Leading Agile Change - AgileVancouver 2011

Dave Sharrock regulatory international B2B MBA English IPO agile husband start-up technology newly-minted Canadian executive leanstartup outsourcingfather large-scale transitions B2C data analysis kanban seismology scrum organizational excellenceemail: dave.sharrock@agile42.comtwitter: @davesharrockskype: dave.sharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

a tale of an agile transition with Much Ado About Agile three characters: the teams, the scrum masters and the coachesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Setting the scene• Co-located phase to build internal capabilities• Local phase to scale across the organization Scrum of Tea Tea Tea Scrum of Scrum of Tea Tea Tea Tea Tea Tea Scrum of Scrum of Tea Tea Tea Tea Tea Tea Scrum of Scrum of Scrum of Scrum of Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Agile TeamsFollowed a common patternFormed cross-functional, co-located teamsFocussed on shippable productincrementsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Scrum Masters andInternal CoachesSome inconsistenciesLower impact stand-upsBreak out into smaller unitsBut co-located, shared calendar,shared outcomesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Coaching TransitionTeamExternal coachesQuickly emptied backlogShared product ownership slow toemergeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

•Happy ever after, except: •What opportunities did we leave on the table? •What message did we communicate?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What makes leadership teams Leadership Teams different to other working teamsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

leadership teams emerge at scale leadership as a group activity working teams vs. leadership teams tools constrain way of thinkingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Discontinuity between leadership and activity requires more coordination Phases of small business growth The Greiner Curve as a function of organization size (Greiner, 1972, 1998)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Growth in team-based leadership Employee Participation Groups 0% 17.500% 35.000% • Recognized as emerging trend 52.500% 70.000% 1993 • Companies continue to change how they 68.00% work 1987 28.00% • Learn about team dynamics, but don’t differentiate leadership team dynamics Self-managing Work Teams 0% 25.00% 50.00% 75.00% 100.00% 1993 91.00% 1987 70.00% What Makes Teams Work, Susan G. Cohen & Diane E. Bailey, Journal of Management 1997, 23 (3)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Team Deﬁnitions stable, full-time, well-deﬁned; self-managing Work Teams teams involve employees in decisions parallel to formal organization, lacks authority, Parallel Teams often only makes recommendations time-limited, focussed on one output, multi- Project Teams tasks rather than sequential work Leadership apply collective expertise, integrate disparate Teams efforts, share responsibility for success What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite, Susan G. Cohen & Diane E. Bailey, Journal of Management 1997, 23 (3)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Leadership Teams• Internal & shared product ownership• Rarely dedicated• Cross-functional (represent all skills required to deliver)• Delegates the work Working Teams • External product ownership • Dedicated • Cross-functional...and does the work agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Tools Deﬁne Process,and ContemporaryManagement ToolsDoubly So• Group-based leadership share responsibility for success• Requires coordination required across the whole enterprise...• But management tools reinforce localized silo behaviouragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Negatively reinforcing loops local optimization of effort/results silo weakbehaviours accountability uncontested vague commitments agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Positively reinforcing loops focus on customer value, not local wins shared strongownership of accountability outcomes (small) deﬁnite commitments agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Next Steps• First, recognize when this might be an issue • At scale • For leadership team type• Second, break negatively reinforcing loops • Transparency • Focus on wholeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

How to create and work with the Agile Strategy Mapping Agile Strategy Mapagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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 • Shape deﬁnes strategic relationships • Leads to independent actions vs. • Weak control mechanisms • Lacks holistic perspectiveagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Theory of Constraints: Intermediate Objectives (IO) Map Goal Critical Success Critical Success “In order to achieve the goal, I Factor #1 Factor #2 must have CSF #1 and CSF #2” Necessary Necessary “I must have NC 1a and NC1b inCondition 1a Condition 1b order to achieve CSF #1” The Logical Thinking Process: A Systems Approach to Complex Problem Solving, H. William Dettmeragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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.

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.

Possible SuccessFactors• Working from the Objective, work in your groups to deﬁne Possible Success Factors• Objective: AgileX Community offers those interested in agile experiences and practices a place to learn about agile and meet other like- minded practitioners and enthusiastagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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 directionTeam 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 improvementaligned 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 metrics agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

NecessaryConditions• Working from the Objective, work in your groups to deﬁne Possible Success Factors• Brainstorm Necessary Conditions for each PSF; Make sure they are really necessaryagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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 way to work with distributed Dedicated X- functional teams, spanning Success Factors Common understanding of Potentially Shippable Defined and Shared Awareness on possible teams the entire product stack Which Necessary Conditions or deliverables are needed to Product Release Cyclemodel 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 dependenciesaligned with customer value together across the leadership team. improvement Criteria Testing 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 metrics agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Adding colour to your Agile Strategy Map• Working from the Objective, work in your groups to deﬁne Possible Success Factors• Brainstorm Necessary Conditions for each PSF; Make sure they are really necessary• Pick an appropriate key (priority, effort, value...) and colour-code the Agile Strategy Mapagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Build a backlog from Prioritize Possible Success Factors Which Success Factors need the most effort? Which onesthe minimum actions are most pressing? Deﬁning minimum actions to deliver prioritized Success Factors Which Necessary Conditions or deliverables are needed to deliver on the prioritized Success Factor? Look for the minimum set of deliverables/actions, rather than delivering all known actions. Leadership Backlog Creating the Leadership Backlog Pull the minimum required actions into a Leadership Realistic Commitment Backlog, and use this to guide strategic work shared across the leadership team. Team Spend most of their time on PBL development Awareness on possible model to distribute and scale Teams dependencies aligned with customer value Recognise good agile/ Scrum behaviours Scrum Master can remove impediments quickly agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Continuallyreview and refine Leadership Backlog Realistic Commitment The leadership team can continually review and refine the strategic plan by regularly: Team Spend most of their time on PBL development • re-prioritizing success factors Awareness on possible model to distribute and scale • re-defining critical actions • updating the leadership backlog Teams dependencies aligned with customer value This allows the strategic plan to be quickly updated to Recognise good agile/ Scrum behaviours respond to new opportunities or threats as information Scrum Master can remove is made available. impediments quickly agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

working teams vs. leadership teams leadership teams emerge at scale leadership as a group activity tools constrain way of thinkingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Strategic Objective(s) Description of a desired outcome with key differentiators 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.

“Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford thank you dave.sharrock@agile42.com skype: dave.sharrock twitter: @davesharrock slides: slideshare.net/davesharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Leading Agile Change - AgileVancouver 2011

by Dave Sharrock on Oct 25, 2011

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