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Introducing the Enterprise Transformation Meta Model

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Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation.

This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model.

For more information about the Enterprise Transformation Meta Model refer to:

http://www.enterprisetransformationmetamodel.com

Published in: Software

Introducing the Enterprise Transformation Meta Model

  1. 1. Enterprise Transformation Meta Model © Unbound DNA 2014
  2. 2. Enterprise Transformation Meta Model TEAM SCALE/DIVISION ORGANISATION © Unbound DNA 2014
  3. 3. Enterprise Transformation Meta Model TEAM SCALE ORG VALUES PRINCIPLES PROCESS PRACTICES TECHNIQUES © Unbound DNA 2014
  4. 4. © Unbound DNA 2014 Agile Manifesto 2001 Foundational 17 Signatories http://agilemanifesto.org/ Value Proposition: A better way to develop software
  5. 5. © Unbound DNA 2014 eXtreme Programming (XP) 1999 Foundational Kent Beck http://www.extremeprogramming.org/ Value Proposition: Software development craftsmanship Values •Communication •Feedback •Simplicity •Courage •Respect Principles •Feedback •Simplicity •Embrace Change
  6. 6. © Unbound DNA 2014 DSDM (Dynamic Systems Development Method) 1994 Foundational DSDM Consortium http://www.dsdm.org/ © Unbound DNA 2014 Value Proposition: A disciplined Rapid Application Delivery approach Principles •Focus on business need •Deliver on time •Collaborate •Never compromise quality •Build incrementally from firm foundations •Develop iteratively •Communicate continuously and clearly •Demonstrate control
  7. 7. © Unbound DNA 2014 Crystal 1997 Foundational Alistair Cockburn http://alistair.cockburn.us/Crystal+methodologies Value Proposition: A family of methodologies that scales upwards based on criticality and number of people within the project Practices •Frequent delivery •Reflective improvement •Automated tests, configuration management & frequent integration Values •Personal safety •Focus •Access to expert users •Co-location
  8. 8. © Unbound DNA 2014 Scrum 1986 (1990) Foundational Hirotaka Takeuchi & Ikurjiro Nonaka (Jeff Sutherland & Ken Schwaber) https://www.scrumalliance. org/ https://www.scrum.org/ (Ken Schwaber 2010) Value Proposition: The most utilised Agile method with a current uptake of 70% of the market. Well understood and supported, many trainers.
  9. 9. © Unbound DNA 2014 Feature Driven Development (FDD) 1997 Foundational Jeff De Luca http://www.featuredrivendevelopment.com/ Value Proposition: A more technical or architectural approach to delivering work with a high focus on object modelling Hint: FDD’s “features” are more like user stories Process •Develop overall model •Build feature list •Plan by feature •Design by feature •Build by feature using feature teams Practices •Inspections •Configuration Management •Regular builds •Visibility of progress and results
  10. 10. © Unbound DNA 2014 Lean 1936 (1990) Lean Taiichi Ohno James Womack http://www.lean.org/ © Unbound DNA 2014 Value Proposition: Making obvious what adds value by reducing everything else Also known as: - Lean manufacturing - Lean enterprise - Toyota Production System (TPS) 8 wastes (Muda) Improvement Kata
  11. 11. © Unbound DNA 2014 Deming System of Profound Knowledge (1939) 1950 (1951) Lean (Walter A Shewhart) W. Edwards Deming (Kaoru Ishikawa) https://www.deming.org © Unbound DNA 2014 Value Proposition: The father of today’s modern management approaches System of profound knowledge: 1.Appreciation of a system 2.Knowledge of variation 3.Theory of knowledge 4.Knowledge of psychology Deming used “Plan, do, study, act” over “check” because it emphasized inspection over analysis. He also referred to PDCA as the Shewhart cycle
  12. 12. © Unbound DNA 2014 Product Development Flow 2009 Lean Donald Reinertsen http://lpd2.com/ Value Proposition: Improve delivery of products by focusing on flow •Manage queues •Manage variability •Reduce batch size •Constrain Work In Progress (WIP) •Quantify economics •Manage flow •Rapid feedback loops •Decentralise control
  13. 13. © Unbound DNA 2014 Kanban (Modern Management Methods) 2010 Lean David Anderson http://www.djaa.com/ © Unbound DNA 2014 Value Proposition: Small, incremental improvements on top of your work culture Practices: •Visualise work •Limit work in progress •Manage flow •Make policies explicit •Implement feedback loops •Improve collaboratively, improve experimentally Principles: •Start with what you do now •Agree to pursue incremental, evolutionary change •Respect the current process, roles, responsibilities and titles •Leadership at all levels
  14. 14. © Unbound DNA 2014 Lean Startup 2011 Lean Eric Ries http://theleanstartup.com/ Value Proposition: Build better businesses by exploring rapidly how customers use the product. Build the right thing.
