Agile TransitionsThings to consider before you start6.10.2011 - Agile Tour Vilnius 2011agile42 | We advise, train and coac...
Why Agile?agile42 | We advise, train and coach companies building software   www.agile42.com |   All rights reserved. Copy...
Software lines in FORD vehicles over the past 5 years                                                                     ...
F-22 Raptor                1,7               F-35 Joint Strike                        5,7                                 ...
.5 years13                                                                                                                ...
Change from this...             Production-based processagile42 | We advise, train and coach companies building software  ...
... to this.   R&D based processagile42 | We advise, train and coach companies building software                  www.agil...
Agile Transitionsagile42 | We advise, train and coach companies building software   www.agile42.com |   All rights reserve...
Common problems when doing transitions• No compelling reason for change• Lack of communication• Focus on changing process,...
Transition to Agility• Team/People Empowerment• Knowledge building, and  persisting• Adaptivity to changes, flexibility• Fo...
“At the University of California at Irvine, ...                                                                   they jus...
A “process” for transitions• Establish a reason for the transition• Create a transition team• Develop a vision and strateg...
Strategy MapHow to define a Goal and setup a strategy to successfully transform yourorganization?agile42 | We advise, train...
Strategy Map                                                                                                     Strategic...
Strategy Map                                                                         Possible Success                     ...
Strategy Map                                                                                                              ...
Things to consider in a transitionWhat might be part of a transitionagile42 | We advise, train and coach companies buildin...
Strategy Map                                                                                              Evidence of     ...
Pilot Project• Try the whole process end-to-end, not  just the development• Start by training the Product Owners,  and thr...
Strategy Map                                                                                              Evidence of     ...
Transition Team• Members representing the  disciplines and roles present in  the organization• Contains the Sponsor of the...
Strategy Map                                                                                              Evidence of     ...
Transition Backlog• Contains all the tactical actions  stemming from the Transition  Strategy• Contains all the impediment...
Strategy Map                                                                                              Evidence of     ...
Lean, Agile or Scrum?                                            Openne                                     Re            ...
Strategy Map                                                                                              Evidence of     ...
Put your team into context, allow them to tell                                                                   the story...
Strategy Map                                                                                              Evidence of     ...
Strategy Map                                                                                              Evidence of     ...
Agile EngineeringPracticesDelivering fast requires newmethods... and new tools                                            ...
and have the courage to leavebehind the Old tools which arenot supportive anymore                                         ...
Strategy Map                                                                                              Evidence of     ...
Coaching• Coaching mostly the Product  Owners, ScrumMasters and  management• Focus on changing behavior• Guiding people to...
Strategy Map                                                                                               Evidence of    ...
Strategy Map                                                                                                 Evidence of  ...
Strategy Map                                                                                                 Evidence of  ...
The constraints set into a system are                                                                   responsible for pe...
Strategy Map                                                                                                 Evidence of  ...
Learning as Doing...                                                                   Learning as Belonging...     Commun...
Strategy Map                                                                                                 Evidence of  ...
Conclusions• Agile is mainstream, enterprises need  to adopt is growing• Succeeding with one or two projects  is not the s...
Questions?                                                                                                          Assess...
