What is transforming?
Alexander Osterwalder's Business Model Canvas
Designing change … choices
Paths … Adaptation, Reconstruction, Evolution, Revolution
Start Points…Top-down, Bottom-up, Pockets of good practice, Pilot site
Style… Delegation, Collaboration, Participation, Direction, Coercion
Roles … Leadership, Ext. consultants, Change action team, Fun. delegation
Target … Outputs, Behaviours, Employee values
Levers…Power structures, Symbols, Org. structures, Control systems,
Routines and rituals, Stories
Designing change … context
Time… crisis, short time vs long time
Scope … breadth, depth
Preservation … which to destroy, which to preserve
Diversity … uniformity vs diversity, sources of diversity, impact on loyalty and
Capability … individual, organisational
Capacity … assessing capacity (cash, time, people)
Readiness… Awareness, commitment
Power … assessing power structures
your company is organised
the best way to deliver value
to your customers?
Complexity and Recipes
Cynefin Framework by Dave Snowden
Beware of recipes
and don’t try to
Inspect and Adapt!
Agile vs Business Agility
means for you
and don’t sub-optimize!
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
It’s a cultural shift
Accept unpredictability of complex environments
Build a learning organisation
inspect and adapt!
Top-Down vs Bottom-Up
You need both for success!
What are we
Agile frameworks will not solve problems for you.
They will make them visible.
Accept responsibility for uncovered problems
Nobody will transform your organisation for you
- We want you to help us implement Scrum
- No problem, but why do you want Scrum?
- Because we want our fix scope projects to be cheaper and
Shift focus to delivering
value and shape your
No recipes (Cynefin)
Define “Business Agility”. Build a learning organisation
Asses the level of organisational consciousness (Laloux)
Have support from both top and bottom
Communicate as much as possible
Be ready to experience pain
Shift focus to delivering value and shape your organisation
Get your agile
team to fully
Changes to productivity and morale
Working with each other
Challenging each other
Working as one
Learning about each other
01 02 03 04
• High dependence on leader for guidance and
• Little agreement on team aims other than
received from leader.
• Individual roles and responsibilities are unclear.
• Processes are often ignored.
• Most team members are positive and polite.
• Anxiety - as they haven’t fully understood what
work the team will do.
• Excitement about task ahead
• Leader directs
• Leader must be prepared to answer lots of questions
about the team's purpose, objectives and external
• Members test tolerance of system and leader.
• Leader plays a dominant role at this stage, because
team members' roles and responsibilities aren't clear.
• This is the stage where many teams fail.
• Decisions don't come easily within group.
• Clarity of purpose increases but plenty of
• Cliques and factions form and there may be
• The team needs to be focused on its goals to
avoid becoming distracted by relationships and
• Compromises may be required to enable
• Leader coaches.
• Conflict resolution.
• Development of team-specific common
understandings of process and roles
• Roles and responsibilities are clear and accepted.
• Agreement and consensus largely forms among the
team, who respond well to facilitation by leader.
• Big decisions are made by group agreement.
• Commitment and unity is strong.
• The team may engage in fun and social activities.
• Tendency to avoid conflict
• Growing trust, harmony, respect and unity among team
• Use of team language – “we” rather than “me”
• Leader facilitates and enables.
• Encouragement to share different perspectives and to
explore disagreements in order to develop better
• Flexibility and shared leadership
• Clear purpose, values, deliverables, roles, responsibilities and
• Relationships and communication are built on trust, mutual
respect and openness
• Optimal productivity and high standards
• Recognition and appreciation for individual and team
• High morale
• Disagreements occur but now they are resolved within the team
• Necessary changes to processes and structure are made by the
• Leader delegates and oversees
• The team does not need to be instructed or assisted.
• Team members might ask for assistance from the leader
with personal and interpersonal development.
• Empowering team practices that free team energy and lead
to continuous improvement
Changes to productivity and morale
Forming Storming Norming Performing
S1 S2 S3 S4
DIRECTING BAHAVIORLOW HIGH
and low directive
High supportive and
and low directive
and high directive
Managing the journey to
• Diagnosing the stage of development
• Flexibility in delivering appropriate
• Teams generally do not skip stages
• Leadership style has to follow the same
track – you cannot skip the style
Agile Quality Automation
Quality Automation Expert
Communication Manual vs Auto What to test ?
QA side of the story
• Test Automation as a prerequisite for
Continuous Integration / Continuous
• How to use test automation suites to
• Where does QA fits ?
No more test teams
• First casualty of Agile Transformation !
• Test engineers are part of scrum teams
• What to do and how to behave in :
and morning Scrum
• Use QA guild !
FIND THE RIGHT
More dev, less testing
Less dev, more testing
• Developers will learn how will we test
• Developers will get larger picture
(about the product) while automating
simple e2e scenario (because they
usually work only on one component)
• Test engineers will benefit from help
and coding but they still need to
produce valid scenarios to be
• Lowering project costs with reusing
developers as developers in testing
do you need ?
• Make a list of your major
functionalities and create BVT
tests that will tell you if the
build is OK
• Find critical end user paths
• Automate them !
• Pareto’s principle