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Ahmed Sidky (Keynote)

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'The Secret to Achieving Sustainable Agility at Scale'

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Ahmed Sidky (Keynote)

  1. 1.     The secret to achieving sustainable Agility at scale Ahmed Sidky   President/ Co-founder of ICAgile
  2. 2. Ahmed Sidky, Ph.D. Head of Development Management at Riot Games President of the International Consortium for Agile (ICAgile)  THE SECRET TO ACHIEVING SUSTAINABLE AGILITY AT SCALE @asidky
  3. 3. 20     YEARS   on the PMI-ACP Steering committeePh.D. in Agile Transformation and Agility Assessment years of experience in software development, management and delivery President and Co-founder Co-authored Consulted, trained or coached with people and teams from … Program Chair Head of Development Management
  4. 4. MEET JACKCompany:  Future  Corp   Size:  10,000  people   Profession:  CIO   Size  of  IT:  3000  People   Goal:  Transform  organizaDon  to  Agile  -­‐  ASAP  
  5. 5. MEET JACK 1.  Start  training  across  IT  –  probably  on  Scrum   2.  Picked  a  star,  Stacy,  in  the  IT  organizaDon  and  put   her  in  charge  of  the  transformaDon  –  in  addiDon  to   her  day  job.   3.  Two  pilot  projects  were  launched  successfully  (doing   Scrum)  !   4.  Memo  from  the  CIO  that  says  we’re  moving  to  an   agile/scrum  process  for  all  IT  projects  by  the  end  of   the  year.     5.  The  plan  is  to  launch  five  pilots/teams  every  quarter.   6.  The  CIO  is  meeDng  monthly  with  Stacy  to  track  the   number  of  projects  who  are  adopDng  the  agile   process.     7.  Stacy  is  procuring  an  agile  tool  to  help  teams  be   consistent  in  their  agile  process.   Company:  Future  Corp   Size:  10,000  people   Profession:  CIO   Size  of  IT:  3000  People   Goal:  Transform  organizaDon  to  Agile  -­‐  ASAP   Plan:    Something  like  this  
  6. 6. MEET JACKCompany:  Future  Corp   Size:  10,000  people   Profession:  CIO   Size  of  IT:  3000  People   Goal:  Transform  organizaDon  to  Agile  -­‐  ASAP   Sustainable? Organizational? Agility?  
  7. 7. LETS MAKE SURE WE ARE ALIGNED
  8. 8. TASK WORK(assembly line) …not all work is the same…
  9. 9. KNOWLEDGE WORK(creative work) …not all work is the same…
  10. 10. KNOWLEDGE WORK(creative work) TASK WORK(assembly line) INDUSTRIALAGEMENTALITY KNOWLEDGEAGEMENTALITY Coordina(on  and  Control   to  realize  the  outcome   Inspect  and  Adapt     to  realize  an  outcome   Exact  outcome  is     knowable  in  advance   Exact  outcome  is     not  knowable  in  advance   High  cost  of  change     leading  to  less  change   Low  cost  of  change     leading  to  more  change  
  11. 11. OUR MINDSET Fear of failure Reducing uncertainty by “nailing things down.” Looking to fix and confirm things. Seeking learning opportunities Reducing uncertainty by discovering and learning. Learn and discover in the most efficient way possible. Fixed Mindset approach to managing uncertainty Agile Mindset approach to managing uncertainty Inspect  and  Adapt     to  realize  an  outcome   Exact  outcome  is     not  knowable  in  advance   Low  cost  of  change     leading  to  more  change  
  12. 12. Fixed  Mindset  approach  to  delivery  (Assembly  Line)        Agile  Mindset  approach  to  delivery  (Knowledge  Work)   Must  “nail  down”  the  output  in  order  to  start  delivery  (Liner  Thinking)   Discover  and  learn  through  valuable  output  and  welcoming  change  (Circular  Thinking  –  IKIWISI)   Discover Then Build LOCK-DOWN 1          2                              3                                                        4                                                        5     1          2                              3                                                        4                                                        5    
  13. 13. Mindset Values Principles Practices AGILE IS A MINDSET DESCRIBED BY 4 VALUES DEFINED BY 12 PRINCIPLES MANIFESTED THROUGH UNLIMITED NUMBER OF PRACTICES
  14. 14. Mindset Values Principles Practices AGILE IS A MINDSET DESCRIBED BY 4 VALUES DEFINED BY 12 PRINCIPLES MANIFESTED THROUGH UNLIMITED NUMBER OF PRACTICES SCRUM XP CUSTOM
  15. 15. Mindset Values Principles Practices AGILE IS A MINDSET DESCRIBED BY 4 VALUES DEFINED BY 12 PRINCIPLES MANIFESTED THROUGH UNLIMITED NUMBER OF PRACTICES BEING AGILE DOING AGILE
  16. 16. CROSSING THE SCALING AGILE CHASM SINGLE TEAM AGILE MULTIPLE AGILE TEAMS ORGANIZATIONAL AGILITY
