”) EACH HAS VALUE 38 Agile scrum Kanban XP Lean Waterfall Problem & Sol’n ~Known @berniemaloney
    • Agile Whenever the next objective is uncertain (think “between funding rounds”) EACH HAS VALUE 39 Agile scrum Kanban XP Lean Waterfall Problem or Sol’n UnKnown @berniemaloney
    • DOING AGILE APPEARS EASY 40@berniemaloney
    • DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE 41@berniemaloney
    • FORMING TEAMS Accelerating Performance @berniemaloney 42
    • A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER. Simon Sinek 43@berniemaloney
    • A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER. A TEAM IS A GROUP OF PEOPLE WHO TRUST EACH OTHER. Simon Sinek 44@berniemaloney
    • VIRGINIA SATIR’S CHANGE MODEL Bruce Tuckman’s Stages of Team Development 45 Forming Storming Norming Performing @berniemaloney http://www.stevenmsmith.com/images/satir_graph.png
    • TECH BUSINESS: FORMING Engr @berniemaloney 46 Mkt Need / Market Solution / Technology Team
    • 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 47
    • STORMING & NORMING Meetings Actually, there’s a great book http://leadingsmart.blogspot.com/2010/05/book-review-death-by-meeting-patrick.html http://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-by-meeting-part-ii.html @berniemaloney 48
    • 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 49
    • 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 50
    • INITIALLY WITH AGILE: 51 Operate Business Themes Architectural Vision Feature Story Story Story Team WORK IN THE BUSINESS “Storytime” Grooming Sprint Plan Standups Demo Retro @berniemaloney
    • GET THE FUNDAMENTALS SOLID 52 Feature Story Story Story Team WORK IN THE BUSINESS Ongoing Grooming “Storytime” SHOW TEAMS HOW TO MAKE DECISIONS Operate @berniemaloney
    • HOW DO YOU GO BIG INSTEAD OF GOING HOME? Escaping Gravitational Pull 53@berniemaloney
    • COMMON MULTI-TEAM PRACTICE 54 Feature Story Story Story Team Ongoing Grooming “Storytime” Scrum of Scrums Product Owner Council Chief Product Owner @berniemaloney
    • ROGERS’ LAW OF DIFFUSION OF INNOVATION ~2.5% ~13.5% ~34% ~34% ~16% 55@berniemaloney
    • APPLIED TO PROCESS ADOPTION 56 Agile @berniemaloney
    • APPLIED TO ORGANIZATIONS Search Grow Build 57 http://www.slideshare.net/sblank/why-fighter-pilots-run-startups-4557023 Air-Air Combat Scheduled Airline @berniemaloney
    • A PARALLEL DESCRIPTION… Search Grow Build 58 Cowboys Farmers @berniemaloney
    • …LEAVES CLUES Search Grow Build 59 Cowboys Farmers Sheriffs @berniemaloney
    • DOING AGILE APPEARS EASY 60@berniemaloney
    • DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE 61@berniemaloney
    • SCALING THE PRODUCT PLAN Surfing Emerging Requirements 62@berniemaloney
    • You Are Here V2 Berkeley ? V1 Atlanta V3 Cupertino ? V3 Cupertino ? V2 Berkeley ? Time Horizon X Waves Time Horizon 63@berniemaloney
    • You Are Here V2 Berkeley ? V1 Atlanta V2 Berkeley ? Time Waves X Surfboard momentum’s direction V3 Cupertino ? V3 Cupertino ? 64@berniemaloney
    • You Are Here V2 Berkeley ? V1 Atlanta V2 Berkeley ? Time X Anticipate 3 iterations to Manage “Cone of Uncertainty” whenever objectives slip outside the cone of momentum RISK creeps in V3 Cupertino ? V3 Cupertino ? 65@berniemaloney
    • You Are Here Time X CHALLENGE Unchecked momentum continues unconscious direction Best direction? V2 Berkeley ? V1 Atlanta V2 Berkeley ? 66@berniemaloney
    • ISSUE Unconscious forward motion = RISK of squandered momentum and short timeline delivery pressure Time V2 Berkeley V1 Atlanta V3 Cupertino 67 X X @berniemaloney
    • 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 68@berniemaloney
    • V2 Berkeley ANTICIPATE X V2 Berkeley V1 Atlanta Even if directions shift over time V3 Cupertino Helps set 2nd iteration and channel momentum A guess at 3rd iteration V3 Cupertino 69@berniemaloney
