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Five Steps to a More Agile Organization: Adopting Agility at Scale
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Five Steps to a More Agile Organization: Adopting Agility at Scale

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While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the ...

While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.

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Five Steps to a More Agile Organization: Adopting Agility at Scale Five Steps to a More Agile Organization: Adopting Agility at Scale Presentation Transcript

  • Three Steps to a More Agile Organization Adopting Agility across an Enterprise
  • Meet your Presenter Arlen Bankston •  •  •  •  •  2 Co-Founder of LitheSpeed, LLC User experience & product development background 14 years of Agile experience Lean Six Sigma Master Black Belt Lately 40% training, 20% each of coaching, product development & management
  • A  Common  Scenario   •  Several teams have  done well using agile •  There is a feeling agile  could be applied more  broadly •  But resource management, metrics, audit and compliance, team structures, customer engagement model, HR practices, etc are all aligned for waterfall delivery •  And change management is not one of our core competencies Where do we start? 3  
  • Enterprise  Agile  Misalignment   Enterprise   Dimension   Misalignment   PMO   Too  many  simultaneous  projects.    A   Fewer  simultaneous  projects.    Lower  WIP   lot  of  spending,  not  a  lot  of  delivery.         to  reduce  delivery  Bme.   Resource   Management   Focus  on  uBlizaBon  by  allocaBng   individuals  across  too  many  projects.   Staff  are  members  of  a  single,  dedicated   team.   Real  Estate   Cubes  that  sBfle  communicaBon   Open  space  for  collaboraBon   HR   Not  hiring  for  agile  skill  set.     Team  based  performance.    Hiring  agile   Performance  management  not  aligned   skills.   with  agile  approach.   Func<onal   Managers   Local  measures  and  opBmizaBon   Value  stream  opBmizaBon   Business   Partners   Big  requirements,  usually  late  and   inaccurate   Light,  real-­‐Bme  requirements   Compliance   Heavy  and  prescripBve   Focused  on  principles  and  conBnuous   improvement   4   Agile  Approach  
  • PresentaBon  Agenda   Build your people •  Build a career path •  Train by role Make your adoption agile •  Educate & align on goals •  Establish accountable adoption teams •  Launch & assess pilot projects •  Expand adoption breadth & depth Focus at all levels •  Tone your Portfolio •  Release more •  Let your teams flow 5
  • Build your People
  • Agile Team Development Process   Process  –  Assessing  current  pracBces,  comparing  to  Standard  Work,  and  team  experimentaBon  to   conBnuously  improve  pracBces  and  processes.     •  People  –  Role  development  and  equipping  teams  with  the  skills  to  successfully  implement  Agile  pracBces.     •  Product  –  Product  discovery,  execuBon,  measurement  and  learning.   •  Learning   Discover   Adjust  Standard   Work   Assessment   Standard  Work  &   ExperimentaBon   Leading   Doing   Teaching   Product  Delivery   Product   Role  Development   People   Determine   Standards   Standard  Work  Assessment  &  EvoluBon   Process   Learn   Build   Measure   Visual  Management  Systems   Lean  Management   Agile  Delivery   7 7  
  • Developing People   Agile  Role  Progression   Learning  model   •  Learning  –  Acquire  knowledge  by   being  a  student  and  mentee   •  Prac<cing  –  Acquire  real-­‐world   experience   •  Teaching  –  Prove  and  advance   experBse  by  teaching  others   People   Learning   Role  Development   •  Provide  people  with  clear  paths  for   developing  skills  and  core   competencies     •  Provide  career  progression  model     Leading   Doing   Teaching     8 8  
  • Agile Role Progression   Establish  a  personnel  development  system   •  De#ine  a  clear  career  progression  path  for  each  role   •  Functional  managers  establish  and  maintain   •  Facilitate  knowledge  sharing  and  a  collaborative  culture   Learning   Level  1  PracBBoner     Taken  all  required   training   9 Doing   Level  2  PracBBoner     PracBcing  within  their   specific  role  on  an   iniBaBve  for  at  least  six   months   Teaching   Level  3  PracBBoner     Leading  at  least  three   training  sessions  and   coaching  an  apprenBce   within  their  specific   role   Leading   Level  4  PracBBoner     Leading  at  least  10   training  sessions  and   coaching  at  least  three   apprenBces  within   their  role       9  
