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Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02

Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02



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

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



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    Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02 Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02 Presentation Transcript

    • Journey To Agility Coaching a Transformation Agile Mile High 2012 @skipangel sangel@bigvisible.com
    • 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
    • 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 Results
    • PitfallsAgile as Silver BulletLack of SharedUnderstanding“Just need to go faster”
    • 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?
    • 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
    • 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
    • What did you do to getstarted?
    • 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?
    • 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
    • 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
    • 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, technical and soft skillsLocation: less dispersedMinimal shared team members
    • Principles FirstAgile Manifesto + 12 PrinciplesLean Principles - Load, Flow, WasteScrum Values - Focus, Commitment,Openness, Courage, RespectAttributes of Agile - Iterative,Incremental, Collaboration,Communication, Transparency,Prioritization
    • Typical Team Rollout
    • 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
    • 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
    • Strategy MappingStrategic Objective: DesiredOutcome or VisionPossible Success Factors: Skills,Capabilities, Constraints or TargetsNecessary Conditions: Minimumactions or deliverables needed todeliver just enough of a PSF
    • Creating the Backlog
    • Enablement Execution Map
    • Coaching Map
    • How are people handling the change?
    • 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
    • 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
    • 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 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
    • Organization
    • 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
    • Product / Business Strategy
    • 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
    • Delivery
    • 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
    • Execution
    • 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
    • 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.”
    • 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
    • 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
    • Questions?