  15. 15. © Unbound DNA 2014 Personal Kanban 2011 Lean Jim Benson Tonianne DeMaria Barry http://www.personalkanban.com/ Value Proposition: Be more efficient and productive with activities you do outside of work, or if you are a team of 1. I.Get your stuff ready II.Establish your value stream III.Establish your backlog IV.Establish your Work In Progress Limit V.Begin to pull VI.Reflect Hint: Kanban at home
  16. 16. © Unbound DNA 2014 Scrumban 2008 Variant Corey Ladas http://www.eylean.com/blog/category/scrumban/ Value Proposition: The benefits of Scrum and Kanban together Variations from Kanban •Team can be either specialised or cross functional •Prioritisation of the backlog is recommended during each Sprint Planning •Continuous work along with short iterations for planning, longer cycles for release •Daily Scrum, Sprint Review and Sprint Retrospective (Sprints are used for Cadence)
  17. 17. © Unbound DNA 2014 ScrumBut 2008 Variant Malcolm Anderson http://agileatlas.org/articles/item/fractional-scrum- or-scrum-but Value Proposition: Patterns of dysfunction in the application of Scrum Hint: (ScrumBut)(Reason)(Workaround) “We use Scrum, but we can't build a piece of functionality in a month, so our Sprints are 6 weeks long.” •Identify pattern •Make pattern transparent •Determine root cause •Remediate root cause
  18. 18. © Unbound DNA 2014 Agile Unified Process 2005 Variant Scott Ambler http://www.ambysoft.com/unifiedprocess/agileUP.html Value Proposition: An agilified version of RUP Principles: •Your staff know what they are doing •Simplicity •Agility •Focus on high value activities •Tool independence •Tailor AUP to meet your own needs Hint: Replaced by DAD
  19. 19. © Unbound DNA 2014 Disciplined Agile Delivery (DAD) 2012 Scale Scott Ambler http://disciplinedagiledelivery.com/ Value Proposition: A goal driven approach for scaling Agile, combined from Scrum, Kanban, XP, Agile Modelling, UP & Lean
  20. 20. © Unbound DNA 2014 Enterprise Unified Process (EUP) 2013 (for DAD extension) Extension Scott Ambler http://enterpriseunifiedprocess.com/ Value Proposition: Detailed process, practices, artefacts and techniques for non delivery based phases Hint: Extension of DAD/RUP to include Production & Retirement
  21. 21. © Unbound DNA 2014 ScrumPLoP (Pattern Languages of Programs) 2010 Extension The Hillside Group http://www.scrumplop.org/ © Unbound DNA 2014 The Scrum Guide is the official rule book. However, the Scrum Guide doesn't tell you the rationale behind Scrum as a whole, or behind many of its successful practices. Those rationales come out of experience, community, and the insights of its founders and inventors. The ScrumPLoP mission is to build a body of pattern literature around those communities, describing those insights, so we can easily share them with the Scrum and Agile communities. “ “ Value Proposition:
  22. 22. © Unbound DNA 2014 Enterprise Transition Framework (ETF) 2014 Extension Agile 42 http://www.agile42.com/en/agile-transition/etf/ Value Proposition: Implement continuous improvement and experience change in an empirically controlled way Hint: A process for Agile Transformation
  23. 23. © Unbound DNA 2014 Accelerated Agile 2010 Extension Dan North Vimeo Value Proposition: Faster, more effective software delivery •Learn the domain •Prioritise risk over value •Plan as far as you need •Try something different •Deliver frequently, preferably daily •Get feedback from real customers •Build and deploy small, separate pieces •Prefer simple over easy •Make conscious trade-offs •Share (pairing, learning lunches, code reviews) •Be okay with failure
  24. 24. © Unbound DNA 2014 LeSS (Large Scale Scrum) 2008 Scale Craig Larman Bas Vodde http://www.crosstalkonline.org/storage/issue- archives/2013/201305/201305-larman.pdf Value Proposition: 1000 people product development with 1 product owner •No specialisation within team •No IT Program/Project Manager •One product backlog •One definition of done •One potentially shippable product increment •One (overall) product owner •One Sprint •Two team member reps Sprint Planning and Review (science fair) •Normal and joint retrospective •Scrum of Scrums •Pre-sprint planning Product Owner team meeting
