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Journey to Agility - Beyond Agile 2012
- 1. Journey To Agility
Coaching a Transformation
Beyond Agile
@skipangel
sangel@bigvisible.com
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- 2. Coaching Cycle
Start Anywhere,
Go Everywhere
What to Do Next Where to Go Next
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- 3. Understanding their world
Organizational
Challenges/Pains
Past attempts at Agile?
How are you organized?
Describe your culture
What is your FUD about
Agile?
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- 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?
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- 5. Defining Agility
The capacity of an organization to sense
and respond holistically to rapidly changing
events, situations and circumstances in
ways that allow it to continue to thrive and
innovate as an organization.
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- 6. Transformational Coaching Model
Focus needed
to sustain
agility
Typical Focus
of
Agile
Initiatives
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- 7. Coaching Styles
Training Embedded Situational
Directive 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
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- 8. Coaching Cycle
Start Anywhere,
Go Everywhere
What to Do Next Where to Go Next
Where to Go Next
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- 9. Principles First
Agile Manifesto + 12 Principles
Lean Principles - Load, Flow, Waste
Scrum Values - Focus,
Commitment, Openness, Courage,
Respect
Attributes of Agile - Iterative,
Incremental, Collaboration,
Communication, Transparency,
Prioritization
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
- 11. Enablement Team
Getting the Flywheel started
Cross Company, Highest Level
Possible
Purpose: Create environments in
which organizational agility emerges
Responsibilities: Evangelism around
Agile, Communication of Progress,
Escalation of Issues, Guidance and
Support
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- 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
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- 14. Strategy Mapping: Capabilities?
Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40
Improve 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 products
Quicker feedback from Constraints or Targets
customers 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 Goal
Improve 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 products
Quicker feedback from Necessary Conditions
customers 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 happen
and 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
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- 17. Coaching Cycle
Start Anywhere,
Go Everywhere
What to Do Next Where to Go Next
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- 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
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- 19. Coaching Map
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- 20. How are people handling the change?
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- 21. The Client
Travel Industry
Teams in multiple locations
2 Coaches
(Re)Introduced Agile Nov 2011
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- 22. Leadership
Before 6 Months Later
Some strong leadership Transition Team is the glue
Willingness to try Agile Learning to be catalysts
Agile is Engineering Process Agility is second nature
Compelling need Sustaining change
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- 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 Practice
Highly 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
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- 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
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- 25. Delivery
Before 6 Months Later
8 - 10 Proposed Scrum Teams 18 Feature and Operational Teams
Monthly Release Targets Monthly Combined Release Deliveries
Little 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 teams
Branching and merging for releases Continuous Integration and Testing
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- 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
team
Code Shared/Owned Across Teams Most code shared and owned by team
Technical Debt out of control Addressing past debt within stories
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