    • V2 Berkeley OUTSURF COMPETITION V2 Berkeley V1 Atlanta V3 Cupertino V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsivenessX Time 70@berniemaloney
    • INITIALLY: 71 Feature Story Story Story Team WORK IN THE BUSINESS Ongoing Grooming “Storytime” Operate @berniemaloney
    • AS VISION & THEMES EXPAND… 72 Feature Story Story Story Team Ongoing Grooming “Storytime” @berniemaloney
    • ANTICIPATE TO LEAD THE MARKET 73 Anticipate Product Roadmaps Releases X Feature Story Story Story Team Ongoing Grooming “Storytime” @berniemaloney
    • WORK ON THE BUSINESS 74 Anticipate Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature PortfolioTeam Ongoing Grooming “Storytime” @berniemaloney
    • [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 75@berniemaloney
    • EVOLVE BY DESIGN RATHER THAN BY DEFAULT Scaling the Business 76@berniemaloney
    • AN EXAMPLE: RESTAURANTS @berniemaloney 77
    • RESTAURANTS: EARLY / SMALL cook @berniemaloney 78 wait staff bar tender
    • ROLE SEPARATION WITH GROWTH cooks @berniemaloney 79 wait staff bar tender reserv’n bus staff dish washers Front of House Back of House
    • RESTAURANTS: LARGER / LATER cooks @berniemaloney 80 wait staff bar tender reserv’n bus staff dish washers Maitre d’ chefwine steward live music investors Front of House Back of House
    • COORDINATING THIS = COMPLEX cooks @berniemaloney 81 wait staff bar tender reserv’n bus staff dish washers Maitre d’ chefwine steward live music investors Front of House Back of House
    • SCALE BY ABSTRACTING THE PATTERN cooks @berniemaloney 82 wait staff bar tender reserv’n bus staff dish washers Maitre d’ chefwine steward live music investors Front of House Back of House
    • SCALE BY ABSTRACTING THE PATTERN cooks @berniemaloney 83 wait staff bar tender reserv’n bus staff dish washers Maitre d’ chefwine steward live music investors Front of House Back of House Need Solution
    • GOING REALLY BIG What about More Locations or Franchising? @berniemaloney 84
    • RESTAURANTS: EARLY / SMALL cook @berniemaloney 85 wait staff bar tender Need Solution
    • RESTAURANTS: MORE LOCATIONS? cooks @berniemaloney 86 wait staff bar tender reserv’n bus staff dish washers Maitre d’ chefwine steward live music other supplies equip locations cups & napkins training produce ads & coupons Start investors
    • ABSTRACTING THE PATTERN cooks @berniemaloney 87 wait staff bar tender reserv’n bus staff dish washers Maitre d’ chefwine steward live music other supplies equip locations cups & napkins training produce ads & coupons Run Start investors
    • SCALING TECHNOLOGY BUSINESSES @berniemaloney 88
    • TECH BUSINESS: EARLY / SMALL Engr @berniemaloney 89 Mkt Need / Market Solution / Technology Team
    • TECH BUSINESS: LARGER / LATER User docs IT appl IT ops Support Legal Cloud Services Arch Build Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX @berniemaloney 90 Product Mgt
    • COORDINATING THIS = COMPLEX User docs IT appl IT ops Support Cloud Services Arch Build Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE HW Mfg UX @berniemaloney 91 Product Mgt Legal Fin $
    • SCALE BY ABSTRACTING THE PATTERN User docs IT appl IT ops Support Legal Cloud Services Arch Build Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX Marketing Engineering @berniemaloney 92 Product Mgt Market Technology
    • TECH BUSINESS: EARLY / SMALL Engr @berniemaloney 93 Mkt Need / Market Solution / Technology Team
    • ABSTRACTING THE PATTERN User docs IT appl IT ops Support Legal Cloud Services Arch Build Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX Marketing Engineering @berniemaloney 94 Product Mgt Market Technology Start