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Agile Transitions @Agile Tour Vilnius 2011

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Agile Transitions @Agile Tour Vilnius 2011

  1. 1. Agile TransitionsThings to consider before you start6.10.2011 - Agile Tour Vilnius 2011agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  2. 2. Why Agile?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  3. 3. Software lines in FORD vehicles over the past 5 years 10 10 7,5 6 x4 5 4,5 3,4 2,8 2,4 2,5 0 2005 2006 2007 2008 2009 2010 Software complexity in FORD vehicles Growing Software quadrupled in 5 years Complexityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  4. 4. F-22 Raptor 1,7 F-35 Joint Strike 5,7 x1 0 Boeing 787 Dreamliner 6,5 S-Class Daimler 98,6 http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code/0 Compared software complexity growth in Growing Software aerospace and automotive Complexityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  5. 5. .5 years13 3 m on th s 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California Due to globalization effects, and other economical changes, the time to market over Time to Market time decreased significantlyagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  6. 6. Change from this... Production-based processagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  7. 7. ... to this. R&D based processagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  8. 8. Agile Transitionsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  9. 9. Common problems when doing transitions• No compelling reason for change• Lack of communication• Focus on changing process, structure etc instead of behavior• No room for failures• Management and leadership not willing to change themselves• Only training and no coaching• Nothing changes if nothing changes• Not making the process transparent and meaningful to the individual - WIIFM• And many more...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  10. 10. Transition to Agility• Team/People Empowerment• Knowledge building, and persisting• Adaptivity to changes, flexibility• Focus on Value and Customer• Cultural Change, paradigm shiftagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  11. 11. “At the University of California at Irvine, ... they just planted grass... they waited a yearAdapting vs. Defining and looked at where people had made paths in the grass and built the side walks there.”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  12. 12. A “process” for transitions• Establish a reason for the transition• Create a transition team• Develop a vision and strategy• Communicate the vision• Empower people to change• Generate quickly some success• Don’t let up• Anchor new approach in the culture Based on Leading Change by John Kotteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  13. 13. Strategy MapHow to define a Goal and setup a strategy to successfully transform yourorganization?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  14. 14. Strategy Map Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objectiveagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  15. 15. Strategy Map Possible Success Factor Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objective Possible Success Factors Brainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include: Possible ‣ Skills or Capabilities Success Factor ‣ Relationships or Interactions ‣ Constraints or Targetsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  16. 16. Strategy Map Necessary Necessary Condition Condition Possible Success Factor Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objective Possible Success Factors Brainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include: Possible ‣ Skills or Capabilities Success Factor ‣ Relationships or Interactions ‣ Constraints or Targets Necessary Necessary Conditions Necessary Condition Minimum actions or deliverables Condition 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 - 2011.
  17. 17. Things to consider in a transitionWhat might be part of a transitionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  18. 18. Strategy Map Evidence of Pilot Projects Success Top Management Sponsorship Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  19. 19. Pilot Project• Try the whole process end-to-end, not just the development• Start by training the Product Owners, and through coaching identify and develop a Product Backlog• Train the Team when the Backlog is READY and start sprinting• Coach the whole Scrum Team through 2-3 Sprints till the Team will be independent, than start with another team• Learn from every experience and consolidate the Backlog and the approachagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  20. 20. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Remove Impediments Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  21. 21. Transition Team• Members representing the disciplines and roles present in the organization• Contains the Sponsor of the transition acting as Product Owner• Members may rotate over time depending on the focus at that time• Also people may join to support Impediment removalagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  22. 22. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  23. 23. Transition Backlog• Contains all the tactical actions stemming from the Transition Strategy• Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility• Get’s processed by the Transition Team, in order of priorityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  24. 24. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  25. 25. Lean, Agile or Scrum? Openne Re e nt s s Co urage sp e ct it m m om Focus C Scrum Framework Agile Values Lean Principlesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  26. 26. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communicationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  27. 27. Put your team into context, allow them to tell the story... good and bad stories, they are all Start to ask Questions! lessons learned :-)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  28. 28. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: bottom-upagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  29. 29. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: Effective bottom-up Scrum Teams Agile Engineering Practicesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  30. 30. Agile EngineeringPracticesDelivering fast requires newmethods... and new tools People need to learn new tools and new practices...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  31. 31. and have the courage to leavebehind the Old tools which arenot supportive anymore There is no “perfect” tool and there is no tool Agile Engineering forever... Practices agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  32. 32. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: Effective bottom-up Scrum Teams Agile Engineering Practices Coachingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  33. 33. Coaching• Coaching mostly the Product Owners, ScrumMasters and management• Focus on changing behavior• Guiding people to a solution instead of giving one• Asking powerful questions and giving feedback• Coaching coachesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  34. 34. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: Effective bottom-up Scrum Teams Agile Engineering Technical Practices Excellence Training Coachingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  35. 35. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfullySupport growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  36. 36. Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfullySupport growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  37. 37. The constraints set into a system are responsible for people behaviors into that System Thinking systemagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  38. 38. Strategy Map Evidence of Pilot Projects Community of Practice Success Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfullySupport growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  39. 39. Learning as Doing... Learning as Belonging... Community of Practice Learning as Becoming... Learning as Experienceagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  40. 40. Strategy Map Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfullySupport growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  41. 41. Conclusions• Agile is mainstream, enterprises need to adopt is growing• Succeeding with one or two projects is not the same as succeeding with the whole enterprise• Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation• Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  42. 42. Questions? Assessment• You can contact me at: Coaching • email: lasse.ziegler@agile42.com • twitter: @lasseziegler Training Consultingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
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