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Journey to Agility - Beyond Agile 2012

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My presentation to the Beyond Agile user group in Seattle around coaching/leading an agile transformation.

My presentation to the Beyond Agile user group in Seattle around coaching/leading an agile transformation.

Published in: Business, Technology
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  • 1. Journey To AgilityCoaching a Transformation Beyond Agile @skipangel sangel@bigvisible.com © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 2. Coaching Cycle Start Anywhere, Go EverywhereWhat to Do Next Where to Go Next © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 3. 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 Reserved
  • 4. 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 Reserved
  • 5. Defining Agility The capacity of an organization to senseand respond holistically to rapidly changingevents, situations and circumstances inways that allow it to continue to thrive andinnovate as an organization. © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 6. Transformational Coaching Model Focus needed to sustain agility Typical Focus of Agile Initiatives © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 7. 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 © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 8. Coaching Cycle Start Anywhere, Go EverywhereWhat to Do Next Where to Go Next Where to Go Next © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 9. Principles FirstAgile Manifesto + 12 PrinciplesLean Principles - Load, Flow, WasteScrum Values - Focus,Commitment, Openness, Courage,RespectAttributes of Agile - Iterative,Incremental, Collaboration,Communication, Transparency,Prioritization © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 10. Typical Team Rollout © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 11. Enablement TeamGetting the Flywheel startedCross Company, Highest LevelPossiblePurpose: Create environments inwhich organizational agility emergesResponsibilities: Evangelism aroundAgile, Communication of Progress,Escalation of Issues, Guidance andSupport © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 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 Reserved
  • 13. 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 Reserved
  • 14. Strategy Mapping: Capabilities? Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40Improve 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 productsQuicker feedback from Constraints or Targetscustomers 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 Reserved
  • 15. Strategy Mapping: Actions? Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40 Agility GoalImprove 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 productsQuicker feedback from Necessary Conditionscustomers 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 Reserved
  • 16. Initial Strategy Map 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 happenand 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 Reserved
  • 17. Coaching Cycle Start Anywhere, Go EverywhereWhat to Do Next Where to Go Next © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 18. 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 Reserved
  • 19. Coaching Map © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 20. How are people handling the change? © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 21. The Client Travel Industry Teams in multiple locations 2 Coaches (Re)Introduced Agile Nov 2011 © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 22. Leadership Before 6 Months Later Some strong leadership Transition Team is the glue Willingness to try Agile Learning to be catalystsAgile is Engineering Process Agility is second nature Compelling need Sustaining change © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 23. 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 PracticeHighly 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 Reserved
  • 24. 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 Reserved
  • 25. Delivery Before 6 Months Later 8 - 10 Proposed Scrum Teams 18 Feature and Operational Teams Monthly Release Targets Monthly Combined Release DeliveriesLittle 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 teamsBranching and merging for releases Continuous Integration and Testing © 2012 BigVisible Solutions, Inc.. All Rights Reserved
  • 26. 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 teamCode 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 Reserved
  • 27. When to leave?
  • 28. Skip Angel!Principal Agile Consultant![m! 425.221.7117! ]:[ e!]: sangel@bigvisible.com![ u!]: www.bigvisible.com!

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