    • ABSTRACTING THE PATTERN User docs IT appl IT ops Support Legal Cloud Services Arch Build Client SW Sales Outb’nd Mtkg Cust Partner Biz Dev Tech Partner Beta Mgt Perf / Stab QE Fin $ HW Mfg UX Marketing Engineering Operations G&A @berniemaloney 95 Product Mgt HR Run Start
    • APPLY LEAN: SEE THE WHOLE @berniemaloney 96 Marketing Engineering Need / Market Start Run Solution / Technology Legal Fin $ G&A HR Operations
    • SCALE THROUGH SYNTHESIS @berniemaloney 97 Marketing Engineering Operations
    • COORDINATE THE SYSTEM 98 Coordinate Ongoing Grooming “Storytime” 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
    • USE FLOW ACROSS THE SYSTEM Inception Elaboration Construction Transition Analyze Design Build Test Deploy OperateAnticipate Coordinate Story Backlog Task Backlog In Process Task Done Story Done http://www.slideshare.net/mcottmeyer/scrum-gathering-vegas-agile-program-and-portfolio-management @berniemaloney 99 scrum kanban kanban
    • KANBAN CREATES A PULL SYSTEM LIMITED BY ACTUAL CAPACITY Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 100
    • TOP TIERS APPEAR TO UPPER MGT LIKE STAGE GATES… Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 101 Feature
    • … AND FIT PRACTICE OF WEEKLY PROGRAM GOVERNANCE… Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 102 Feature Story
    • …WHILE STILL ENABLING SYSTEM TO BE AGILE Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 103 Feature Story
    • FROM STORY ‘READY’ Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 104 Feature Story
    • TO IN PROCESS Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 105 Feature Story Feature
    • ONGOING GROOMING CONTINUES FLOW THROUGH SYSTEM Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 106 Feature Story Feature Story
    • ALLOWING NEW WORK TO ENTER STREAM Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 107 Feature Story Story Feature
    • AND TASK BREAKDOWN TO EMERGE Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 108 Feature Story Story Feature
    • WHEN STORY DONE / TEST READY Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 109 Feature Story Story Feature
    • WORK PULLS THROUGH TEST Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 110 Feature Story Story Feature
    • AND INTO FEATURE GA / DEPLOY Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 111 Feature Story Story Feature Feature
    • V2 Berkeley REMEMBER THIS? V2 Berkeley V1 Atlanta V3 Cupertino V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsivenessX Time 112@berniemaloney
    • APPLY AT RELEASE GATES Concept GA IGR DGR Scope Release N+2 While Developing Release N+1 And Delivering Release N Concept IGR GA DGR @berniemaloney 113
    • TRACK PLANS IN PROCESS Inception Elaboration Construction Transition Analyze Design Build Test Deploy Story Backlog Task Backlog In Process Task Done Story Done @berniemaloney 114 Feature Story Story Feature Feature
    • COORDINATE THE SYSTEM 115 Coordinate Ongoing Grooming “Storytime” 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 KanbanKanbanScrum @berniemaloney
    • DECISION DELEGATION RACI/DACI Matrices; Delegation Boards 116@berniemaloney
    • ROLE CLARIFICATION W/ RACI Responsible Does the work Consulted Influencer Accountable Single “hand to shake” Informed Needs to know in order to collaborate @berniemaloney 117
    • A COMPARISON: DACI Accountable Does the work Consulted Influencer Decider Arbiter for Decisions Recieves Consequensces Informed Needs to know in order to collaborate @berniemaloney 118
    • Informed SITUATIONS Responsible Consulted Accountable Typical Informed Responsible Consulted Accountable Informed Consulted Responsible Accountable Ideal Practical @berniemaloney 119
    • 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 120
