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Playing a different game 2019-04-29

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My talk at Agile Cincinnati 2019, providing an analogy of Agile transformation.

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Playing a different game 2019-04-29

  1. 1. APRIL 29, 2019 Agile Transformation Playing a Different Game
  2. 2. Aaron Kopel CEO Project Brilliant, LLC
  3. 3. Enterprise Agile Coach Organizations ranging from 2 to 85,000 people MinorityOwner ofNFL team Led World’sLargestAgileTransformation 19 years in Software/IT… last 14 using Agile methods Co-Founder of AgileIndy (1700+ members) Innovation Award Winner Founder of 2 Tech Startups My kids still think I’m cool! National Science Foundation grant award winner Business Agility Evangelist One of only 40 CST & CEC World Traveler… 51 countries and counting! Only Certified Enterprise Coach (CEC) in Indiana Time Man of the Year 2006
  4. 4. 5-May-19 © 2019 Project Brilliant LLC 4
  5. 5. NOTABLE CLIENTS 5-May-19 © 2018 Project Brilliant LLC 5
  6. 6. TODAY’S TOPIC AGILE TRANSFORMATION PLAYING A DIFFERENT GAME Transformation is difficult; people are so used to the current game! In this session, we will walk through the analogy of a professional sports team switching from baseball to playing basketball in order to highlight the challenges and pitfalls organizations face when undertaking an Agile transformation. Some things stay the same… athletes, coaches, owners, and fans, but so many aspects of the game change... rules, positions, scoring, statistics, player trades, and expectations of the fans. Join us for a light-hearted look at the challenges of an Agile transformation. Let's play ball! 5-May-19 © 2017 Project Brilliant LLC 6
  7. 7. OUR SCENARIO • Professional Baseball organization • Fan interest waning, revenue declining • Owner knows a change is needed…
  8. 8. BASEBALL ATTRIBUTES • Introductions • Pace • Fan excitement • Process flow • Play calling • Player roles • Transparency • Average score • Decision making 5-May-19 © 2019 Project Brilliant LLC 8 üTraditional (boring) üLeisurely üMild to none 99% of game üRigid structure üManager from dugout üHighly specialized üHidden strategy ü~4 runs / team üHeavy statistical analysis
  9. 9. WE NEED A CHANGE… Owner hears about a friend who owns a basketball team… Let’s send Sam (our top baseball scout)! 5-May-19 © 2019 Project Brilliant LLC 9
  10. 10. THE SCOUTING REPORT • Ball is orange • 2 hoops • Field made of wood • Game only 4 innings • Home run is 3 points • Foul scoring & limits • Constant activity • Typical score ~100 5-May-19 © 2019 Project Brilliant LLC 11
  11. 11. MANAGEMENT JUMPS INTO ACTION! üChange ball color to orange üInstall hoops üConvert infield to wood üShorten game to 4 innings üHome run = 5 points üLimit of 6 foul balls per pitcher üFree “throw” for each foul ball üPlayers continuously run laps when not in the game 5-May-19 © 2019 Project Brilliant LLC 12
  12. 12. PLAY BALL! 5-May-19 © 2019 Project Brilliant LLC 13
  13. 13. RESULT… DISASTER • Confusion – game no longer makes sense • Exhaustion – constant running laps • Injuries –sliding on wood, running into poles • Game stalls – pitchers “foul out” constantly • Fans revolt – revenue drops, management replaced …Clearly Basketball failed. Basketball doesn’t work! 5-May-19 © 2019 Project Brilliant LLC 14
  14. 14. SEEKING AGILITY 5-May-19 © 2019 Project Brilliant LLC 15 Thrashing Agility © Trail Ridge Associates
  15. 15. MANAGEMENT JUMPS INTO ACTION! üConvert to Basketball court (2 hoops) üFollow Basketball rules But… üKeep Baseball equipment üContinue functional specializations üManage from dugout using baseball statistics üIncentivize by individual baseball metrics 5-May-19 © 2019 Project Brilliant LLC 17
