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Agile transformation lessons from the trenches by Mark Lines

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Presentation 'Agile transformation lessons from the trenches' by Disciplined Agile industry leader Mark Lines during the Business Agility event 2018 hosted by IndigoCube in-conjunction with IBM.

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Agile transformation lessons from the trenches by Mark Lines

  1. 1. • DA Fellow, Co-creator of the Disciplined Agile framework • Enterprise Agile Coach • President, Disciplined Agile Consortium • Managing Partner, Scott Ambler + Associates • @Mark_Lines Mark Lines Agile Transformations – Lessons from the Trenches @mark_lines © Disciplined Agile Consortium 1 Based upon Chapter 7 – A Disciplined Approach to Agile Transformations
  2. 2. Disciplined Agile is Taking off Around the World @mark_lines © Disciplined Agile Consortium 2
  3. 3. Transforming for Business Agility • The need for change • Preparing for change • How to change • Examples of change
  4. 4. Disciplined Agile Enterprise Disciplined Agile IT Disciplined DevOps DAD The Disciplined Agile Framework http://www.disciplinedagiledelivery.com/the-agile-tractor-engine-analogy/ 4@mark_lines © Disciplined Agile Consortium
  5. 5. Most organizations focus on just Adoption using Agile or Lean @mark_lines © Disciplined Agile Consortium 5
  6. 6. Transforming for Business Agility • The need for change • Preparing for change • How to change • Examples of change
  7. 7. Invest in Coaching © Disciplined Agile Consortium 7
  8. 8. @mark_lines © Disciplined Agile Consortium 8 Enterprise Coaching Team Coaching
  9. 9. @mark_lines © Disciplined Agile Consortium 9 Transformation Timeline – It is a multi-year process
  10. 10. Agile Transformation Effort Over Time 10 @mark_lines © Disciplined Agile Consortium
  11. 11. Agile Champions/Sponsors • Help to support and promote change • Help to accelerate agile “transformation” in the organization • Without executive sponsors in it for the long term it is very unlikely your adoption will succeed • Can think if them like a “Product Owner” for your Transformation 11 @mark_lines © Disciplined Agile Consortium
  12. 12. @mark_lines © Disciplined Agile Consortium 12 Continuous Improvement Process Blade in DA
  13. 13. Continuous Improvement Process Blade (DAIT) © Disciplined Agile Consortium 13
  14. 14. Establish Centres of Excellence (CoE) & Communities of Practice/Guilds (CoP) • Centres of Excellence – Typically staffed full time by “experts” – Temporary – Ensure consistency of approach and messaging – Provide leadership and purposely disseminate information – Enterprise & Team Coaches • Communities of Practice/Guilds – Part-time responsibility staffed by practitioners (could be guided by CoE) – Long-term – Shared learnings and experiences – Improve their collective craft over time – Examples • Agile Coaching, EA, Agile Modeling @mark_lines © Disciplined Agile Consortium 14
  15. 15. 1 5 A Disciplined Agile Centre of Excellence
  16. 16. Transforming for Business Agility • The need for change • Preparing for change • How to change • Examples of change
  17. 17. Kotter’s 8-Step Change Model Increase Urgency 1 Build the Guiding Team 2 Get the Vision Right 3 Communicate for Buy In 4 Empower Action 5 Create Short Term Wins 6 Don’t Let Up 7 Make Change Stick 8
  18. 18. Change Efforts have a Lousy Track Record • Average success rate of change initiatives 54% – According to 2013 Strategy&/Katzenbach Center survey • Reasons – Lack of a structured change management process – Irrational human behavior – Treating change as linear process initiatives • Managing change requires a feedback-driven approach, not plan-driven • We need to use an agile lean/approach to change • Solution: Use both a structured AND feedback- based agile approach 18
  19. 19. Lean Change • We have found the ideas from Lean Change to be effective (Jason Little, Jeff Anderson and others) • Leanchange.org Lean Change • We have found the ideas from Lean Change to be effective (Jason Little, Jeff Anderson and others) • Leanchange.org
  20. 20. @mark_lines © Disciplined Agile Consortium 20 Executive Workshops - Education - Vision - Guiding Principles
  21. 21. @mark_lines © Disciplined Agile Consortium 21 Several “Big Visible Charts” help to communicate the Vision & progress against it
  22. 22. @mark_lines © Disciplined Agile Consortium 22
  23. 23. @mark_lines © Disciplined Agile Consortium 23 Lean Change Cycle 23 Experimental based approach similar to “The Lean Startup”
