Agile transformation Explanined
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Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
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Agile transformation Explanined
- 3. THEORY OF TRANSFORMATION – PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information
- 4. THEORY OF TRANSFORMATION – PART ONE // It’s less about transforming the people and the process… and more about transforming the ecosystem in which they operate
- 5. THEORY OF TRANSFORMATION – PART ONE // The question is… How are you going to go about it?
- 6. 66 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
- 7. 77 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
- 8. 88 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
- 9. 99 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress BRIEF AGENDA
- 10. 1010 • Deciding the Scope of the Transformation • Deciding Your Transformation Approach • Managing Change and Measuring Progress (MAYBE) BRIEF AGENDA
- 11. DECIDING THE SCOPE OF THE TRANSFORMATION
- 12. W H Y A R E W E T R A N S F O R M I N G ?
- 13. 1313 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value INNOVATION As companies grow sometimes they slow down and loose th ability to innovate. Agile can help you get back your competitive edge. QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue PRODUCT FIT Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
- 14. W H A T A R E W E T R A N S F O R M I N G ?
- 15. 1515
- 16. 1616 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles
- 17. 1717 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles Belief that delivery systems will emerge based on new thinking
- 18. 1818 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven
- 19. 1919 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven Belief that agile is a process or way to work
- 20. 2020 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first
- 21. 2121 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first Belief that culture and practices only emerge within a rational structural and planning framework
- 22. 2222 ... all three are essential, but where you start is also essential…
- 23. W H A T D O W E N E E D T O O V E R C O M E ?
- 24. 2424 HOW BIG IS THE ORGANIZATION? Single Team Multiple Teams
- 25. 2525 DO TEAMS HAVE DEPENDENCIES? Non-instantly Available Resources Too Much Work in Process Large Products with Diverse Technology Low Cohesion & Tight Coupling Technical Debt & Defects Shared Requirements Between Teams Limited Access to Subject Matter Expertise Matrixed Organizations
- 28. T H E N O N - N E G O T I A B L E C O R E
- 31. 3131 BACKLOGS TEAMS THE 3 THINGS
- 32. 3232 BACKLOGS TEAMS WORKING TESTED SOFTWARE THE 3 THINGS
- 33. 3333 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
- 34. 3434 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
- 35. 3535 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
- 36. 3636 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
- 37. 3737 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
- 38. 3838 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
- 39. 3939 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
- 40. 4040 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
- 41. 4141 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
- 42. W H E R E A R E W E ?
- 51. A T H E O R Y O F T R A N S F O R M A T I O N
- 52. THEORY OF TRANSFORMATION – PART TWO // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
- 53. THEORY OF TRANSFORMATION – PART 2 // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
- 54. THEORY OF TRANSFORMATION – PART 2 // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
- 55. T R A N S F O R M A T I O N I S A J O U R N E Y
- 58. 5858 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
- 59. 5959 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
- 60. 6060 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST BECOME PREDICTABLE
- 61. 6161 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE
- 62. 6262 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE
- 63. 6363 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS
- 64. 6464 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 1 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1
- 65. 6565 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 2 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2
- 66. 6666 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3
- 67. 6767 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 4 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3 P4
- 68. 6868 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY PHASE 5 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS P1 P2 P3 P4 P5
- 69. W H E R E A R E W E G O I N G ?
- 70. 7070 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 72. A T A L E O F T W O T R A N S F O R M A T I O N S
- 73. 7373 TRANSFORMATIONS ARE UNIQUE COMPANY ONE • 3 Teams • No Dependencies • Low Resistance • Team Level • Adaptive-Emergent • Single Value-Stream • Lean Startup • Low Coordination • Low Metrics and Control COMPANY TWO • 800 Teams • Tightly Coupled • High Resistance • Enterprise • Predictive-Convergent • Many Value-Streams • SAFe • High Coordination • High Metrics and Control
- 75. D E F I N I N G T H E E N D - S T A T E
- 76. 7676
- 77. 7777 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 78. 7878 Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 79. 7979 Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 80. 8080 Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 81. H O W D O W E G E T T H E R E ?