  16. 16. PLAY BALL! 5-May-19 © 2019 Project Brilliant LLC 18
  17. 17. RESULT… DISASTER • Confusion – players don’t understand game; how to win • Destruction – destroy court with spikes & bats • Injuries – hit with ball at close range • Mismanagement – metrics inconsistent with game • Fans revolt – revenue drops, management replaced …Clearly Basketball failed. Basketball doesn’t work! 5-May-19 © 2019 Project Brilliant LLC 19
  18. 18. SEEKING AGILITY 5-May-19 © 2019 Project Brilliant LLC 20 Thrashing Agility Limited Agility © Trail Ridge Associates
  19. 19. BASKETBALL ATTRIBUTES üSpotlights and flame throwers at introduction üFast paced and continuous with few breaks üHigh level of excitement üDynamic and free flowing üDecisions mostly called by players on the fly üGeneralized roles, team-based delivery üPlayers highly aligned to overall strategy üTeam score per game >100 (exciting!) üReal-time feedback guides improvement 5-May-19 © 2019 Project Brilliant LLC 22 • Introductions • Pace • Fan excitement • Process flow • Play calling • Player roles • Transparency • Average score • Decision making
  20. 20. LEADERSHIP TAKES ACTION • Invest in understanding the game • Let go of the past and “sunk costs” • Create the environment for the game • Follow the rules and continuously improve • Change structure, policies, metrics • Focus on outcomes, not output • Emphasize people and learning 5-May-19 © 2019 Project Brilliant LLC 23
  21. 21. CHANGE AGENTS & COACHES 5-May-19 © 2019 Project Brilliant LLC 24
  22. 22. RESULTS – WIN! • Alignment & clarity • Optimizing for effectiveness in the new game • Long-term learning and adaptability • Sustainable change • Employee engagement 5-May-19 © 2019 Project Brilliant LLC 25
  23. 23. SEEKING AGILITY 5-May-19 © 2019 Project Brilliant LLC 26 Thrashing Agility Limited Agility © Trail Ridge Associates
  24. 24. 27
  25. 25. TREE OF AGILITY Doing Being Practices Frameworks Values Principles
  26. 26. SYSTEM OPTIMIZING GOALS? • Customer Value • Adaptability • End-to-end cycle time • Personal secrecy • Ideation • Busy-ness • Management bonuses 29 “Indirect Wishes” (desired outcomes) • Increase Revenue • Reduce Cost • Increase Innovation Effectiveness over Efficiency
  27. 27. GROWING & SUSTAINING AGILITY 5-May-19 © 2019 Project Brilliant LLC 30 © Trail Ridge Associates
  28. 28. PRIORITIZATION OF VALUE Paradigm Shift From Plan-Driven to Value-Driven Development 31 Fixed Estimated Scope Time$ Time Scope Plan Driven Value Driven The Plan drives cost/schedule estimates Release dates and fixed cost drives prioritization Waterfall Agile $
  29. 29. LOCAL VS. GLOBAL OPTIMIZATION 5-May-19 © 2017 Project Brilliant LLC 32 Overall Organizational Priorities Product Backlog A Product Backlog B Product Backlog C
  30. 30. MOVING TOWARD GLOBAL OPTIMIZATION 5-May-19 © 2017 Project Brilliant LLC 33 Product Backlog (True) Product Owner Sprint Backlog per Team
  31. 31. ALIGNING TEAMS FOR VALUE DELIVERY 34 UI Team Messaging Team Bus Logic Team Database Team Application Team Feature 1 Feature 2 Feature 3 UI Messaging Bus Logic Database Application Feature Team 1 Feature Team 2 Feature Team 3 Feature TeamComponent Team
  32. 32. SOME PARTING ADVICE Don’t start… • launching a bunch of teams • Scaling before you have something working Do start with… • Educating executives (mindset shift) • Clarify and align to outcomes • Narrow & deep changes to structure & policy 36 Kotter
  33. 33. Thank you! Aaron Kopel - CEO Aaron@ProjectBrilliant.com 317.253.8500 @aakopel Linkedin.com/in/aaronkopel Project Brilliant, LLC 450 E. 96th St. Suite 500 Indianapolis, IN 46240

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