  24. 24. @mark_lines © Disciplined Agile Consortium 24 Minimal Viable Changes (MVC) • A Minimal Viable Change is a change that you believe is small enough to be successful that balances disruption and organizational value • Experiments • Steps to incorporate the change: 1. Agree on the reason for the change 2. Negotiate the change 3. Validate the Option (introduce the improvement) 4. Learn & verify Improvement
  25. 25. Example of an Minimal Viable Change (MVC) @mark_lines © Disciplined Agile Consortium 25 • Hypothesis • We believe that by replacing our current expensive and time consuming start-up documentation with a 2-week Inception Phase we can a reduce average time to delivery by 30% • MVC (as an ’Option’) • Replace our project startup-phase consisting of Business Cases, Plans, and Detailed Requirements documents with a 2-week Inception Phase to complete a lightweight vision for each project • Change Recipients • PMO, Business Stakeholders, Delivery Teams
  26. 26. @mark_lines © Disciplined Agile Consortium 26 Tool: Insights, Options, & Approved Backlog of options 26 Insights MVC Options Approved/Next As a process decision framework, DAD provides a rich set of options to choose from Example: - Insight: QA requires more details to test from - Options for MVC: - More detail in Use Cases - Supplement stories with screen mock-ups - More detail in Acceptance Criteria - QA participates in all conversations Having selected an option for an experiment, it is moved to the approved/next backlog
  27. 27. @mark_lines © Disciplined Agile Consortium 27 Pulling MVCs from the Backlog 27
  28. 28. @mark_lines © Disciplined Agile Consortium 28 Part of “Preparing” for the change is Negotiating with the change recipients. Eg) Why should we redesign, collocate teams, and keep them together? Questions Guiding Principle How long will this team be together? Teams improve over time, striking/disbanding teams is expensive, learnings lost Do we have 100% dedicated Developers and QA? Anything less that 100% is an excuse for non- commitment, hurts team morale, very costly due to task switching, reduced accountability Who are the team members’ managers? Team makeup is often suboptimal if tied to functional hierarchy What is the team size? Ideal team size is 5-9 people Is team collocated? Productivity and collaboration increases dramatically with collocation What is the team size? Ideal team size is 5-9 people Is this a “whole team”? Reduced dependencies on resources external to team is beneficial
  29. 29. Metrics Design with GQM @mark_lines © Disciplined Agile Consortium 29 Goals trace back to Vision canvas goals
  30. 30. From Transformation to Continuous Improvement • This is a journey, not a destination • Once the key transformative work has been complete, the transformation changes more to a continuous improvement approach @mark_lines © Disciplined Agile Consortium
  31. 31. Transforming for Business Agility • The need for change • Preparing for change • How to change • Examples of change
  32. 32. @mark_lines © Disciplined Agile Consortium 32 MVC example: Redesign & collocate teams DA106: Disciplined Agile for Managers https://www.disciplinedagileconsortium.org/da106 Functional Manager - Equities Teams Team Member Team Member Team Member Team Member Team Lead Architecture Owner Leopard Team Team Member Team Member Team Member Jaguar Team Team Lead Architecture Owner Functional Manager - Fixed Income Teams Team Member Team Member Team Member Team Member Team Lead Architecture Owner Maserati Team Team Member Team Member Team Member Porsche Team Team Lead Architecture Owner
  33. 33. Another example Get plans out of MS Project & make them visible. (no hidden work!)
  34. 34. Another example: Replacing detailed project charters & requirements docs with 3-day Inception phases
  35. 35. Another example: Workspace design… No need for meeting rooms!! Fosters continuous collaboration
  36. 36. Parting Thoughts... Critical Success Factors • Communicate, communicate, communicate (town halls, radiators, wikis, lean coffees) – radical transparency! • Use External Coaches, & designate an Internal Enterprise Coach (Product Owner for your Transformation MVC backlog) • Executive sponsorship is critical • Coach and mentor people over the long term – Everyone and at all levels of the organization, not just IT • Get some help from experienced Enterprise Coaches • Certified Disciplined Agile Coaches (CDACs) have passed a DAC Board Review and had references checked © Disciplined Agile Consortium 36
  37. 37. mark [at] disciplinedagileconsortium.com @mark_lines DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com Disciplined Agile Thank You! @mark_lines © Disciplined Agile Consortium 37 Questions?

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