- 82. 8282
- 89. I N C R E M E N T A L T R A N S F O R M A T I O N ( E X P E D I T I O N S )
- 90. 9090 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One
- 91. 9191 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One AGILE ROLLOUT Increment Two
- 92. 9292 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Increment One AGILE ROLLOUT Three - N
- 93. I T E R A T I V E T R A N S F O R M A T I O N ( B A S E C A M P S )
- 94. 9494 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration One
- 95. 9595 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Two
- 96. 9696 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Three
- 97. 9797 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Four
- 98. 9898 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Five
- 99. E X P E D I T I O N S & B A S E C A M P S
- 100. 100100 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration One
- 101. 101101 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Two
- 102. 102102 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Three AGILE ROLLOUT Iteration One
- 103. 103103 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Four AGILE ROLLOUT Iteration Two
- 104. 104104 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Iteration Five AGILE ROLLOUT Iteration Three
- 106. P L A N N I N G A N D E X E C U T I O N
- 107. 107 STEP ONE WHY HOW WHAT Agile transformation isn’t something that can be done to an organization. They have to be full participants Executive Steering Committee Transformation Leadership Team Holding the organization accountable Remove Impediments Plan the work Review Progress Inspect and Adapt
- 108. 108 STEP TWO WHY HOW WHAT We have to have some idea of where we are going before we start We will accept the plan will change Create a working hypothesis for structure, governance, and metrics Plan to progressively elaborate Transformation Workshop Pilot Broad Organization Rollout Create Feedback Loops
- 109. 109 STEP THREE WHY HOW WHAT We have to be able to give the organization some idea of what we are doing, when, and how long Expeditions Basecamps Sequenced in Time What teams are going to be formed? What training do they need? What coaching do they need? When will this all happen?
- 110. 110 STEP FOUR WHY HOW WHAT Very similar to an agile release plan, we want a rolling 90-day, fairly specific view of what is going to take place Transformation leadership team meets periodically to plan forward, assess progress, and adjust as necessary Week by week training and coaching plans Detailed resource planning Expected activities and outcomes.
- 111. 111 STEP FIVE WHY HOW WHAT Very similar to a sprint cycle in Scrum We want to periodically assess progress, retrospect, and adjust ELT reviews progress against strategy and outcomes TLT focuses on how well the plan is moving along Scheduled recurring meetings Review planning artifacts Review metrics Improvement plans
- 112. 112 STEP SIX WHY HOW WHAT The whole reason we are doing this is to get better business outcomes This is where we begin justifying the investment Create hypotheses Conduct experiments Demonstrate outcomes Pivot based on what we learn Assessments Status Reports Coaching Plans
- 113. 113 STEP SEVEN WHY HOW WHAT We want to be able to trace improvements in the system to tangible business benefits Business metric baselines Regularly show progress Update coaching plans as necessary Assessment Outcomes Transformation Metrics Business Metrics
- 114. 114 STEP EIGHT WHY HOW WHAT Our understanding will evolve throughout the transformation Re-assess the End-State Vision based on the evolving understanding Refine the End-State Vision and the Roadmap
- 115. 115 STEP NINE WHY HOW WHAT Letting everyone know what is going on and the success of the program will create excitement and energy Regular communication from leadership Be transparent about progress and impediments Town Halls Executive Roundtables Signage Information Radiators Cadence of Accountability
- 116. 116 STEP TEN WHY HOW WHAT Understand what’s in it for everyone involved and help them see where they fit in the new organization Clarity Accountability Measureable progress Team assignments Staffing plans Job descriptions Job aids Communities of Practice
- 117. M E A S U R I N G P R O G R E S S
- 119. 119119 DELIVERY TEAMS Scr um Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change PERFORMANCE METRICS
- 120. 120120 PROGRAM TEAMS DELIVERY TEAMS Scr um Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects PERFORMANCE METRICS
- 121. 121121 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects Takt Time/ Cycle Time Time/Cost/Scope/Value ROI/Capitalization PERFORMANCE METRICS
- 124. 124124 TRANSFORMATION METRICS Capabilities Performance Metrics Performance Operations Performance
- 125. THEORY OF TRANSFORMATION – PART ONE // Agile transformation is about fundamentally creating the conditions in your company where teams can effectively respond to new information