  • Training by Role   All  Agile  Prac<<oners     •  Core  Training:   Agile  +  Lean   Overview   •  Agile  Kickoff  Boot   Camp   ScrumMasters,  Project  Managers  &  Team  Leads     •  •  •  •  Agile  Management  Toolset  Training   CerBfied  ScrumMaster  +  PMI  ACP  Training   Coaching  Workshop   Kanban  workshop   Func<onal  &  Departmental  Managers     •  Agile  Management  &  Governance   Agile  Team  Members   Developers:   Testers:   •  Agile  Placorm  and  Tool  IntroducBon   •  Agile  TesBng  Overview   •  Agile  Engineering  Workshop   •  TesBng  Tools  &  Roles   Product  Owners  &  Agile  Product  Managers     •  •  •  10 Agile  Tools  for  Product  Owners   Agile  Requirements  Workshop   CerBfied  Scrum  Product  Owner   10  
  • Make your Adoption Agile
  • AdapBve  Execu<ve  Leadership   Adapting to Reality in Real Time: Use  Agile  to  Implement  Agile   •  You will need to think holistically in order to remove the broad barriers to adoption •  Discovery  of  problems  and   goals   •  But changing everything may take years •  And you won’t get it right the first time •  OrganizaBonal  Release   Planning   •  Start with a wide path and get everyone aligned with goals, principles, and a basic approach •  Evolve to more detailed, deeper levels of alignment over time •  Discover what needs to be done and adapt to the actual problems at hand •  Otherwise, you will end up being slow and overly bureaucratic 12   •  Incremental  and  iteraBve   implementaBon   •  RetrospecBve    
  • 1.  Educate,  Align  and  Assess   Before  you  begin,  take  a  week  or  two  to:   Educate  &  Align  on  Principles  &  Ra<onale   •  •  •  Educate wide band of organization on principles and practices of agile Address senior management, middle management, and team leads Address software dev, QA, BA, PMO, HR, Production Operations, etc Assess  the  Impacts   •  •  •  •  Work with each of the groups, at each of the levels, to determine their goals, concerns and possible solutions Prep each group for the coming pilot projects Plan for quick, simple first-cut solutions to a wide range of concerns But don’t go too deep yet 13  
  • 2.  Establish  Accountable  Adop<on  Teams   Big changes require dedicated attention:   Execu<ve  Agile  Steering  Group   •  •  •  •  •  Set broad, organizational goals Define measures of success Communicate to middle management and staff frequently Review progress regularly Address organizational barriers to adoption Agile  Working  Group   •  •  •  •  A cross-functional problem solving group SW Dev, QA, Production, BA, PMO, Resource Managers Anticipate, uncover, address tactical issues Make recommendations to executive team 14  
  • Some  Typical  Agile  Metrics   Product   (Led  by  Product  Owners  &   Managers)   External  Stakeholder  Sa<sfac<on   •  Quarterly  survey   •  Assessment  score     Quality:   •  %  Code  Coverage   •  %  Scenario  Coverage   •  %  Delivered  features  with   zero  criBcal  post  iteraBon   defect  count     Delivery  Cadence:   •  Time  from  concept  to  cash   •  Velocity  stability   10/31/13   15   Process   (Led  by  ScrumMasters  &   Coaches)   Standard  Work  Assessment     Process  Adop<on   •  #  of  Agile  teams   •  #  of  cerBficaBons   Process  Improvement   •  Change  in  Assessment  scores   •  Updates  to  standard  work   •  RetrospecBve  acBons  &   impacts   People   (Led  by  FuncBonal  Managers)   Associate  Engagement  / Happiness     •  Assessment  Score     Learning  Organiza<on     •  #  of  Agile  PracBBoners  at   various  levels     Collabora<on  
  • Incremental  Rollout  Strategy   Expanded  Pilots  -­‐    Projects  Using   combinaBon  of  Experienced   Associates  and  Trained  Associates   with  Agile  Coaches’  oversight  across   MulBple  Projects     Ini<al  Pilots  -­‐  Pilot   Projects  With  Day-­‐ to-­‐Day  Oversight   by  Agile  Coaches   16 Enterprise  Rollout  -­‐  Autonomous   agile  capability  using  experienced   and  trained  associates.       Occasional  Agile  Coaches’   involvement  on  an  as-­‐needed   consultaBve  basis  
  • 3.  Launch  and  Assess  Pilot  Projects   Your first projects need: •  •  •  •  •  •  Product Owner involved,  accountable & empowered  to control scope & schedule ScrumMaster empowered  to control process Dedicated, integrated team Executive support for  learning and exploration Short term initial release timeline (< 3 months) Potential for measurable business results and impact 17   Thanks  to  Mike  Cohn  for  the  image:   hmp://blog.mountaingoatsonware.com/four-­‐amributes-­‐of-­‐the-­‐ideal-­‐pilot-­‐project  
  • 4.  Expand  AdopBon  Breadth  &  Depth   After some initial wins, you can grow and mature: •  Expand Agile to encompass agile engineering practices that will allow teams more agility: –  –  –  –  –  •  •  Daily build capability and continuous integration Automated testing: unit, system and acceptance testing Test-Driven Development Emergent architecture and design Pair-programming Use Agile for outsourced or off-shored projects Use Agile on larger, more complex projects 18  