  25. 25. © Unbound DNA 2014 Enterprise Scrum 2010 Extension Mike Beedle http://www.enterprisescrum. com/ Value Proposition: 1.More business appropriate language, 2.Can be applied to knowledge work; and 3.In scaled mode (distributed and/or cooperative)* *note: growth scale not size of product scale
  26. 26. © Unbound DNA 2014 SAFe 2007 Scale Dean Leffingwell http://scaledagileframework. com/ Value Proposition: A one stop shop, comprehensive, detailed & blended framework that can be applied to large projects Hint: The “RUP” of the Agile world Values: •Alignment •Code quality •Transparency •Program Execution
  27. 27. © Unbound DNA 2014 Recipes for Agile Governance in the Enterprise (RAGE) 2013 Scale CPrime http://www.cprime.com/wp- content/uploads/woocommerce_uploads/2013/07/RAGE- Final-cPrime1.pdf Value Proposition: Framework for applying governance to agile projects, programs and portfolios Portfolio governance •Roles: Portfolio Owner, Area Portfolio Owner, Program Manager •Portfolio Grooming Meeting •Portfolio Governance Meeting •Business Case •Agile Charter •Decision Matrix •Portfolio Backlog •Burn Up Chart
  28. 28. © Unbound DNA 2014 Spotify 2012 Scale Spotify (Henrik Kniberg) http://vimeo.com/85490944 http://vimeo.com/94950270 Value Proposition: An approach that one organisation found works for them Principles: •Loosely coupled, tightly aligned, autonomous squads •Cross pollination over standardisation •Squad code accountability, open responsibility with limited blast radius •Motivated individuals •Community over structure •Decoupled releases •Failure recovery over failure avoidance •Experiment driven development
  29. 29. © Unbound DNA 2014 Oath of Non-Allegiance 2010 Movement Alistair Cockburn http://alistair.cockburn.us/Oath+of+Non- Allegiance I promise not to exclude from consideration any idea based on its source, but to consider ideas across schools and heritages in order to find the ones that best suit the current situation. “ “ Value Proposition: Choose the right tool from your toolbox, have many tools for many problems.
  30. 30. © Unbound DNA 2014 Nonban 2013 Movement David Hussman http://agileprague.com/pool/ vzor/upload/Renaissance_Reformation_and_Nanban_3_ up.pdf The least amount of process adopted by very skilled persons with the most real and measurable value. “ “ Value Proposition: Remove waste, improve productivity
  31. 31. © Unbound DNA 2014 #No Estimates 2013 Movement Neil Killick Vasco Duarte Woody Zuill Chris Chapman Ron Jeffreys Henri Karhatsu http://www.slideshare.net/ neilkillick/the- noestimates-debate #noestimates Value Proposition: When it is appropriate to use estimates in software, & to what form these should take. •Estimate probabilistically and proactively, based on experiments •Focus on time and cash constraints •Iterate design and decisions •Delivery with flow/limit WIP •Explicit policies for breaking work down and measuring how long it took •Keep teams together •Enable continuous delivery •Build things on demand, in increments, and as soon as they are ready •Drip fund •Flexible contracts
  32. 32. © Unbound DNA 2014 BDD, ATTD & Specification by Example 2006 Developer centric Dan North Lasse Koskela (2007) Gojko Adzic (2009) http://dannorth.net/introducing- bdd/ http://testobsessed.com/wp- content/uploads/2011/04/atddexample.pdf http://specificationbyexample.com/ © Unbound DNA 2014 Value Proposition: A significant practice extension from XP BDD is based on TDD but can be distinguished by the feature focus manner of testing and through the collaboration between the business, developer and tester roles: Given… When… Then…
  33. 33. © Unbound DNA 2014 DevOps 2009 (2007) Developer centric Patrick Debois (Michael Nygard) http://devops.com/ Value Proposition: A focus on full end to end lifecycle of software as a single group, bridging the gap between development and operations Hint: Agile is not a subset of DevOps!