  17. 17. THE TRANSFORMATION “WHY” SPECTRUM Lower  energy  among  the  rank  and  file  about   Agile  due  to  lack  of  buy-­‐in  or  increased   workload     Very  high  energy  among  the  rank  and  file   about  Agile  stemming  from  belief  that  Agile  is   an  aid  not  a  burden     ExecuDve  ExploraDon   CauDous  Commitment     Highly  Constrained  “Green  Light”   High  Level  ExecuDve  Commitment     No  Proof  Needed  for  Agile   Unconstrained  “Green  Light”         Leadership  Staff   Agility  is  viewed  as  a   necessity  for  the  survival   of  the  organiza(on     Agile  is  a  nice  to  have,  could   help  with  some  problems,   and  we  can  survive  without  it   Why  
  18. 18. PROCESS ADOPTION VS CULTURE TRANSFORMATION PROCESS CHANGE CULTURE TRANSFORMATION Focus on Process and Technology Focus on People Cascading Decisions Shared Vision Training Educating Communication Buy-in Compliance Commitment
  19. 19. VERSION ONE: 9th ANNUAL STATE OF AGILE™ SURVEY At the agile initiative level, respondents cited ability to change organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.
  20. 20. CULTURE ISN'T ABOUT POST-ITS, HIGH FIVES, OR DAILY STAND-UPS. THESE ARE ARTIFACTS OF CULTURE – THE TIP OF THE CULTURE ICEBERG.
  21. 21. CULTURE IS OUR COLLECTIVE VALUES, BELIEFS, AND BEHAVIORS IT'S THE FORCE BEHIND HOW WE DO WHAT WE DO
  22. 22. People (Values,)Beliefs,)A.tudes,)Norms,)Habits)) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes)) Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on)) ) Strategy (Goals,)Measures)of)Success,)Rewards)) Leadership (Style,)Values,)Habits)) Culture' Culture' Culture' THE ORGANIZATIONAL ECOSYSTEM
  23. 23. People (Values,)Beliefs,)A.tudes,)Norms,)Habits)) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes)) Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on)) ) Strategy (Goals,)Measures)of)Success,)Rewards)) Leadership (Style,)Values,)Habits)) Culture' Culture' Culture' CHANGE THE ORGANIZATIONAL ECOSYSTEM
  24. 24. HUMAN ELEMENTS NON-HUMAN ELEMENTS BASIC ELEMENTS OF A CULTURE TRANSFORMATION
  25. 25. What does your culture triangle look like? Where is the focus for your transformation? Why? People (Values,)Beliefs,)A.tudes,)Norms,)Habits)) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes)) Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on)) ) Strategy (Goals,)Measures)of)Success,)Rewards)) Leadership (Style,)Values,)Habits)) MORE  AGILE  LESS  AGILE  
  26. 26. ORGANIZATIONAL AGILITY Organizational Agility is a culture inline with the values and principles of Agile, supported by the organizational ecosystem and manifested through personal and organizational habits (how work really gets done around here). People (Values,)Beliefs,)A.tudes,)Norms,)Habits)) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes)) Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on)) ) Strategy (Goals,)Measures)of)Success,)Rewards)) Leadership (Style,)Values,)Habits)) Culture' Culture' Culture'
  27. 27. SUSTAINABLE ORANIZATIONAL AGILITY NEEDS A COMPREHENSIVE CULTURE TRANSFORMATION
  28. 28. ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( COMMON TRANSFORMATION APPROACHES ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( INDUSTRIAL AGE MINDSET & CULTURE KNOWLEDGE AGE MINDSET & CULTURE
  29. 29. PROCESS-LED TRANSFORMATION         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)  
  30. 30.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  31. 31.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  32. 32.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  33. 33.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  34. 34.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  35. 35.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  36. 36. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  37. 37. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  38. 38. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  39. 39. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  40. 40. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  41. 41. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  42. 42. How  Much  Can  Influence  the  Culture  ?   Org  1   Org  2   Org  3   IT   Org  5   Org  6   Org  7   Org  8   Org  9   LITTLE INFLUENCE ORGANIZATIONAL-LED TRANSFORMATION
  43. 43. Org  1   Org  2   Org  3   Org  4   Org  5   Org  6   Org  7   Org  8   Org  9   How  much  can  influence  the  culture  ?   IT   LOTS OF INFLUENCE ORGANIZATIONAL-LED TRANSFORMATION
  44. 44. When big organizations scale well, they focus on “moving a thousand people forward a foot at a time, rather than moving one person forward by a thousand feet. “ ”SUTTON AND RAO, 2014 - SCALING UP EXCELLENCE
  45. 45.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  46. 46.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  47. 47.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  48. 48.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  49. 49.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  50. 50.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  51. 51. True culture transformation doesn’t only take a long time… its need a long time !
