Creating a strategy map #PCV12
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Creating a strategy map #PCV12

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The Agile Strategy Map is used to help leadership teams provide direction to the organization using agile practices.

The Agile Strategy Map is used to help leadership teams provide direction to the organization using agile practices.

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  • 1. The Agile Strategy Mapagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 2. Agile Strategy Mapping guides effective action • Broadens scope for multiple strategic relationships • Generates teamwork and shared outcome ownership • Allows for outcome-driven control of effort (just enough effort) • Holistic perspective allows for responsive action vs. • Shape defines strategic relationships • Leads to independent actions • Weak control mechanisms • Lacks holistic perspectiveagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 3. Starting with a shared, well-understood objective Strategic Objective(s) Description of a desired outcome with At least one product line key differentiators is able to deliver potentially shippable product at the end of every Sprint Possible Success Factors Brainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include: ‣ Skills or Capabilities ‣ Relationships or Interactions ‣ Constraints or Targets Necessary Conditions Minimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until an actionable backlog items are identified. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 4. Success Factors will help deliver the objective Dedicated X- Common understanding functional teams, spanning of Potentially Shippable the entire product stack Product Tools that enable Strategic Objective(s) Separation of Sprint emerging processes, not activities from Release shape them Description of a desired outcome with activities At least one product line key differentiators Enterprise-wide Establish accepted knowledge building and is able to deliver potentially Quality System for the shippable product at the experience sharing end of every Sprint Possible Success Factors whole Scrum Team Teams focusing on Brainstorm as many possible factors Teams understand delivery customer value that will contribute to successfully and practice continuous together improvement delivering the objective. Well groomed Product Empirical Process Factors may include: Backlog with sufficient look-ahead Control, Iterative & Incremental ‣ Skills or Capabilities ‣ Relationships or Interactions ‣ Constraints or Targets Necessary Conditions Minimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until an actionable backlog items are identified. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 5. Success Factors will help deliver the objective Dedicated X- Common understanding functional teams, spanning of Potentially Shippable the entire product stack Product Tools that enable Separation of Sprint emerging processes, not activities from Release shape them activities At least one product line Enterprise-wide Establish accepted knowledge building and is able to deliver potentially Quality System for the experience sharing shippable product at the whole Scrum Team end of every Sprint Teams focusing on Teams understand delivery customer value and practice continuous together improvement Well groomed Product Empirical Process Backlog with sufficient Control, Iterative & look-ahead Incremental agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 6. Shared Story Definition Dedicated Scrum Master of Done through Product Realistic Commitment without conflicting Stack Stable Velocity for each responsibilities team at a sustainable pace Shared Release Definition of Dedicated Product Owner Done Reach a sustainable pace giving clear direction Team focused on Sprint goal Shared & Emerging Release Plan Valuable and inclusive Dedicated X- Common understanding functional teams, spanning of Potentially Shippable Defined and Shared way to work with distributed the entire product stack Product Release Cycle Awareness on possible teamsmodel to distribute and scale Tools that enable Strategic Objective(s) Separation of Sprint Defined and emerging processes, not activities from Release automatically tested Established onsite agile shape them Description of a desired outcome with activities interfaces with depts corners/cafes At least one product line key differentiators Enterprise-wide Establish accepted knowledge building and is able to deliver potentially Quality System for the Feature value comes with shippable product at the clean code Established CoP for Scrum Roles experience sharing end of every Sprint Possible Success Factors whole Scrum Team Teams focusing on Brainstorm as many possible factors Teams understand Teams dependencies delivery customer value that will contribute to successfully and practice continuous Automated Acceptance Criteria Testing together improvement aligned with customer value delivering the objective. Clear defined priorities Well groomed Product Empirical Process Factors may include: for different external Release Burndown