Agile is the beating heart of PALO IT, and many successful companies nowadays will say the same, but along the journey some might fall into habits and traps that lead them into what we call Agile Transformation Hell. Scary thought! But in this BarCamp we’ll talk through some of these pitfalls, and explore how to reduce risks, nurture a new business culture and make a smooth transition to Agile. PROGRAM OVERVIEW > Mapping the agile transformation Understanding the stages of Agile transformation, and pinpointing where your company sits along that timeline. > What’s led us to this point? Feeling out the current market climate, and digging into why certain companies are struggling to keep abreast in ‘Agile waters’. > Explaining the game Techniques and approaches to understanding Agile transformation, along with some best and worst case scenarios. > Selecting your approach Picking an Agile strategy to push forward in your organisation. > Discovering Uncovering your company’s context and culture, and getting the ball rolling. > Experimenting Creating a safe environment to experiment with different Agile approaches, and bolstering company culture within that environment. > Conclusion Wrapping up the evening’s discussion with Q&A. OUR SPEAKER The evening will be led by Vitor Queiroz. An Agile Coach with 14 years of experience, Vitor has worked in a myriad of environments, using agile methods and techniques to make individuals, teams, and companies more effective and efficient. With a strong digital transformation and technical background, he has the capacity to identify gaps in value delivery, using a pragmatic approach and system thinking. His experience is based on projects developed in Brazil, the US, and Europe. AUDIENCE > Agile Coaches, Scrum Masters > Project Managers > CTO, CIO, IT Directors, and Head of IT > Agile team members who are starting their Agile Transformation.

2. Who am I?
● Agile Coach
● Software Developer (on the road for
almost 15 years)
● 11 of those years dealing with this Agile
thing
● I have some scars from previous Agile
transformations

3. 1. CONTEXT
Stages of transformation, why did we get here, and business agility
2. THE 7 DEADLY SINS OF AGILE TRANSFORMATIONS
And how to avoid them
3. RECAP
4. Q&A
TONIGHT’S AGENDA

4. 1 CONTEXT

5. AGILE TRANSFORMATION
What about you? Which stage are you in?

6. Imagine Highway to
Hell
Stairway to
Heaven
John
Lennon
AC/DC
Led
Zeppelin
AGILE TRANSFORMATION STAGES

7. Let's talk about the
"Highway to Hell" stage
tonight.
Have fun!

8. Most of the models show you the final
picture, but have no clue about the
journey to get there

9. The journey
No agility
??? Agile Org

10. The journey
No agility Where the hell happens Agile Org

11. How did we get here?

12. Companies need business agility

13. Agile transformation
It's not about changing
one team.
It's about changing the
whole system.

14. 2 THE 7 DEADLY SINS

15. First sin:
Imposing a culture

16. Companies are complex systems
They
wanna be
Agile
No
agility

17. Systems have a behaviour
They
wanna be
Agile
No
agility
Behaviour Purpose

18. Companies have a culture
They
wanna be
Agile
No
agility
No
agility
Culture Business
agility

19. You don't change a culture by
telling people to do it.
You change the nature of the
interactions, and then the
culture grows in the gaps.

20. Second sin:
Not clarifying
context

21. Agile!Agile!
Agile!
Sponsors Agilist
Culture
People
Value
delivery

22. Strategy
Requirements Development Tests Production
Requirements Development Tests Production
Requirements Development Tests Production
Agile!

23. Strategy
Product development Production
Product development Production
Product development Production
Agile!
H
ell state!!!

24. Agile!Agile!
Agile!
Sponsors Agilist
Culture
People
Value
delivery
Culture
People
Value
delivery

25. Align the basic
expectations and request
sponsorship

26. Third sin:
Being the smart
outsider

27. Strategy
Req Dev Tests Production
Req Dev Tests Production
Req Dev Tests Production
New
rules
New
rules
New
rules
New
rules

28. Strategy
Req Dev Tests Production
Req Dev Tests Production
Req Dev Tests Production
New
rules
New
rules
New
rules
New
rules
H
ell state!!!