  52. 52. QUICK WINS Momentum fuels motivation – get in the habit of accomplishing small victories REWORK;:JASON FRIED,, DAVID HANSSON ; FOUNDERS OF 37 SIGNALS
  53. 53.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  54. 54.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team   4   Team   5   CULTURE-LED TRANSFORMATION
  55. 55.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team   4   Team   5   Team   7   CULTURE-LED TRANSFORMATION
  56. 56.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team 4   Team 5   Team   7   CULTURE-LED TRANSFORMATION
  57. 57.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team   4   Team   5   Team   7   Team   3   CULTURE-LED TRANSFORMATION
  58. 58.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  59. 59. ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( WHAT ARE WE CHANGING? ? ? ? ? PERSONAL AND ORGANIZATIONAL KEYSTONE HABITS
  60. 60. What is a Habit? The Power of Habit, Charles Duhigg Habits are not conscious decisions, but instead are automatic routines. Once we start the routine, we go on autopilot and simply go through the steps of the routine–we don’t even think about it. It’s just what we do.
  61. 61. The Habit Loop The Power of Habit, Charles Duhigg
  62. 62. What is a Habit? The Power of Habit, Charles Duhigg When we first engage in a new task, our brains are working hard—processing tons of new information as we find our way. But, as soon as we understand how a task works, the behavior starts becoming automatic and the mental activity required to do the task decreases dramatically.
  63. 63. What is a Keystone Habit? The Power of Habit, Charles Duhigg A keystone habit is a habit that has the power to start a chain reaction changing other habits across the organization Keystone habit start a process that, over time, transforms everything
  64. 64. HABIT #1: COLLABORATING
  65. 65. CURRENT SILOED ORGANIZATION
  66. 66. Keystone Habit #1: Collaborating Establish a habit of communicating and collaborating
  67. 67. Leadership Strategy Structure Process People Keystone Habit: Collaborating Establish a habit of communicating and collaborating What does Leadership need to know, or do to enable, support and promote enhancing communication and collaboration? What needs to change for our Strategies to enable, support and promote enhancing communication and collaboration What needs to change for our Structure to enable, support and promote enhancing communication and collaboration What needs to change for our Processes to enable, support and promote enhancing communication and collaboration What do People need to know, or do to enable, support and promote enhancing communication and collaboration COLLABORATING Establish a Habit of Communication and Collaboration ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ?
