Journey To Agility   Coaching a Transformation     Agile Mile High 2012                                       @skipangel  ...
What we will cover  Preparation to accepting organizational change  Best places to start successfully  Coaching differentl...
What this talk is not aboutAgile Maturity ModelsUnproven TheoriesJust a Case Study“It won’t work for us”
Why did your organizationor client look at Agile?Was it for the right reasons?
Good Reasons For Agile              Let’s talk about                    AgileSense of UrgencyNeed for ChangeFocused on Res...
PitfallsAgile as Silver BulletLack of SharedUnderstanding“Just need to go faster”
What is Agile to you?Software Development Life Cycle?                                              SCRUM*?                ...
Defining AgilityThe capacity of an organization to sense and respondholistically to rapidly changing events, situations and...
Understanding their world Organizational Challenges/ Pains Past attempts at Agile? How are you organized? Describe your cu...
What did you do to getstarted?
Establishing the coaching rolePitfall: Client telling what coach should do and not doCoaching role is new to most peopleWh...
Transformational Coaching Model                                         Leadership Agility                                ...
Coaching Styles     Training         Embedded                                           SituationalDirective Coaching Socr...
Coaching Cycle        Start%Anywhere,%        Go%Everywhere% What%to%Do%        Where%to%Go%   Next%              Next%
Choosing a pilotMore management supportHigher business priorityHigher business and technical riskAgile buy-inProduct, tech...
Principles FirstAgile Manifesto + 12 PrinciplesLean Principles - Load, Flow, WasteScrum Values - Focus, Commitment,Opennes...
Typical Team Rollout
Establish an enablement team  Cross Company, Highest Level Possible  Define Identity      Purpose: Create environments in w...
Enablement PlanningDo your people believe that they can change        things?              Will you hold true to          ...
Strategy MappingStrategic Objective: DesiredOutcome or VisionPossible Success Factors: Skills,Capabilities, Constraints or...
Creating the Backlog
Enablement Execution Map
Coaching Map
How are people handling the change?
Changing Organizational       Policies, Structures, Tools                                                                 ...
Changing Leadership Styles       Directing                                             Catalyzing          Telling and dir...
Understand that chaos is normal Source: Steve Smith http://stevenmsmith.com/ar-satir-change-model/
What challenges did you run into onceyou started with a few teams?How did you overcome thosechallenges?
The ClientTravel Website250 People10 Years OldTeams in San Francisco, Geneva,and Kiev2 Coaches(Re)Introduced Agile Nov 2011
Leadership
LeadershipWhere did we start?             Where are we now?                     What comes next?  Some strong leadership  ...
Organization
Organization     Where did we start?                       Where are we now?                             What comes next? ...
Product / Business Strategy
Product / Business Strategy   Where did we start?                         Where are we now?                            Wha...
Delivery
Delivery  Where did we start?                       Where are we now?                          What comes next?   8 - 10 P...
Execution
Execution  Where did we start?                   Where are we now?                          What comes next?  Teams workin...
When to leave?  “There is something youshould understand about the way I work. When you needme but do not want me, then Im...
SummaryDelivering outcomes that will improve the capabilities needed for agilityDevelop a culture that encourages and supp...
SummaryEvolve the model (processes, structure, behaviors) of the organizationFoster organization design that supports emer...
Questions?
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Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02

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A talk by Skip Angel Talk given at Mile High 2012 in Denver

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Transcript of "Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02"

  1. 1. Journey To Agility Coaching a Transformation Agile Mile High 2012 @skipangel sangel@bigvisible.com
  2. 2. What we will cover Preparation to accepting organizational change Best places to start successfully Coaching differently to achieve greater agility Major transformational activities and events How transformation impacts the organization
  3. 3. What this talk is not aboutAgile Maturity ModelsUnproven TheoriesJust a Case Study“It won’t work for us”
  4. 4. Why did your organizationor client look at Agile?Was it for the right reasons?
  5. 5. Good Reasons For Agile Let’s talk about AgileSense of UrgencyNeed for ChangeFocused on Results
  6. 6. PitfallsAgile as Silver BulletLack of SharedUnderstanding“Just need to go faster”
  7. 7. 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?
