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Impact Makers - Enterprise Agility - How to BE Agile

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Impact Makers' SVP Jim Blizzard presented two breakout sessions at the Project Management Institute of Central Virginia's 2019 symposium. The interactive two-part discussion focuses on what to look for as you help drive your company into an age of Enterprise Agility and move from “doing Agile” into “being Agile.”

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Impact Makers - Enterprise Agility - How to BE Agile

  1. 1. Enterprise Agility #HowToBeAgile Jim Blizzard Senior Vice President of Consulting Services 09/01/2019
  2. 2. Part I Part I – Planning is key to agility • Brand and strategy alignment • Impeding forces • Aligning to business capabilities • Agile governance Part II – Agility in operations • Architecture • Infrastructure • Intelligence and Automation • Attitudes Planning is key to agility
  3. 3. Starts with your company’s promise to their customers Job #1 – everything else should align to those promises Must anticipate internal and external forces that will constrain or impact your ability as a company to fulfill on these promises More than a delivery methodology WhatisEnterpriseAgility? 3
  4. 4. 4 National and Regional Examples: • Nike - "To bring inspiration and innovation to every athlete in the world.” • Nationwide Insurance – “Nationwide Is On Your Side” • Coors Light – “The World’s Most Refreshing Beer” • Tesla: "To accelerate the advent of sustainable transport by bringing compelling mass market electric cars to market" • Geico – “15 Minutes Or Less Can Save You 15% Or More On Car Insurance” • Allstate - "You're in good hands" • Lego - "Endless Play" • Southwest Airlines - “Low fares” • McDonald’s - “Inexpensive, familiar & consistent meal delivered in a clean environment” • BMW - “The ultimate driving machine” • WellStar Health System – providing innovative care models that are focused on improving quality and access to healthcare And…How do your current features/stories align to those promises? Whatare yourcompany’s promisestoyourcustomers? ACTION ITEM If you had a difficult time answering these questions…make that your homework when you return to work! #agilecustomerpromises
  5. 5. Agility starts with a promise #HowToBeAgile 01 Agility Principle
  6. 6. 6 • Compliance needs/audit findings • Technology changes and need for innovation • Competition • Fear of change • Unengaged business partners (IT initiated transformation) • Organizational Silos • Lack of decision making • Unaligned processes • Poor knowledge management Truly agile companies are adept at the “bob-and-weave” Forcesthatimpedeenterpriseagility INTERNAL forces that work against agility EXTERNAL forces that work against agility #agilityblockers
  7. 7. • Clearly stated • Well Groomed/Refined • Real, testable acceptance criteria • Easily traced back to strategic themes (Features/Capabilities and Epics) • Scoped well enough to fit into a sprint • Owned by one dedicated team A Day in the Life of a Story WHAT COULD POSSIBLY GO WRONG? 7
  8. 8. 8 What could go wrong, you say? Capacity IssuesX Change Management ProcessesX Conflicting PrioritiesX Push vs PullX #agilityblockers
  9. 9. Anticipate impeding forces #HowToBeAgile 02 Agility Principle
  10. 10. 10 Delivering on Promises Brand Promise Brand Promise Brand Promise Value your customers can expect to receive every time they interact with you Business Strategy Business Strategy Business Strategy Business Strategy Plan of action designed to achieve a set of goals or objectives Value ValueValue Capacity, materials and expertise an organization needs in order to perform core functions End-to-end Delivery
  11. 11. 11 Business Capabilities Organizing for Continuous Delivery Enterprise Architecture Data & Information Architecture Technology Architecture Application Architecture Business Architecture Organizational Architecture
  12. 12. 12
  13. 13. 13 Operational Value Streams Organizing for Continuous Delivery Business Capability Leader
  14. 14. 14 Lean budgeting - because project estimation is inaccurate Core Value Time Emerging Future
  15. 15. Align to business capabilities #HowToBeAgile 03 Agility Principle
  16. 16. Business Strategies Enable 16 Data Strategy Technology Strategy Digital Strategy Clear ITstrategiesreducetheamountofgovernancerequired
  17. 17. 17 NO EA, Data, Risk, Security, ITIL Doesthateliminatetheneedcentralizedteams? By Facilitating: • Strategy • Innovation • Change • Enterprise Data FOCUS[RE] Automate& By operationalizing governance through automation DEV|SEC|OPS #automategov
  18. 18. Elevate strategy over governance #HowToBeAgile 04 Agility Principle
  19. 19. QuestionsandComments 19
  20. 20. EnterpriseAgility#HowToBeAgile Jim Blizzard Senior Vice President of Consulting Services 09/01/2019
  21. 21. 01 Agility starts with a promise 02 Anticipate impeding forces 03 Align to business capabilities 04 Elevate strategy over governance Agility Principles Recap 21