  68. 68. ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ? Leadership Strategy Structure Process People Keystone Habit: Collaborating Establish a habit of communicating and collaborating ²  Agile Mindset ²  Knowledge Work Management ²  Facilitative Leadership ²  Create a cross-silo portfolio value team ²  Management level rewarding system for team collaboration not heroics ²  New Role: Value Team Facilitator ²  Chartering ²  Information Radiators ²  Collaboration Tools ²  15 Minute Daily Touch Points ²  Retrospectives ²  Agile Fundamentals (Including Agile Mindset) COLLABORATING Establish a Habit of Communication and Collaboration
  69. 69. Leadership What does Leadership need to know, or do to enable, support and promote this keystone habit? Strategy What needs to change for our Strategies to enable, support and promote this keystone habit? Structure What needs to change for our Structure to enable, support and promote this keystone habit? Process What needs to change for our Processes to enable, support and promote this keystone habit? People What do People need to know, or do to enable, support and promote this keystone habit? Keystone Habit #n Keystone Habit #4 Keystone Habit #3 Keystone Habit #2 Keystone Habit: Collaborating Establish a habit of communicating and collaborating ²  Agile Mindset ²  Knowledge Work Management ²  Facilitative Leadership ²  Create a cross-silo portfolio value team ²  Management level rewarding system for team collaboration not heroics ²  New Role: Value Team Facilitator ²  Chartering ²  Information Radiators ²  Collaboration Tools ²  15 Minute Daily Touch Points ²  Retrospectives ²  Agile Fundamentals (Including Agile Mindset)
  70. 70. HABIT #2: SLICING
  71. 71. Keystone Habit #2: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value
  72. 72. Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating
  73. 73. HABIT #3: SWARMING
  74. 74. Keystone Habit #3: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team
  75. 75. Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating
  76. 76. HABIT #4: LEARNING
  77. 77. Keystone Habit #4: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning
  78. 78. Keystone Habit #n Keystone Habit: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating
  79. 79. •  Why should we spend so much to collaborate? •  What are my responsibilities in this new world? •  What is really my focus: delivery or value? •  What determines if I am doing a good job (competency)? •  What is rewarded? •  What should be optimized? •  What is valuable? •  What is a priority? ORGANIZATIONALPERSONAL
  80. 80. Leadership What does Leadership need to know, or do to enable, support and promote this keystone habit? Strategy What needs to change for our Strategies to enable, support and promote this keystone habit? Structure What needs to change for our Structure to enable, support and promote this keystone habit? Process What needs to change for our Processes to enable, support and promote this keystone habit? People What do People need to know, or do to enable, support and promote this keystone habit? Keystone Habit #n Keystone Habit: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating THE CURRENT FOCUS OF MANY ORGANIZATIONS
  81. 81. Leadership What does Leadership need to know, or do to enable, support and promote this keystone habit? Strategy What needs to change for our Strategies to enable, support and promote this keystone habit? Structure What needs to change for our Structure to enable, support and promote this keystone habit? Process What needs to change for our Processes to enable, support and promote this keystone habit? People What do People need to know, or do to enable, support and promote this keystone habit? Keystone Habit #n Keystone Habit: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating 81   Transformational Learning & Education Coaching Mentoring Transformational Learning & Education Coaching Mentoring
  82. 82. 9-­‐10   10-­‐11   11-­‐12   12-­‐1   1-­‐2   2-­‐3   3-­‐4   4-­‐5   Day  1   Day  2   Day  3   Day  4   Day  5   Day  6   Day  7   Day  8   Day  9   Day  10   Other   IteraDon  Planning   Stand-­‐up   Demo   RetrospecDve   Release  Planning   TRANSFORMATIONAL EDUCATION = BEING AGILE
  83. 83. 9-­‐10   10-­‐11   11-­‐12   12-­‐1   1-­‐2   2-­‐3   3-­‐4   4-­‐5   Day  1   Day  2   Day  3   Day  4   Day  5   Day  6   Day  7   Day  8   Day  9   Day  10   Other   Being  Agile   Doing  Agile   22% 78% TRANSFORMATIONAL EDUCATION = BEING AGILE
  84. 84. Human Elements Non-Human Elements Basic Elements of the Transformation International Consortium for Agile
  85. 85. What concepts and competencies do organizations need to build in their people to realize sustainable agility? And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  86. 86. Marsha Acker Gene Gotimer Dan Mezick Charlie Rudd Lyssa Adkins Janet Gregory Richard Mills Cindy Shelton Pete Behrens Mike Griffiths Jeff Morgan Ahmed Sidky Erin Beierwaltes Christian Hargraves Claire Moss Michael Spayd Mike Burrows Shane Hastie Niel Nickolaisen Jon Stahl Ben Butler Elisabeth Hendrickson Jeff Nielsen Kevin Steffensen Alistair Cockburn Curt Hibbs Michael Norton Dennis Stevens Rod Collins Derek Huether Jeffery Payne Jennifer Stone Larry Cooper Eric Jacobson Pat Reed Venkat Subramanian Brian Corrales Alex Kell Laurie Reuben Chris Turner Dominica DeGrandis Olav Maassen Randy Rice Richard Turner Sally Elatta Paul Mahoney Sharon Robson Michi Tyson Bob Galen Gerard Meszaros Ronica Roth and many more … AGILE EXPERTS AND PRACTITIONERS CONTRIBUTING TO BUILDING ICAGILE’S LEARNING OBJECTIVES What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  87. 87. It needed to be Methodology agnostic Compatible with all current and custom methodologies Therefore Grounded in agile values and principles Focused on disciplines not roles What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  88. 88. What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  89. 89. What concepts and competencies do organizations need to build in their people to realize sustainable agility? learning objectives defined for each track
  90. 90. learning objectives defined for each track What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  91. 91. And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  92. 92. And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  93. 93. And how can we [ICAgile] help people pursue the journey to master those competencies?
