4 tales of enterprise agility

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4 tales of enterprise agility

  1. 1. 4 Tales of Enterprise Agility
  2. 2. We areManu Tandon• Principal Consultant• 11 + years - delivery and adoption of Agile across enterprisesTiffany Lentz• Principal Consultant• 8 + years - leading teams and enterprises in delivery and change programs
  3. 3. Why Enterprise Agility “Responsiveness is a business strategy”
  4. 4. Enterprise Agility in OrganizationsJust doing Agile is not enough......
  5. 5. The goal is to BE Agile
  6. 6. “In the Chaordic Age, success will depend less on rote and more on reason; less on authority of the few and more on judgement of the many; ... less on external control of people and more on internal discipline” - Dee Hock
  7. 7. Value System vs Checklist
  8. 8. Organization vs Team Organization Stakeholders ScrumMasterSupport PMOTeams Agile Team Team Team Member Member VMO TeamFacilities Member HR Product Owner Finance Recruiting
  9. 9. Leaders vs Managers
  10. 10. Agility Manifested Poly-skilled Team Members over Specialists
  11. 11. Agility Manifested Continuous Delivery over Continuous Integration
  12. 12. Agility Manifested Activist Investing over Project Release Plans
  13. 13. Agility Manifested Customized Training over “Sheep Dip” Certification
  14. 14. Implementation Adapt Plan Adapt Plan Adapt Plan Do AssessInspect ShowcaseShowcase Inspect Inspect Showcase Adapt Plan Adapt Plan Plan Envision Inspect Showcase Inspect Showcase
  15. 15. Maturity Model Build Assurance TestingGovernance Evolutionary Design ConfigurationCollaboration Management Responsiveness Shared Responsibility Requirements
  16. 16. Patterns of Agile Adoption
  17. 17. Patterns of Agile Adoption• Little Footprint• Big Footprint• Pillar• Osmosis
  18. 18. Little Footprint Iterate and refactor + holistic approach - slow developing + iterative execution - heightened adoption risk + minimized cost risk
  19. 19. Iterate and refactor...Big Footprint ...in bulk + broad* impact + holistic approach - heavy demand on central governance + iterative execution - heightened cost risk + minimized adoption risk
  20. 20. PMO-delivered,Pillar on demand - academic approach + governance & consistency - erratic adoption + flexibility - suspect durability
  21. 21. Osmosis Just-in-time adoption + tactical approach + organic adoption - heightened turnover risk + durable - slower enterprise reach + delivery-funded!
  22. 22. The Patterns Compared Top-down…Little Footprint Iterateteam at a time …one and refactor… Pillar …PMO driven Projected client capability Projected client capability Iterate and refactor... Bottom-up…Big Footprint …in bulk Osmosis …Just in time Projected client capability Projected client capability
  23. 23. Case Studies
  24. 24. Midwestern Bank Little Footprint
  25. 25. Midwestern BankDescription Little Footprint• Top 10 US bank• 1200+ IT• Conservative approach• Large-program dominant• Delivery slowed by IT rigor• Realized small wins with ‘incidental agile’
  26. 26. Midwestern BankMandate Little Footprint “Defeat our bureaucratic legacy with a scaled agile model in this audit-driven, traditionally-valued business.”
  27. 27. Midwestern BankLessons Little Footprint • Poly-skilled Team • Continuous Integration • Agile Project Management • Just in time training Maturity Measured
  28. 28. Midwestern BankAgility Little Footprint Being Agile Doing Agile
  29. 29. Midwestern Bank1 More Lesson Little Footprint The impact of leadership Midwestern Bank Projected client capability ThoughtWorks footprint
  30. 30. Credit Card Issuer Big Footprint
  31. 31. Credit Card IssuerDescription Big Footprint• Top 5 US credit card issuer• 1000+ IT associates• Very heavy legacy methodology• “Documents 10, Software 0”
  32. 32. Credit Card IssuerMandate Big Footprint “Develop and rollout an agile development methodology that works for our entire organization.”
  33. 33. Credit Card IssuerLessons Big Footprint • Internal career management • Continuous integration • Lean portfolio management • Customized training • Collaborative physical spaces
  34. 34. Credit Card IssuerAgility Big Footprint Being Agile Doing Agile Jump in customer satisfaction Reduced times to market Increased employee satisfaction
  35. 35. National Insurer Pillar
  36. 36. National InsurerDescription Pillar • 1500+ IT • Innovator’s approach • Large-program dominant • Strong internal PMOs • Organizational demand for formal agile process • Heavy offshore
  37. 37. National InsurerMandate Pillar “Provide our organization with a parallel path through the full software production lifecycle.”
  38. 38. National InsurerLessons Pillar • Specialist Roles • Some continuous integration • Project administrators • Just-in-time training from experts
  39. 39. National InsurerAgility Pillar Being Agile Doing Agile Traditional and Agile co-existed Off-shore success
  40. 40. Medical Products Division Osmosis
  41. 41. Medical Products DivisionDescription Osmosis • Software product division • 1200+ IT R&D • Multi-year program • Internationally distributed • Historically under-delivered • Immense shareholder expectations of product
  42. 42. Medical Products DivisionMandate Osmosis “Bring sufficient agility to our software products organization to secure our customer delivery expectations.”
  43. 43. Medical Products DivisionLessons Osmosis • Team members allowed to change roles • Continuous delivery • Program-level release plans • Teams learned while delivering software
  44. 44. Medical Products DivisionAgility Osmosis Being Agile Doing Agile Largest known adoption of Scrum
  45. 45. Conclusion
  46. 46. The Patterns Compared Top-down…Little Footprint Iterateteam at a time …one and refactor… Pillar …PMO driven Iterate and refactor... Bottom-up…Big Footprint …in bulk Osmosis …Just in time
  47. 47. Begin by doing agilewhile focusing on ......
  48. 48. Being Agile...... Poly-Skilled Teams
  49. 49. Being Agile...... Continuous Delivery
  50. 50. Being Agile...... Activist Investing
  51. 51. Being Agile...... Customized training
  52. 52. Enterprise Agility Responsiveness is a business strategy
  53. 53. Questions and Comments
  54. 54. Contact USManu Tandonmtandon@thoughtworks.comTiffany Lentztlentz@thoughtworks.com
  55. 55. Thank you!

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