  22. 22. Part II Part I – Planning is key to Agility • Brand and strategy alignment • Impeding forces • Aligning to business capabilities • Agile governance Part II – Agility in 0perations • Architecture • Infrastructure • Intelligence and Automation • Attitudes Agility in Operations
  23. 23. HowcanIstop architecturalroadblocksinmyquestforagility? Plan architecture runway one Program Increment (PI) or more in front of execution PI 1 PI 2 Runway Feature Runway Feature Runway Feature Story Story 23
  24. 24. Whatneedsarunway? Data & Information Architecture Technology Architecture Application Architecture Business Architecture Organizational Architecture Any architecture domain may need runway Business Process Design Capability Changes Cloud Foundation Org Redesign Data Exchange Design Integration Design 24
  25. 25. 25
  26. 26. Don’t take your eye off the runway #HowToBeAgile 05 Agility Principle
  27. 27. Common issues that arise in the life of a scrum team Let’stalkinfrastructure! • Infrastructure teams find it difficult to plan capacity in the data centers when the demand is coming from agile teams. Architectural runway helps, but there are often elongated lead times required. • Scrum team MVPs usually need to scale as solutions are implemented across multiple PIs. The total capacity needed may not be known and the beginning and the infrastructure capacity needs to grow/modify iteratively. • Infrastructure teams are typically “shared services” and are not dedicated to the scrum team and must be coordinated with across multiple Release Train Engineers (RTEs) – making train artificially depended on another train. 27
  28. 28. 28 • Greater Automation & Speed – Use of IaC allows entire data centers to be built (& rebuilt) quickly with high degree of accuracy and quality – all but eliminates lead time for infrastructure. • Scaling is automatic – Operations is simplified from this perspective • Innovation “ready” – The cloud is where products and services are bundled together to quickly pilot and implement creative technology innovation to support business objectives and satisfy the sophisticated customer. Support and agile test & learn / fail-fast mantra with low capital investment required. Movingtothe cloudhelps enableenterpriseagility
  29. 29. 29 • Costs shift from capitalized costs to expense • Self-service for scrum teams creates disruption in the IT operations world (development and operations merging) • Developers need to become for infrastructure aware • Initial cloud migrations do not realize the full economy of the cloud and iterative optimization items will need to be added to the architectural runway enablers Changestothe organizationwhencloudisintroduced #cloudequalsagile
  30. 30. Use cloud as an agility enabler The new IT #HowToBeAgile06 Agility Principle
  31. 31. A well managed data ecosystem can accelerate the exploitation of data for business insights Dataismore importantthanever • Create a coherent data strategy focused on business outcomes • Establish data guidelines • Establish collaborative and iterative automated data governance • Leverage data science to build predictive models from your structured data and unstructured data sources Statistics Data Analysis Machine Learning Algorithms Models Scientific Method Data Science 31
  32. 32. 32 The data science behind intelligent analytics can improve operations – and provide automation that can bring greater (unattended) improvements • Feeding Robotic Process Automation (RPA) with information for cognitive decisioning • Supporting an environment for IT and business operations “self healing” when processes cross acceptable thresholds All of this frees the knowledge worker to be able to do more decisioning and strategy and not be tied to mundane operational tasks Intelligentanalyticscanbe afoundationforoperationsaswell #rpanimble
  33. 33. Use analytic insights to predict and react to changing environments07 Agility Principle #HowToBeAgile
  34. 34. 34 • Lack of understanding of Agile principles • Corporate Culture my react negatively to certain Agile concepts • Fail Fast (creates fear) • Autonomous Teams (creates ambiguity in middle management) • Servant Leadership (many companies have been successful with command & control approaches) • Lack of effective collaboration (breaking down the silos) • General fear (loss of job, abilities, new skillsets, increased transparency, etc.) • Not enough time with coaches to help re-train muscles – when coaches leave too early, there’s a tendency to revert to old methods Common causes for resistance to Agile Why isitdifficultforpeople to BEcomeagile?
  35. 35. Have an adaptive attitude #HowToBeAgile 08 Agility Principle
  36. 36. 01 Agility starts with a promise 02 Anticipate impeding forces 03 Align to business capabilities 04 Elevate strategy over governance 05 Don’t take your eye off the runway 06 Use cloud as an agility enabler 07 Use analytic insights to predict and react to changing environments 08 Have an adaptive attitude Summary AgilityPrinciples
  37. 37. QuestionsandComments 37 Thank You!

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