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Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
Agile at Enterprise Scale: The Tricky Bits
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 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!
  • Transcript

    • 1. A Brief Orientation AGILE AT ENTERPRISE SCALE: FLIPPING STICKY BITS @berniemaloney 1
    • 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. “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. “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. 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. 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. Bernie Maloney, CSP PE, CSM, CSPO Agile Coach Accelerating Genius Turning Strategies into Results From Startup to Beyond $100M @berniemaloney 7
    • 8. FLIPPING STICKY BITS: A QUICK TOUR @berniemaloney 8
    • 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. 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. 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. 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. 5 APPLY LEAN: SEE THE WHOLE Marketing Engineering Need / Market Start Run Solution / Technology G&A Operations @berniemaloney 13
    • 14. DOING AGILE APPEARS EASY @berniemaloney 14
    • 15. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE @berniemaloney 15
    • 16. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 16
    • 17. An Incredibly Brief Orientation WHY AGILE IS GROWING @berniemaloney 17
    • 18. ASSUMED FAMILIARITY Build Measure Learn LEAN SCRUM KANBAN WATERFALL @berniemaloney 18
    • 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. 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. 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. WHERE EACH HAS VALUE Agile Whenever the next objective is clear (think “between funding rounds”) Agile scrum Kanban XP Lean Waterfall @berniemaloney 22
    • 23. AGILE IS EXPERIENCING LAW OF DIFFUSION OF INNOVATION 23 Agile @berniemaloney
    • 24. DOING AGILE APPEARS EASY @berniemaloney 24
    • 25. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 25
    • 26. Accelerating Performance FORMING TEAMS: 1 GET THE FUNDAMENTALS SOLID @berniemaloney 26
    • 27. A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER. Simon Sinek @berniemaloney 27
    • 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. 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. TECH BUSINESS: FORMING Engr Mkt Need / Market Solution / Technology Team @berniemaloney 30
    • 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. 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. 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. 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. 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. 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. 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. 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. RACI/DACI Matrices; Delegation Boards DELEGATION 2 CLARIFY DECISION AUTHORITY @berniemaloney 39
    • 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. 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. SITUATIONS Typical Accountable Responsible Consulted Informed Ideal Practical Informed Responsible Consulted Accountable Informed Accountable Responsible Consulted @berniemaloney 42
    • 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. KEYS • Distinguish do from • Clearly separate influence • Emphasize (& reward) information decide action opinion • Prioritize & over & objectives results structure process @berniemaloney 44
    • 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. 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. DOING AGILE APPEARS EASY @berniemaloney 47
    • 48. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 48
    • 49. Surfing Emerging Requirements SCALING THE PRODUCT PLAN 3 ANTICIPATE 3 ITERATIONS AHEAD @berniemaloney 49
    • 50. V2 Berkeley ? You Are Here V1 Atlanta V3 Cupertino ? V3 Cupertino ? V2 Berkeley ? Time Horizon X Waves Time Horizon @berniemaloney 50
    • 51. V2 Berkeley ? You Are Here V1 Atlanta V2 Berkeley ? Time Waves X Surfboard momentum’s direction V3 Cupertino ? V3 Cupertino ? @berniemaloney 51
    • 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. You Are Here Time X CHALLENGE Unchecked momentum continues unconscious direction Best direction? V2 Berkeley ? V1 Atlanta V2 Berkeley ? @berniemaloney 53
    • 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. 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. 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. 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. INITIALLY: WORK IN THE BUSINESS 58 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    • 59. AS VISION & THEMES EXPAND… 59 Feature Story Story Story Team “Storytime” Ongoing Grooming @berniemaloney
    • 60. ANTICIPATE TO LEAD THE MARKET 60 Anticipate Product Roadmaps Releases X Feature Story Story Story Team “Storytime” Ongoing Grooming @berniemaloney
    • 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. ENABLE SELF DIRECTED TEAMS 4 CLARIFY ROLE OF ‘MANAGERS’ @berniemaloney 62
    • 63. REMEMBER THIS? Requirements Technology Simple Complex Chaotic Complicated Waterfall Far From Known Known Far From Known Agile / scrum Agile / Kanban @berniemaloney 63
    • 64. TYPICAL COVERAGE: MARKETING Requirements Technology Chaotic Far From Known Known Far From Known Product Management @berniemaloney 64
    • 65. TYPICAL COVERAGE: ENGINEERING Requirements Technology Chaotic Far From Known Engineering Management Known Far From Known 65 Project Management @berniemaloney
    • 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. NATURE ABHORS A VACUUM @berniemaloney 67
    • 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. GROW LEADERSHIP 69 http://managewell.net/?p=611 http://@berniemaloney en.wikipedia.org/wiki/Situational_leadership_theory
    • 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. 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. AGILE GOAL: SELF DIRECTED TEAMS 72 Mentoring Coaching Direction You Decide I Trust You Delegation Followers Own: Result / Outcome Task / Output @berniemaloney
    • 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. DOING AGILE APPEARS EASY @berniemaloney 74
    • 75. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 75
    • 76. Scaling the Business EVOLVE BY DESIGN NOT DEFAULT 5 APPLY LEAN – SEE THE WHOLE @berniemaloney 76
    • 77. TECH BUSINESS: EARLY / SMALL Engr Mkt Need / Market Solution / Technology Team @berniemaloney 77
    • 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. 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. 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. 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. TECH BUSINESS: EARLY / SMALL Engr Mkt Need / Market Solution / Technology Team @berniemaloney 82
    • 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. 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. APPLY LEAN: SEE THE WHOLE Marketing Engineering Need / Market Start Run Solution / Technology G&A Fin $ Legal HR Operations @berniemaloney 85
    • 86. SCALE THROUGH SYNTHESIS Marketing Engineering Operations @berniemaloney 86
    • 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. The Big Picture SHIFT THE ORGANIZATION’S BE-ING @berniemaloney 88
    • 89. INITIALLY (HOW AGILE STARTS): WORK IN THE BUSINESS 89 Feature Story Story Story Team “Storytime” Ongoing Grooming Operate @berniemaloney
    • 90. AS VISION & THEMES EXPAND… 90 Feature Story Story Story Team “Storytime” Ongoing Grooming @berniemaloney
    • 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. [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. 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. 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. Culture Eats Strategy for Lunch SUMMARY: FLIPPING STICKY BITS @berniemaloney 95
    • 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. AGILE IS EXPERIENCING LAW OF DIFFUSION OF INNOVATION 97 Agile @berniemaloney
    • 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. 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. 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. EVOLVE THE ROLE OF ‘MANAGERS’ Mentoring Coaching Direction 101 Delegation Shift from Direction to Delegation Take On Strategy @berniemaloney
    • 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. APPLY LEAN: SEE THE WHOLE Marketing Engineering Need / Market Start Run Solution / Technology G&A Operations @berniemaloney 103
    • 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. 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. DOING AGILE APPEARS EASY @berniemaloney 106
    • 107. DOING AGILE APPEARS EASY BEING AGILE TAKES DISCIPLINE & COURAGE @berniemaloney 107
    • 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. 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. 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. Ut Prosim. Namaste. FIN @berniemaloney 111

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