  • Focus at all Levels
  • Interac<ve  Layers  of  Planning   Product  PorVolio   Company  Vision   What  is  our  value  proposiBon  and   how  do  we  differenBate?   What  is  our  mix  of  products?   Product  Visions   Integrated  Roadmap   Vision  Statement   Product  /  Project   Itera<on  /  Sprint   What  business  objecBves  will  the   product  fulfill?   What  specifically  will  we  build?   User  Stories  &  Scenarios   Product  Roadmap   Product  Goals   Product  Charter  /  Lean  Canvas   Vision,  Unique  Value  ProposiBon   How  will  this  Sprint  move  us   toward  release  objecBves?   Sprint  Plan   Development  Tasks   Release   Story  (Backlog  Item)   How  can  we  release  value   incrementally?   Release  Roadmap,  Story  Map   What  user  or  stakeholder  need  will   the  story  serve?   Story  Details   How  will  it  specifically  look  and   behave?   What  subset  of  business  objecBves   will  each  release  achieve?    Release  Plan   What  user  consBtuencies  will  the   release  serve?   Low-­‐fi  Prototypes  &  Wireframes   How  will  I  know  it’s  done?   Personas,  Stakeholders   Acceptance  Tests   What  general  capabiliBes  will  the   release  offer?  Epics,  Features   20
  • Focused  PorVolio   •  •  •  •  •  Terminate sick projects LiZle’s  Law         Split large projects in smaller ones Cycle                                WIP   Time    =    c                  ompleBon  rate   Prioritize projects by business value,  at least within business unit Limit development timeframe to months Re-prioritize projects regularly Business  Goals   &  Strategy   4 Backlog   21   Development       3     2 1 Produc<on   Sunset  
  • Focused,  Stable  Teams   •  •  •  •  Multiple, stable teams each focused on one thing at a time Dedicated to platforms or lines of business Platform owner prioritizes next project Result: –  Support multiple lines of business simultaneously –  Focused effort results in quick delivery for individual projects –  Clear accountability –  Stability and predictability Source:  The  Lean-­‐Agile  PMO,  Sanjiv  AugusBne  and  Roland  Cuellar  (Cumer  ConsorBum  2006)   22  
  • Focused  Releases   R1:  Guided  Retrospec<ve  (MVP)   Benefit:  A  guided  retrospecBve  that  tracks   improvement  &  works  for  remote  teams  too.   Features:   -­‐  Moderate  retros  locally  or  remotely   -­‐  Facilitates  and  tracks  retros     -­‐  Plan  and  review  acBons  and  their  results   R3:  Progress  Tracking   Benefit:  Powerful  &  beauBful  improvement   visualizaBon  &  reporBng.   R2:  Retrospec<ve  Customiza<on   Benefit:  Make  and  share  your  own  retros.   Features:   -­‐  More  built-­‐in  retro  flows  &  visualizaBons   -­‐  Customizable  quesBons  and  flow     -­‐  Tips  for  moderators   Features:     •  Visualize  Sprint  RaBng,  Happiness  Index,  AcBon   Results,  Customer  SaBsfacBon  &  more.     •  Custom  metrics   •  Track  and  trend  mulBdimensional  improvement   23  
  • Scaling  Agile  Teams   Generalizing Specialist Productive, independent, selforganizing teams: •  Independent, cross-functional •  Grow poly-skilled individuals •  Size limit of 5-7 people, ideally •  To scale, create new integrated Agile teams •  Coordinate among teams via an Agile PMO 24   Holistic Team Multiple Holistic Teams
  • Parting Thoughts
  • Some  Final  Tips   •  Refer  to  frameworks,  but  don’t  rely  on  them.     SAFe, DAD, LeSS… good stuff, but agile is about adaptation, not uniformity. •  Don’t  forget  to  support  innova<on.   Lean Startup, incremental funding, modular contracts, dynamic portfolio management, capitalization rules… •  Create  collabora<ve  environments.   Collocation, team rooms, collaboration tools, fun spaces... •  Use  tools  that  support  scaling.   VersionOne, AgileCraft, LeanKit Kanban… you will need portfolio management capabilities in time. 26  
  • Contact  Us  for  Further  InformaBon   Arlen Bankston Vice President Arlen.Bankston@lithespeed.com Sanjiv Augustine President Sanjiv.Augustine@lithespeed.com www.lithespeed.com "I  only  wish  I  had  read  this  book  when  I  started  my  career  in   sonware  product  management,  or  even  bemer  yet,  when  I  was   given  my  first  project  to  manage.  In  addiBon  to  providing  an   excellent  handbook  for  managing  with  agile  sonware  development   methodologies,  Managing  Agile  Projects  offers  a  guide  to  more   effecBve  project  management  in  many  business  sesngs."     John  P.  Barnes,  former  Vice  President  of  Product  Management  at   Emergis,  Inc.     27