  94. 94. And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  95. 95. LEARNING + MENTORING + PRACTICE = COMPETENCY ICAgile Professional Certifications: Recognizing people along their journey of knowledge acquisition ICAgile Expert Certifications: Recognizing people that developed competency And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  96. 96. HOW DO WE ASSESS COMPETENCY?
  97. 97. ICE-AC Candidate Evaluation Rubric 4/2/14 Description Proficient Competent Developing Beginning Topic: Facilitating Agile Practices 4 3 2 1 Candidate's ability to use their agile subject matter expertise to adapt the agile practice(s) being facilitated Can create new agile practices that serve the team's reality without compromising the values of agile; Embodies the agile mindset when faciltating agile practices by maintaining a focused, yet adaptive, presence. Can facilitate a variety of agile practices and understands the essence behind each practice. Can link the practices to the principles and values and understands how each practice supports the agile mindset. Demonstrates textbook knowledge of agile practices and understands how to apply and combine practices beyond the known agile methodologies. Able to facilitate and speak about practices with confidence. Demonstrates a working ability to regulary facilitate the textbook definition of the agile practice and can articulate the rules but not necessairly the values or principles of the practice. Candidate's ability to design an effective customized session to maximize participation and progress towards agreed upon outcomes There is a clear arc to the design of the meeting with well-thought out and planned flow from one activity to another. Each activity smoothly builds on the outputs of the previous one, providing clear context and direction for the desired outcomes. Design is well-thought out and planned. Candidate's agenda drives towards desired outcomes. May demonstrate some room for improvement in foreseeing difficulties and being ready to address them smoothly in the moment. Creates an agenda and shows some ability to anticipate complexities and prepare to handle them smoothly. Creates agenda but does not yet showcase: A) flexibility and adaptability during the session if things do not go according to plan, or B) sufficient session design skills to ensure appropriate materials are created and presented, participants understand agenda and meeting progression, etc. Candidate's ability to demonstrate neutrality while facilitating agile practices and to hold the group's agenda throughout the meeting Remains entirely neutral, encourages balanced participation using methods appropriate to the group dynamic. If the rare need to switch roles occurs, candidate makes a clear declaration of this to the group. Closes meeting smoothly with everyone aware of outcomes and next steps. Engages the participation of everyone in the group using various methods as appropriate. Uses appropriate tools and techniques to manage group energy and move the meeting along. Demonstrates ability to adapt in the moment. Closes the meeting, including summarizing outcomes and next steps. Demonstrates understanding of facilitator / participant distinction and encourages balanced participation. May falter in truly owning the facilitation process as discussions take place and unanticipated events occur. Occasionally wavers between facilitator and contributor mode. Encourages participation but does not maintain awareness of balanced participation. May struggle to manage time or energy. May not close the meeting so participants may leave without having a common understanding. Description Proficient Competent Developing Beginning Topic: Coach as Professional Coach Candidate's ability to remain present with the coachee using professional coaching listening skills during session and to avoid giving advice / relating to coach's personal experience Engages in a collaborative dance with the coachee. Self-manages so well that it appears effortless and maintains complete presence with the coachee. Exercises self-management effectively. Stays present with client and asks powerful questions. Shows ability to connect with coachee and hone in on the agenda. Does not always stay true to the agenda and may occasionally slip in to mentor or teacher mode. Listens to coachee but occasionally slips into the role of mentor, teacher or commiserator. Candidate's ability to gain trust, hone in on the coachee's agenda, and conclude the session in a manner that resonates with the coachee and forwards his/her agenda Candidate paces session effectively to allow adequate time for clarifying the agenda, exploring it, and bringing the session to a powerful close. Coachee leaves session attesting to deepened learning and/or forwarding of his/her agenda. Candidate hones in on coachee's agenda and spends time exploring topics without feeling rushed at the end. Able to reach suitable closure for the coachee. Able to hone in on coachee's agenda and can ask some powerful questions and leverage skills to deepen the conversation. May get to an adequate close with room for improvement on holding the space for new insights to emerge. Candidate is able to asks some questions that promote exploration of the topic for the coachee. Candidate's ability to hold space for an agile team to deepen its learning and reach desired outcomes Asks powerful questions and allows insights