Chart shared across the Product Backlog with sufficient look-ahead Control, Iterative & Incremental ‣ Skills or Capabilities Teams control their practices Recognise good agile/ customer req Scrum behaviours Stack ‣ Relationships or Interactions & changes to them ‣ Constraints or Targets Enable transparency across Definition of Ready Scrum Master can remove boundaries Shared across the whole impediments quickly Necessary Conditions Product Stack Product Management can plan value incrementally Minimum actions or deliverables their Encourage decision Teams are managing Product Backlog is DEEP making at team needed to deliver just enough of a PSF. level vs. Active Learning Cycle Product Owners know tools escalation for effective PBIs May contain nested NCs until an Ability to prioritise PBIs Awareness on actionable backloga items are identified. building motivating across all dependent RVs dysfunctions by measuring working environment metricsEach Success Factor has a set of necessary actions agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 7. Shared Story Definition Dedicated Scrum Master of Done through Product Realistic Commitment without conflicting Stack Stable Velocity for each responsibilities team at a sustainable pace Shared Release Definition of Dedicated Product Owner Done Reach a sustainable pace giving clear direction Team focused on Sprint goal Shared & Emerging Release Plan Valuable and inclusive Dedicated X- Common understanding functional teams, spanning of Potentially Shippable Defined and Shared way to work with distributed the entire product stack Product Release Cycle Awareness on possible teamsmodel to distribute and scale Tools that enable Separation of Sprint Defined and emerging processes, not activities from Release automatically tested shape them activities interfaces with depts Established onsite agile corners/cafes At least one product line Enterprise-wide Establish accepted knowledge building and is able to deliver potentially Quality System for the Feature value comes with shippable product at the clean code Established CoP for Scrum experience sharing whole Scrum Team Roles end of every Sprint Teams focusing on Teams understand Automated Acceptance delivery customer value and practice continuous Teams dependencies Criteria Testing together improvement aligned with customer value Well groomed Product Empirical Process Clear defined priorities Release Burndown Chart Backlog with sufficient Control, Iterative & for different external Teams control their practices Recognise good agile/ shared across the Product look-ahead Incremental customer req & changes to them Scrum behaviours Stack Enable transparency across Definition of Ready Scrum Master can remove boundaries Shared across the whole impediments quickly Product Stack Product Management can plan value incrementally Encourage decision Teams are managing their Product Backlog is DEEP making at team level vs. Active Learning Cycle Product Owners know tools escalation for effective PBIs Ability to prioritise PBIs Awareness on building a motivating across all dependent RVs dysfunctions by measuring working environment metricsEach Success Factor has a set of necessary actions agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 8. Shared Story Definition Dedicated Scrum Master of Done through Product Prioritize Possible Success Factors each Realistic Commitment without conflicting Stack Stable Velocity for responsibilities team at a sustainable pace Which Success Factors need the most effort? Which ones Shared Release Definition of Team Spend most of Reach a sustainable pace are most pressing? Dedicated Product Owner Done giving clear direction their time on PBL development Defining minimumShared & Emerging Release actions to deliver prioritized Plan Valuable and inclusive Dedicated X- functional teams, spanning Success Factors Common understanding of Potentially Shippable Defined and Shared way to work with distributed Awareness on possible teams the entire product stack Which Necessary Conditions or deliverables are needed to Product Release Cycle model to distribute and scale deliver on the prioritized Success Factor? Look for the Tools that enable Separation of Sprint Defined and emerging processes, not minimum setactivities from Release of deliverables/actions, rather than automatically tested delivering all known actions. shape them activities interfaces with depts Established onsite agile corners/cafes At least one product line Enterprise-wide Establish accepted is able to deliver potentially Feature value comes with Established CoP for Scrum knowledge building and experience sharing Creating the Leadership Backlog shippable product at the Quality System for the whole Scrum Team clean code Roles Pull the minimum required actions into a Leadership end of every Sprint Teams focusing on Backlog, and Teams understand guide strategic work Automated Acceptance use this to shared delivery customer value and practice continuous Teams dependencies together across the leadership team. improvement Criteria Testing aligned with customer value Well groomed Product Empirical Process Clear defined priorities Release