29. To change something at
its core, you need to
understand how it works
first.

30. Discovering
Agile is not
about
process
Agile is about people
No
agility
And their
interactions

31. Discovering - Understand your audience
Who is
involved? Create a stakeholder map
No
agility
To deal with
different
stakeholders

32. Discovering - Start with the end
Extract the
desired
outcomes
Work with people to
understand the obstacles
No
agility
Explore team
engagement

33. Discovering - Then come back to the present
With the
obstacles in
mind
Draw the value streams
No
agility
Start to plan
the
improvements

34. Explore the the current
context and obstacles to
create rapport

35. Fourth sin:
Being revolutionary

36. Experimenting - the value stream
Strategy
Requirements Development Tests Production
Requirements Development Tests Production
Requirements Development Tests Production

37. Experimenting - Revolution
Tactical
Product development Production
Product development Production
Product development Production

38. Complex systems are
resistant to change.

39. Experimenting
Tactical
Product development
Production
Product development
Production
Product development
Production
H
ell state!!!

40. If you hit the system hard,
it will hit you back…
HARDER!

41. Instead of being
revolutionary, be
evolutionary.

42. Experimenting - value streams
Functional Functional Functional Functional Functional
Requirements Development Tests Production
Requirements Development Tests Production
Requirements Development Tests Production
Strategy

43. Experimenting - create a bubble
Functional Functional Functional Functional Functional
Requirements Development Tests Production
Strategy

44. Experimenting - create a bubble
Functional
Functional Functional Functional Functional
Req Dev Tests Prod
Strategy

45. Experimenting - create a bubble
Functional
Functional Functional
Req Product Prod
Strategy

46. Experimenting - create a bubble
Functional
Functional
Product Prod
Strategy

47. Experimenting - create a bubble
Functional
ProductStrategy

48. Experimenting - pulled change system
Product
Change
Change
Change
Change
Marketing
Accounting
HR Legal
Value Delivery
Change
Other teams

49. The changes must
happen only by the time
the real needs arise.

50. Fifth sin:
Everyone following the
same formula

51. Experimenting - emergent patterns

52. Experimenting - emergent patternsExperimenting - emergent patterns

53. Experimenting - emergent patterns
H
ell state!!!

54. Experimenting - emergent patterns

55. Don't aim for machines,
aim for living organisms.

56. Sixth sin:
Not using data

57. Experimenting - measure-try-measure
Product

58. Don’t use vanity metrics.
Use effective metrics

59. Seventh sin:
Not considering the
upstream

60. Upstream Downstream
EfficiencyEffectiveness
Effectiveness and Efficiency
Product/
Service

61. Upstream
Before
Business strategy
Downstream
Low efficiency = years
N
o
business
agility

62. Upstream
Now
Business strategy
Delivery
High efficiency = weeks/months
Delivery Delivery Delivery
N
o
business
agility

63. Upstream
Now
Delivery
High efficiency = weeks/months
Delivery Delivery Delivery
High effectiveness = adaptability
Ideas/
Products/
Services
Ideas/
Products/
Services
Ideas/
Products/
Services

64. Focus not only on high
efficiency but also on
high effectiveness on the
strategy level

65. 3 RECAP

66. Instead of
Imposing a culture
Change the nature of
the interactions, and
then the culture will
grow in the gaps

67. Instead of
Not clarifying context
Align the basic
knowledge and request
sponsorship

68. Instead of
Being the smart
outsider
Explore the the current
context and obstacles
to create rapport

69. Instead of
Everyone following
the same formula
Share what makes
sense, but leave space
for customization

70. Instead of
Not using data
Use effective metrics to
drive improvements

71. Instead of
Not considering the
upstream
Focus not only on high
efficiency but also on
high effectiveness on
the strategy level

72. THANK YOU
Any questions? Feel free to ask!