  8. 8. Defining AgilityThe capacity of an organization to sense and respondholistically to rapidly changing events, situations andcircumstances in ways that allow it to continue to thriveand to innovate as an organization
  9. 9. Understanding their world Organizational Challenges/ Pains Past attempts at Agile? How are you organized? Describe your culture What is your FUD about Agile? Credibility and Trust
  10. 10. What did you do to getstarted?
  11. 11. Establishing the coaching rolePitfall: Client telling what coach should do and not doCoaching role is new to most peopleWhat do you expect and need from a coach?
  12. 12. Transformational Coaching Model Leadership Agility Complexity Management/Executive Coaching Organiza(onal+Coaching+ Leadership mentoring ToC Systems Thinking Organizational structures “Changing the Rules” (Process, etc.) Org Change Product Management/Strategy PPM Product Development/Delivery Multiple Team/Programs Typical Focus Team%Coaching% Kanban Scrum of XP Technical mentoring Agile Team Dynamics/Collaboration Team coaching Initiatives
  13. 13. Coaching Styles Training Embedded SituationalDirective 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
  14. 14. Coaching Cycle Start%Anywhere,% Go%Everywhere% What%to%Do% Where%to%Go% Next% Next%
  15. 15. Choosing a pilotMore management supportHigher business priorityHigher business and technical riskAgile buy-inProduct, technical and soft skillsLocation: less dispersedMinimal shared team members
  16. 16. Principles FirstAgile Manifesto + 12 PrinciplesLean Principles - Load, Flow, WasteScrum Values - Focus, Commitment,Openness, Courage, RespectAttributes of Agile - Iterative,Incremental, Collaboration,Communication, Transparency,Prioritization
  17. 17. Typical Team Rollout
  18. 18. Establish an enablement team Cross Company, Highest Level Possible Define Identity Purpose: Create environments in which organizational agility emerges Vision: Dramatically improve the quality and quantity of the software products we build for our customers and suppliers Responsibilities: Evangelism around Agile, Communication of Progress, Escalation of Issues, Guidance and Support
  19. 19. Enablement PlanningDo your people believe that they can change things? Will you hold true to vision or let distractions seep in? WIll you champion change as leaders?Change via Environment Design
  20. 20. Strategy MappingStrategic Objective: DesiredOutcome or VisionPossible Success Factors: Skills,Capabilities, Constraints or TargetsNecessary Conditions: Minimumactions or deliverables needed todeliver just enough of a PSF
  21. 21. Creating the Backlog
  22. 22. Enablement Execution Map
  23. 23. Coaching Map
  24. 24. How are people handling the change?
  25. 25. Changing Organizational Policies, Structures, Tools The organizational structures, rules and policies which facilitate How leaders and how work gets done managers lead, Leadership+ Organiza(onal+ and how results getinspire, direct and Styles+ Structures+ produced. motivate others Organiza(onal+Culture+ Collectively held beliefs, values and assumptions which determine how people think and how they behave
  26. 26. Changing Leadership Styles Directing Catalyzing Telling and directing Envisioning and facilitatingDefining and enforcing rules and policies Establishing clear objectives, allowing rules to evolveMaking major project/product decisions Pushing decision making down to lowest level possible Formal meetings for coordination Collaboration and relationship buildingTop down establishment of bureaucratic, Allow emergence of organic and minimally necessary process heavy control structures structure and processes Quick fix solutions Look at root cause for longer term solutions Telling teams to get better Creating environments for the team to thrive
  27. 27. Understand that chaos is normal Source: Steve Smith http://stevenmsmith.com/ar-satir-change-model/
  28. 28. What challenges did you run into onceyou started with a few teams?How did you overcome thosechallenges?
