Self-organizing Agile Transitions
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This document summarizes Cédric Mainguy's work facilitating an agile transition at Palo IT, a large bank with operations across multiple European and Asian countries. The transition process involved 4 waves: 1) Assessing the current process through interviews and workshops, 2) Identifying problems and areas for improvement, 3) Providing training on agile best practices, and 4) Co-creating an implementation plan through activities like a "$100 game" to prioritize practices and develop an initial project roadmap. The goal was to help the large, structured organization move toward more agile and lean processes to reduce time to market while engaging teams in the transition.
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Self-organizing Agile Transitions
- 2. Agenda • How did I get here? • Agile Banks!? • Self-organized transition • The Games • Closing remarks
- 3. How did I get here? Entrepreneur AsiaForm, Whollycity, Wholly Agilist Agile Coach, Startup coach, Lean startuper, Design Thinker, Innovation Games Facilitator, Scrumaster, Product Owner… What exites me? Sharing Economy, Innovation, Coaching startups, Permaculture, Alternative Currencies, Culture Hacking, Digital Revolution, Consiousness Technology, Radical Life Extention, Spirituality, Future Trends… My job today? Head of digital innovation Palo IT, Business Developer, Agile coach, Innovation Speaker…
- 5. Agile Banks?
- 8. Office SPACE
- 10. RIGOROU S Design
- 11. Docume nts
- 18. Approach Palo IT
- 21. by & 21
- 22. 22
- 24. Empathize Know thy users & stakeholders
- 27. 27 - Define - Frame the problem [user] needs to [problem] because [surprising insight]
- 28. 28 Relate problems to specific personas and phrase the disruptive promise that will lead into a relevant solution (innovation!)
- 32. 32 Games
- 33. Approach Palo IT
- 35. 35 Transition Process Wave 1 Assessment Understand context Wave 3 Training Recommendations Best Practices Wave 4 Strategic alignments Feasibility Prioritization Implementation Discovery Explore Co-create Wave 2 Identify Problems Areas of improvement Define
- 36. 36
- 37. 37 Transition Process Wave 1 Assessment Understand context Wave 3 Training Recommendations Best Practices Wave 4 Strategic alignments Feasibility Prioritization Implementation Discovery Explore Co-create Wave 2 Identify Problems Areas of improvement Define
- 38. 38 Transition Process Wave 1 Interviews SWOT VSM Retros Wave 3 Best Practices Training Story telling Wave 4 $100 Game Plan Implementation Roadmap Discovery Explore Co-create Wave 2 Clustering Dot Voting Define
- 41. Interviews ?
- 42. 42 Retro Prime Directive Team Satisfaction Timeline Activity Appraisals Agile Values Team self- Assessment Speedboat Assessment
- 43. Collecting current development practices 7 Teams from 4 countries People quickly engaged
- 44. 44 Define Wave 2 Identify Problems Areas of improvement
- 46. Value Stream Mapping Process owners, inventories, wait /time to complete Bottlenecks and areas for analysis and improvements…
- 48. large amount of information in a short period of time
- 51. The Scrumliner
- 52. Recommendations
- 53. Recommendations
- 54. Engage teams to the next step with ease: start a transition!
- 57. $100 Test Game Mechanics By using the concept of cash, people are more focused and more engaged than with an arbitrary point or ranking system Ease the transition by involving the team as a whole and by deciding the priorities in collaboration
- 58. Gamepla nFrom the result of the $100 test game, take most important practices. Find problems to implement them Propose steps to achieve implementation The team took into account dependencies to adopt the practices The team acted in collaboration easing next step to implement practices First roadmap defined as a team
- 59. Facilitate the emergence of Agile Organizations in various contexts, countries, cultures!
- 60. 60 Thanks!
Editor's Notes
- Italy, France, Luxembourg, Belgium
- Italy, France, Luxembourg, Belgium
- Reduce Time to …
- Games to help to adopt agile practices in various contexts, business areas, projects types and countries.
- Closing (Convergent) Move toward conclusions, decisions Actions and next steps Be critical and realistic At the end there is the tangible outcome. But in business it never ends So you always design for next steps
- Highly motivated Teams part of the transformation Various contexts in terms of organizations and business
- Product owner: Create backlog, organize it, estimate in term of business value each user story Preparation Business case Selected Technology Product backlog High level architecture Risks mgmt. plan High level planning Funding requirements Transition Deployment guide Exploitation guide List of opened anomalies Training guide Master for deployment