  34. 34. © Unbound DNA 2014 Mikado Method 2009 Developer centric Ola Ellnestam & Daniel Brolund http://mikadomethod.wordpress.com/ Value Proposition: Reduce complexity when refactoring
  35. 35. © Unbound DNA 2014 Mob Programming 2012 Developer centric Woody Zuill http://mobprogramming.org/ Value Proposition: Better outcomes through teamwork to the extreme •Group work area •One computer for programming, all can see •Driver/navigator •15 minute rotations •Team communication ownership
  36. 36. © Unbound DNA 2014 Programmer Anarchy 2011 Developer Centric Fred George http://www.slideshare.net/ fredgeorge/programmer- anarchy-chinese Value Proposition: Higher customer value than Agile Hint: Developer driven development •Agile Manifesto & XP Values •Standups Trust with co location •Story narratives •Retrospectives •Estimates •Iterations Results, not blame •Mandatory pairing •Unit tests, acceptance tests •Refactoring •Patterns Small, short lived apps •Continuous integration Continuous deployment Customer Project Manager Developer Business Analyst Quality assurance / test
  37. 37. © Unbound DNA 2014 Real Options 2010 Project Management Olav Maassen Chris Matts http://www.infoq.com/articles/real-options- enhance-agility Value Proposition: Just in time decision making •Options have value •Options expire •Never commit early unless you know why
  38. 38. © Unbound DNA 2014 PMI ACP (incl BABOK) 2012 Project Management PMI IIBA http://www.pmi.org/Certification/New-PMI-Agile- Certification.aspx http://www.iiba.org/babok- guide/Agile-Extension-to- the-BABOK-Guide- IIBA.aspx Value Proposition: PM and BA role recognised Agile certification PMI ACP Domains: •Value driven delivery •Stakeholder engagement •Boosting team performance practices •Adaptive planning •Problem detection and resolution •Continuous Improvement (product, process, people) Hint: PMI’s ACP is based on Scrum, Kanban, Lean, DSDM and XP
  39. 39. © Unbound DNA 2014 Servant Leadership 1970 Management Robert Greenleaf https://greenleaf.org/ Value Proposition: Improve team’s engagement by flipping management to be servants to the team’s needs •Self-awareness •Listen, inspire, be authentic, serve & have integrity, humility, selflessness, open-mindedness and empathy •Change the pyramid •Develop your colleagues •Create a safe, positive work environment that fosters innovation and enhances intrinsic motivation •Coaching and consulting, not controlling or only decision maker •Unleash the energy & intelligence of others •Foresight over reaction
  40. 40. © Unbound DNA 2014 Management 3.0 2011 Management Jurgen Appelo http://www.management30.com/ Value Proposition: There is a better way to manage and lead people •Energize people •Empowering teams •Lead and rule with purpose •Align constraints •Develop competence •Grow structure •Continuous Improvement
  41. 41. © Unbound DNA 2014 Radical Management 2010 Management Steve Denning http://www.stevedenning. com/Radical- Management/ Value Proposition: Workplaces for knowledge work that are more productive and more fun •Delight customers •Self-organizing teams •Client-driven iterations •Delivering value to clients each iteration •Radical transparency •Continuous self-improvement •Interactive communication Hint: Scrum reframed to align better with business language
  42. 42. © Unbound DNA 2014 Stoos 2012 Management / Movement http://www.stoosnetwork.org/ 21 meet up in Stoos, Switzerland https://www.linkedin.com/groups?home=&gid=4243114 Value Proposition: A better way to lead in organisations •Delight customers •Empowered fellows •Synergistic thinking
  43. 43. © Unbound DNA 2014 Holocracy 2006 Management Brian Robertson http://holacracy.org/ Value Proposition: Work focused, autonomous organisations through roles aligned to how things really work Principles: •No work titles, only energizing roles •Clear circle purpose and accountabilities •Everyone is a stakeholder, able to invest themselves in the way they are personally most efficient •Group ownership of work flow Hint: Radically changes org structure, how decisions are made, how power is distributed
  44. 44. © Unbound DNA 2014 Vanguard Method (1985) Management John Seddon https://www.vanguard- method.com/ Value Proposition: Helps service organisation change from a conventional command and control design to a systems design for improved performance and moral Hint: Combination of systems and intervention thinking. Originator of “failure demand”
  45. 45. © Unbound DNA 2014 Rightshifting 2008 Management / Movement Bob Marshall http://flowchainsensei.wordpress.com/rightshifting/ Value Proposition: Improve the effectiveness of knowledge work businesses Hint: Use Agile and edgy Agile strategies to shift your organisational effectiveness to the right!