Burndown Chart Backlog with sufficient Control, Iterative & for different external Teams control their practices Recognise good agile/ shared across the Product look-ahead Incremental customer req & changes to them Scrum behaviours Stack Enable transparency across Definition of Ready Scrum Master can remove boundaries Shared across the whole impediments quickly Product Stack Product Management can plan value incrementally Encourage decision Teams are managing their Product Backlog is DEEP making at team level vs. Active Learning Cycle Product Owners know tools escalation for effective PBIs Ability to prioritise PBIs Awareness on building a motivating across all dependent RVs dysfunctions by measuring working environment metricsPrioritize Success Factors by current need agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 9. Shared Story Definition Dedicated Scrum Master of Done through Product Prioritize Possible Success Factors each Realistic Commitment without conflicting Stack Stable Velocity for responsibilities team at a sustainable pace Which Success Factors need the most effort? Which ones Shared Release Definition of Team Spend most of Reach a sustainable pace are most pressing? Dedicated Product Owner Done giving clear direction their time on PBL development Defining minimumShared & Emerging Release actions to deliver prioritized Plan Valuable and inclusive Dedicated X- functional teams, spanning Success Factors Common understanding of Potentially Shippable Defined and Shared way to work with distributed Awareness on possible teams the entire product stack Which Necessary Conditions or deliverables are needed to Product Release Cycle model to distribute and scale deliver on the prioritized Success Factor? Look for the Tools that enable Separation of Sprint Defined and emerging processes, not minimum setactivities from Release of deliverables/actions, rather than automatically tested delivering all known actions. shape them activities interfaces with depts Established onsite agile corners/cafes At least one product line Enterprise-wide Establish accepted is able to deliver potentially Feature value comes with Established CoP for Scrum knowledge building and experience sharing Creating the Leadership Backlog shippable product at the Quality System for the whole Scrum Team clean code Roles Pull the minimum required actions into a Leadership end of every Sprint Teams focusing on Backlog, and Teams understand guide strategic work Automated Acceptance use this to shared delivery customer value and practice continuous Teams dependencies together across the leadership team. improvement Criteria Testing aligned with customer value Well groomed Product Empirical Process Clear defined priorities Release Burndown Chart Backlog with sufficient Control, Iterative & for different external Teams control their practices Recognise good agile/ shared across the Product look-ahead Incremental customer req & changes to them Scrum behaviours Stack Enable transparency across Definition of Ready Scrum Master can remove boundaries Shared across the whole impediments quickly Product Stack Product Management can plan value incrementally Encourage decision Teams are managing their Product Backlog is DEEP making at team level vs. Active Learning Cycle Product Owners know tools escalation for effective PBIs Ability to prioritise PBIs Awareness on building a motivating across all dependent RVs dysfunctions by measuring working environment metricsIdentify only the minimum actions required agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 10. Build a backlog from the minimum actions Leadership Backlog Prioritize Possible Success Factors Which Success Factors need the most effort? Which ones Realistic Commitment are most pressing? Team Spend most of Defining minimum actions to deliver prioritized their time on PBL development Success Factors Which Necessary Conditions or deliverables are needed to Awareness on possible model to distribute and scale deliver on the prioritized Success Factor? Look for the minimum set of deliverables/actions, rather than delivering Teams dependencies all known actions. aligned with customer value Creating the Leadership Backlog Pull the minimum required actions into a Leadership Recognise good agile/ Scrum behaviours Backlog, and use this to guide strategic work shared Scrum Master can remove across the leadership team. impediments quicklyagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 11. Continually review and refine the Strategy Map Leadership Backlog Realistic Commitment Team Spend most of their time on PBL development Awareness on possible model to distribute and scale Teams dependencies aligned with customer value The leadership team can continually review and refine Recognise good agile/ Scrum behaviours the strategic plan by regularly: Scrum Master can remove • re-prioritizing success factors impediments quickly • re-defining critical actions • updating the leadership backlog This allows the strategic plan to be quickly updated to respond to new opportunities or threats as information is made available.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.