to emerge without steering the discussion in a particular direction but while also holding the focus. Ensures group participation in this process. Asks powerful questions that often generate insights. Is able to articulate what is going on and ensure full group participation. Asks powerful questions that may generate insights. May occasionally slip into the role of mentor or teacher or lose full group participation. Asks powerful questions, but does not always hold space for new insights or demonstrate self- management. Description Proficient Competent Developing Beginning Topic: Coach as Mentor / Steward of Teams Candidate's ability to develop teams while effectively dealing with complex situations (i.e. conflict, resistance, lack of commitment, etc.) Distinguishes among: A) a beginning team that has not yet formed, B) a mature team that is well functioning and C) a team that has been together a while but has significantly suboptimized performance, and acts appropriately in each instance. Coach can surface conflict, and other complex situations, and can help the team navigate them effectively. Distinguishes among teams in various stages of development. Tailors approaches with some room for improvement in versatility. Works with conflict, and other complex situations, using a limited toolset that may or may not expand the capabilites of team. Able to tailor approach for new vs. existing teams. Has limited tool set for "solving" complex situations that do not expand the capabilities of the team. Acts from a standard approach to all teams that does not consider their level of development as a team system. Approaches conflict, and other complex situations, with a "solve it" mentality. Candidate's ability to provide options to the mentee that would provide insight into how to solve the challenge the mentee is facing Gives multiple helpful recommendations, highlighting challenges and pitfalls with each. Checks with mentee if these are helpful and ensures the mentee has a way forward. Gives 1 or 2 helpful recommendations to the mentee. Checks in to ensure recommendations are relevant to the mentee's challenges or provide the mentee with food for thought. Candidate provides mentee with recommendations, but may not check their relevance to the mentee. Candidate offers advice and solutions on subjects that they may or may not be an expert on. Description Proficient Competent Developing Beginning Topic: Coach as Teacher Candidate's ability to relay a new concept or technique to an indvidual in a meaningful way Engages the learner in the learning to provide them with a deeper understanding of the concept at hand. The learning sticks. Successfully relays a new concept to a person by engaging them in the process. Explains the new concept sufficently, but does not check for understanding in a way that ensures the individual can apply the concept. Explains the new concept without awareness of how it was recieved. Candidate's ability to know when to directly lead the team (i.e. provide content, direction, or opinion) versus giving them space to decide on their own Is able to effectively use his/her leadership power as an agile coach. Able to create space for the team to make the decision, even if it's the "wrong" answer. On the other hand, coach can articulate the areas where s/he takes a stand as an agile expert and leader. Is aware of (and can potentially articulate) what leadership power is and what implication it has on an agile team. Is able to create the space for the team to make the decision, even if it is the "wrong" answer. Only somewhat willing to let the team/individual make the "wrong" decision. Stands in their Agile expertise as the default position. Primarily leads by giving explicit directions or explanations. Description Proficient Competent Developing Beginning Topic: The Agile Coach Roles Candidate's ability to choose the skillset appropriate to the situation at hand (i.e. choosing and shifting among coaching, facilitating, mentoring, and teaching) Skillfully chooses between the different roles and gets effective results with teams. Is able to explain the internal process used to choose a particular skill set for the situation at hand. Is able to explain the pros and cons of the chosen approach. Is able to explain the internal process used to chose a particular skill set for the situation at hand. Sometimes falls into using the skill set of their comfort zone and recognizes later that they should have made a conscious choice. Overall, makes a conscious choice at least some of the time and the percentage of time is increasing. Often falls into using the skill set of their comfort zone and sometimes recognizes later that they should have made a conscious choice. The candidate's ability to manifest the intangibles (earning trust of the team, holding space, mastering the Agile Coach Stance, embodying the mindset, etc.) Demonstrates poise in all situations and roles; It is clear that teams and participants in live demos respect the candidate's expertise. Shows a command of the different roles and skills involved; Clearly has respect of team and participants in most situations. Able to function in each of the roles and demonstrates poise in one or more. Seems mechanical or uncertain in two or more of the agile coach roles.
  98. 98. If you have the will, now there is a way
  99. 99. QUESTIONS

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