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Big visible   journey to agility agile 2012-0
 

Big visible journey to agility agile 2012-0

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    Big visible   journey to agility agile 2012-0 Big visible journey to agility agile 2012-0 Presentation Transcript

    • Journey To Agility Coaching a Transformation Agile 2012 @skipangel sangel@bigvisible.com © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Coaching Cycle Start Anywhere, Go Everywhere What to Do Next Where to Go Next © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Understanding their world Organizational Challenges/Pains Past attempts at Agile? How are you organized? Describe your culture What is your FUD about Agile? © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • What is Agile to you?Software Development Life Cycle? SCRUM*? El se? Different Mindset? ething Way of Life? O rS om Manifesto? Project Management Framework? © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • My Definition The capacity of an organization to sense and respond holistically to rapidly changing events, situations and circumstances in ways that allow it to continue to thrive and innovate as an organization. © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Transformational Coaching Model Focus needed to sustain agility Typical Focus of Agile Initiatives © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Coaching Styles Training Embedded Situational Directive Coaching Socratic Coaching Mentoring Shu Ha Ri Person follows rules until Person reflects on the rules, looks Rules are forgotten as person has they sink in for exceptions, and ‘breaks” the developed mastery, and grasped rules the essence and underlying forces Student Apprentice Master © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Coaching Cycle Start Anywhere, Go Everywhere What to Do Next Where to Go Next Where to Go Next © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Principles First Agile Manifesto + 12 Principles Lean Principles - Load, Flow, Waste Scrum Values - Focus, Commitment, Openness, Courage, Respect Attributes of Agile - Iterative, Incremental, Collaboration, Communication, Transparency, Prioritization © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Typical Team Rollout © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Enablement Team Getting the Flywheel started Cross Company, Highest Level Possible Purpose: Create environments in which organizational agility emerges Responsibilities: Evangelism around Agile, Communication of Progress, Escalation of Issues, Guidance and Support © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Changing Leadership Styles Directing Catalyzing Envisioning and facilitating Clear objectives, allowing rules to evolve Decisions down to lowest level possible Collaboration and relationship building Organic / minimally necessary processes Evaluate root causes for longer term solutions Creating environment for teams to thrive © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Strategy Mapping: Goal? Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40 Agility Goal Description of a desired outcome with key differentiators Learn what delights our customers by rapidly delivering quality products © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Strategy Mapping: Capabilities? Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40 Improve the quality of our Increase frequency of Agility Goal code before it goes to releases to respond better Description of a desired outcome with key customers to the marketplace differentiators Possible Success Factors Improve visibility into Brainstorm as many possible factors that will what we are working on contribute to successfully delivering the objective. across the organization Factors may include: Learn what delights our Skills or Capabilities customers by rapidly Relationships or Interactions delivering quality products Quicker feedback from Constraints or Targets customers to determine needs or wants Encourage and reward Ability to quickly detect continuous improvement to and resolve defects when how we work and what we do they happen © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Strategy Mapping: Actions? Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40 Agility Goal Improve the quality of our Increase frequency of Description of a desired outcome with key code before it goes to releases to respond better differentiators customers to the marketplace Possible Success Factors Brainstorm as many possible factors that will Improve visibility into contribute to successfully delivering the objective. what we are working on Factors may include: across the organization Skills or Capabilities Learn what delights our Relationships or Interactions customers by rapidly Constraints or Targets delivering quality products Quicker feedback from Necessary Conditions customers to determine Minimum actions or deliverables needed to deliver needs or wants just enough of a PSF. May contain nested NCs until an actionable backlog items are identified. Encourage and reward Ability to quickly detect continuous improvement to and resolve defects when how we work and what we do they happen © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • My Conditions/Action Items Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40 Agility Goal Encourage pairing between Set up Continuous team members Integration environment Possible Success Factors Improve the quality of Necessary Conditions our code before it goes Research code analyzers to customers Increase frequency of releases to respond better to the marketplace Improve Branching Strategy Improve visibility into what we are working on Establish a monthly across the organization Evaluate Shared release coordination Learn what delights our Environments meeting customers by rapidly Quicker feedback from delivering quality products customers to determine Provide training on test- needs or wants Ability to quickly detect first practices and resolve defects when Get out of the building Encourage and reward (TDD, ATDD, BDD) they happen and test concepts with high- continuous improvement to level prototypes how we work and what we do Discuss with teams on Provide money for Discuss ways to ideas to reduce team-based rewards when encourage innovation technical debt goals are met outside of backlogs © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Coaching Cycle Start Anywhere, Go Everywhere What to Do Next Where to Go Next © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Example Strategy Map © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Enablement Backlog Evaluate Shared Environments Set up Continuous Integration environment Improve Branching Strategy Action Items broken down Provide training on test-first practices into smaller deliverables Provide money for team-based rewards when goals are met Establish a monthly release coordination meeting Each backlog item has owner Discuss with teams on ideas to reduce technical debt Owner pulls team together Track progress on task board © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Coaching Map © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • How are people handling the change? © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • The Client Travel Industry Teams in multiple locations 2 Coaches (Re)Introduced Agile Nov 2011 © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Leadership Before 6 Months Later Some strong leadership Transition Team is the glue Willingness to try Agile Learning to be catalysts Agile is Engineering Process Agility is second nature Compelling need Sustaining change © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Organization Before 6 Months Later Teams were relocated into same working Teams having collaborative areas along with spaces of cubicles cubicles Limited information sharing / learning Information sharing and learning through through intranet and company trainings Communities of Practice Highly specialization of skills through hiring Hiring of “Agile” skills with diversity for more and training generalists Metrics focused primarily on financial/ Metrics being used as feedback for improvement business results and agility capabilities © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Product / Business Strategy Before 6 Months Later Team working on product discovery / Product Discovery separate development Teams using Business Model Canvases to Little knowledge of Vision or Strategy understand business Minimal Viable Product for Feature using Lean Backlog of Project Initiatives Startup (Build-Measure-Learn) Customer Validation through Learning Labs and Customer Validation through Cohort Testing in Split Testing Production using Analytics © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Delivery Before 6 Months Later 8 - 10 Proposed Scrum Teams 18 Feature and Operational Teams Monthly Release Targets Monthly Combined Release Deliveries Little coordination ahead of release Monthly Release Coordination, some Forecasting Offshore teams doing Internal Coaches hired/trained, went through their own form of Agile same process as other teams Branching and merging for releases Continuous Integration and Testing © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • Execution Before 6 Months Later Group of individuals Team members sharing roles to deliver Regression Test Automation BDD Functional, Unit Tests UX Ideation with “right” fidelity within High Fidelity Prototypes ahead team Code Shared/Owned Across Teams Most code shared and owned by team Technical Debt out of control Addressing past debt within stories © 2012 BigVisible Solutions, Inc.. All Rights ReservedFriday, August 3, 12
    • When to leave?Friday, August 3, 12
    • Skip Angel! Principal Agile Consultant! [m! 425.221.7117! ]: [ e!]: sangel@bigvisible.com! [ u!]: www.bigvisible.com!Friday, August 3, 12