    • KEYS • Distinguish from • Clearly separate • Emphasize (& reward) • Prioritize & over & information do influence decide opinion action objectives results structure process @berniemaloney 121
    • 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 122 http://www.slideshare.net/jurgenappelo/management-30-in-50-minutes 1 Tell 2 Sell 6 Inquire 3 Consult 4 Agree 5 Advise 7 Delegate @berniemaloney
    • DELEGATION BOARD: EXAMPLE 123 1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate Select Team Set Schedule Document APIs Name Team Scope Release Determine Architecture @berniemaloney
    • EVOLVING THE MANAGER’S ROLE Shifting from Push to Pull 124@berniemaloney
    • AGILE: MANAGER ROLE NOT EXPLICIT Product Backlog Potentially Shippable Iteration PSI 125 Iteration aka Sprint Team Iteration Backlog 1d ScrumMaster Product Owner Why What (result) Daily Standup @berniemaloney
    • NATURE ABHORS A VACUUM 126@berniemaloney
    • NATURE ABHORS A VACUUM Situational Leadership points to what managers “do” in Agile: broader scope work 127@berniemaloney
    • 128 http://managewell.net/?p=611 http://en.wikipedia.org/wiki/Situational_leadership_theory@berniemaloney
    • CHARACTERISTICS 129 Direction CoachingMentoring Delegation Task / OutputResult / OutcomeFollowers Own: You Decide I Trust You We Talk You Decide We Talk I Decide I Talk I Decide @berniemaloney
    • GREAT LEADERS GIVE US SOMETHING TO BELIEVE IN, NOT SOMETHING TO DO. Simon Sinek http://youtu.be/u4ZoJKF_VuA Start With Why 130@berniemaloney
    • AGILE GOAL: SELF DIRECTED TEAMS 131 Direction CoachingMentoring Delegation Task / OutputResult / OutcomeFollowers Own: You Decide I Trust You @berniemaloney
    • WELL RUNNING AGILE LIBERATES MANAGERS FOR BROADER SCOPE WORK 132 Direction CoachingMentoring Delegation Followers : Grasp “WHY” Make Decisions Own Outcomes Managers: Plan Ahead Take On Strategy Greater Complexity @berniemaloney
    • SUMMARY: THE TRICKY BITS Culture Eats Strategy for Lunch 133@berniemaloney
    • AGILE IS EXPERIENCING LAW OF DIFFUSION OF INNOVATION 134 Agile @berniemaloney
    • GET THE FUNDAMENTALS SOLID 135 Feature Story Story Story Team WORK IN THE BUSINESS Ongoing Grooming “Storytime” SHOW TEAMS HOW TO MAKE DECISIONS Operate @berniemaloney
    • V2 Berkeley ALWAYS LOOK 3 ITERATIONS AHEAD V2 Berkeley V1 Atlanta V3 Cupertino V3 Cupertino Anticipate 3 iterations AND tune direction over time To address RISK AND maintain Market responsivenessX Time 136@berniemaloney
    • HAVE TEAM GRASP THE PURPOSE 137 Anticipate Product Roadmaps Epics Releases X Feature Story Story Story Feature Feature Feature PortfolioTeam Ongoing Grooming “Storytime” WORK ON THE BUSINESS @berniemaloney
    • EVOLVE THE ROLE OF MANAGERS 138 Direction CoachingMentoring Delegation Shift from Direction to Delegation Take On Strategy @berniemaloney
    • COORDINATE THE SYSTEM… 139 Coordinate Ongoing Grooming “Storytime” 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 KanbanKanbanScrum @berniemaloney
    • …INCLUDING DECISION MAKING 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 140
    • APPLY LEAN: SEE THE WHOLE @berniemaloney 141 Marketing Engineering Need / Market Start Run Solution / Technology G&A Operations
    • 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 142
    • 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 143
    • DOING AGILE APPEARS EASY 144@berniemaloney
    • DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE 145@berniemaloney
    • @berniemaloney 146 Bernie Maloney, CSP PE, CSM, CSPO linkedin.com/in/ twitter.com/#!/ slideshare.net/ about.me/ berniemaloney berniemaloney berniemaloney berniemaloney Agile Coach Accelerating Genius Turning Strategies into Results From Startup to Beyond $100M
    • FIN Ut Prosim. Namaste. 147@berniemaloney