  29. 29. The ClientTravel Website250 People10 Years OldTeams in San Francisco, Geneva,and Kiev2 Coaches(Re)Introduced Agile Nov 2011
  30. 30. Leadership
  31. 31. LeadershipWhere did we start? Where are we now? What comes next? Some strong leadership Transition Team is “storming” Transition Team is the glue Willingness to try Agile Finding their place in Agile Learning how to be catalystsAgile is Engineering Process Agility (not Agile) is the Mindset Agility becomes second nature Compelling need Not going back Sustaining change Managers “finding themselves” Managers have control Managers re-inventing their roles given less control
  32. 32. Organization
  33. 33. Organization Where did we start? Where are we now? What comes next? Functional Teams pulled together for Most product cross-functional teams Product Cross-Functional Feature Teams projectsOrganizational processes centered around Heavy processes leaned out across value Critical Processes adapted for Agile projects (compliance, capitalization) streamsTeams were relocated into same working Teams using common areas for Teams having collaborative areas instead spaces of cubicles collaboration near cubicles of cubicles Limited information sharing / learning Communities of Practice for Product Other Communities of Practicethrough intranet and company trainings Owners and Scrum Masters Highly specialization of skills through Hiring of “Agile” skills with diversity, More (but not everyone) seeing value in hiring and training some becoming more generalists becoming more generalists Metrics focused primarily on financial/ Metrics being developed to focus on Metrics being used as feedback for business results agility capabilities improvement
  34. 34. Product / Business Strategy
  35. 35. Product / Business Strategy Where did we start? Where are we now? What comes next? Product Discovery working with Product Team working in product discovery and Product Discovery separate Development development activities Product Management - Product Owners with teams but telling Team members learning product and Stakeholder and Strategic Role teams what is needed business to guide priorities and solutions Teams using Business Model Canvases toLittle knowledge of Vision or Strategy Vision Statements created for Teams understand businessPrioritized list of projects in “Product Prioritized list of features/stories in Include Innovative Ideas in Backlog Queue” “Product Backlog” Requirements captured as specs Stories defined with acceptance criteria Stories include customer tests (BDD) Minimal Viable Product for Feature using Scope of Projects Minimal Viable Product for Releases Lean Startup (Build-Measure-Learn)Customer Validation through Learning Customer Validation through Sprint Customer Validation through Cohort Labs and Split Testing Reviews/Demos Testing in ProductionLearning about the customer through Learning about the customer through Learning about the customer through interviews persona development empathy mapping
  36. 36. Delivery
  37. 37. Delivery Where did we start? Where are we now? What comes next? 8 - 10 Proposed Scrum Teams 15 Agile Teams (Kanban and Scrum) 20 Agile Teams using various practices Monthly Release Targets Monthly Combined Release Deliveries Continuous Delivery (2 weeks or less) Monthly Release Coordination, some More frequent release coordination andLittle coordination ahead of release Forecasting forecasting Offshore teams doing Internal Coaches hired/trained, went Offshore company going through their their own form of Agile through same process as other teams own transformation with coachesBranching and merging for releases Continuous Integration, some smoke tests Continuous Integration and Testing Manual Builds every 2 - 3 Days Automated Builds 1-2 times daily Continuous Builds
  38. 38. Execution
  39. 39. Execution Where did we start? Where are we now? What comes next? Teams working as individuals Teams working together in Sprints Teams sharing roles delivering work Regression Test Automation Only BDD Functional and Unit Tests after Code Test Driven Development High Fidelity Prototypes ahead Right Fidelity working with team Ideation with team and customersCode Shared/Owned Across Teams Some code shared, but owned by team Most code shared and owned by team Technical Debt out of control No debt for new code in stories Addressing past debt within storiesManagers tasking/estimating work Team owning work, help from managers Team owning and understanding work
  40. 40. When to leave? “There is something youshould understand about the way I work. When you needme but do not want me, then Imust stay. When you want mebut no longer need me, then I have to go. Its rather sad, Nanny McPhee really, but there it is.”
  41. 41. SummaryDelivering outcomes that will improve the capabilities needed for agilityDevelop a culture that encourages and supports developmental learningEvolve a theory of change that impacts everyone in the organizationHelping others go through the process of changeEvolve the capability for continuous discovery and improvement forindividuals, organization and team
  42. 42. SummaryEvolve the model (processes, structure, behaviors) of the organizationFoster organization design that supports emergence and self-organizationDevelop catalytic leadership that will foster, support and encouragechangeFoster shared vision across products and organization so that strategyaligns to everyone’s work
  43. 43. Questions?

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