  46. 46. © Unbound DNA 2014 Spiral Dynamics 1996 Edgy Don Beck & Chris Cowan http://spiraldynamics.org/ Value Proposition: Transform individuals, teams and organisations based upon their colour through the model rather than a scattergun approach. Hint: Connected to memenomics, it is a human behaviour evaluating process
  47. 47. © Unbound DNA 2014 Beyond Budgeting 2009 Edgy Bjarte Bogsnes http://www.bbrt.org/ Value Proposition: Go beyond traditional management to create empowered teams with the right measures and financial controls to excel •Customers – focus everyone on improving customer outcomes, not on hierarchical relationships •Teams – organize around a seamless network of accountable teams; not centralised functions •Responsibility – enable everyone to act & think like a leader, not merely follow the plan •Values – govern through a few clear values, goals & boundaries, not detailed rules & regulations •Transparency – make information open & transparent, don’t restrict & control it •Autonomy – give teams the freedom & capability to act, don’t micro-manage them •Goals – set relative goals for continuous improvement, do not negotiate fixed performance contracts •Rewards – reward shared success based on relative performance, not on meeting fixed targets •Planning – Make planning a continuous and inclusive process, not a top-down annual event •Coordination – coordinate interactions dynamically, not through annual planning cycles •Resources – make resources available when needed, not through annual budget allocations •Controls – base controls on relative indicators & trends, not on variances against plan
  48. 48. © Unbound DNA 2014 Non Violent Communication 1960s Edgy Marshall Rosenberg http://www.nvcaustralia. com/ Observation Feeling Need Request Our conflicts arise not because we have different needs but because we have different strategies for how to meet them. “ “ Value Proposition: Creating deep connections with a co- understanding of needs will result in significant productivity gains.
  49. 49. © Unbound DNA 2014 Drive 2009 Edgy Dan Pink Youtube > RSA Animate Drive •9 strategies for awakening motivation •9 ways to improve your company/office/group •3 ways to pay people right Value Proposition: Motivated individuals
  50. 50. © Unbound DNA 2014 Systems Thinking 1940 (1990) Edgy Ludwig von Bertalanffy (Peter Senge) http://www.systems- thinking.org/ Value Proposition: By understanding how things influence one another within the whole, the right outcomes can be achieved
  51. 51. © Unbound DNA 2014 Theory of Contraints 1984 Edgy Eli Goldratt http://www.goldratt.com/ Value Proposition: Identify the constraint and restructure the rest of the organisation around it Hint: A chain is no stronger than it’s weakest link Process: 1.Identify the system’s constraints 2.Decide how to exploit the system’s constraints 3.Subordinate everything else to the above decisions 4.Elevate the system’s constraints 5.If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system’s constraint
  52. 52. © Unbound DNA 2014 Cynefin 1999 Edgy Dave Snowden http://cognitive-edge.com/ Value Proposition: Tailor your approach to the complexity of the problem
  53. 53. © Unbound DNA 2014 Innovation Games Edgy Luke Hohmann Dan O’Leary http://www.innovationgames.com/ http://www.gamestorming.com/ http://tastycupcakes.org/ Value Proposition: Put ideas into actions through games
  54. 54. Want more? enterprisetransformationmetamodel.com
  55. 55. unbounddna.com theagilerevolution.com agileforest.com renee@unbounddna.com @agilerenee Renee Troughton leanpub.com/u/reneetroughton pimpmyboard.com

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