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Disciplined Agile IT Governance: Motivate and Enable over Command and Control

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Lean IT Governance is the leadership, organizational structures and streamlined processes to enable IT to work as a partner in sustaining and extending the organization’s ability to produce meaningful value for its customers. In this webinar Scott Ambler will address the following issues:

What is IT Governance? Why Lean IT Governance? What is the Lean Governance mindset? Why do traditional governance strategies fail? How do you govern agile and lean delivery teams successfully?How do you govern the rest of IT in an effective manner? How does Lean IT Governance fit into your overall corporate governance strategy?

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Disciplined Agile IT Governance: Motivate and Enable over Command and Control

  1. 1. © Disciplined Agile Consortium 1 Disciplined Agile IT Governance Motivate and Enable Over Command and Control
  2. 2. Agenda •  What is Lean IT Governance? •  Why Lean IT Governance? •  What is the Lean Governance mindset? •  How does Lean IT Governance fit into your overall corporate governance strategy? •  Why do traditional governance strategies fail? •  How do you govern agile and lean delivery teams successfully? •  How do you govern the rest of IT in an effective manner? •  Towards agile metrics © Disciplined Agile Consortium 2
  3. 3. Some Bold Claims Regarding Governance Claim #1: Agile teams are being governed today Claim #2: In many organizations the governance strategy is badly misaligned with agile Claim #3: You deserve to be governed effectively Claim #4: When you provide a coherent governance strategy to senior management you are much more likely to be governed effectively © Disciplined Agile Consortium 3
  4. 4. © Disciplined Agile Consortium 4
  5. 5. Defining Lean IT Governance Disciplined Agile Consortium: Lean IT Governance is the leadership, organizational structures and streamlined processes to enable IT to work as a partner in sustaining and extending the organization’s ability to produce meaningful value for its customers © Disciplined Agile Consortium 5 IT Governance Institute: IT Governance is the leadership, organizational structures and processes to ensure that the organization’s IT sustains and extends the organization’s strategies and objectives. Gartner: IT governance (ITG) is defined as the processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals. IT demand governance (ITDG) is the process by which organizations ensure the effective evaluation, selection, prioritization, and funding of competing IT investments; oversee their implementation; and extract (measurable) business benefits. ITDG is a business investment decision-making and oversight process, and it is a business management responsibility. IT supply- side governance (ITSG) is concerned with ensuring that the IT organization operates in an effective, efficient and compliant fashion, and it is primarily a CIO responsibility.
  6. 6. Governance Addresses a Range of Issues •  Team roles and responsibilities •  Individual roles and responsibilities •  Decision rights and decision making process •  Governing body •  Exceptions and escalation processes •  Knowledge sharing processes •  Metrics strategy •  Risk mitigation •  Reward structure •  Status reporting •  Audit processes •  Policies, standards, and guidelines •  Artifacts and their lifecycles 6 © Disciplined Agile Consortium
  7. 7. Does Your Organization Have a Governance Strategy in Place? Yes - Formally Defined, 48% Yes - At Informal Level, 30% No, 19% Don't Know, 3% © Disciplined Agile Consortium Source: 2017 Agile Governance Survey 7
  8. 8. © Disciplined Agile Consortium 8
  9. 9. Why is Governance Important? •  Sustain and extend your IT strategies and objectives, which in turn should reflect your corporate strategies and objectives •  Determine how the organization will execute its strategy by selecting and prioritizing the most valuable initiatives to undertake •  Empower teams to carry out their work •  Help to ensure that teams: –  Regularly and consistently create real business value –  Provide appropriate return on investment (ROI) –  Deliver consumable solutions in a timely and relevant manner –  Work effectively with their stakeholders –  Work effectively with their colleagues –  Adopt appropriate processes and organizational structures –  Present accurate and timely information to stakeholders –  Mitigate risks 9 © Disciplined Agile Consortium
  10. 10. We’re In a Different Environment The farther to the right an organization, the greater the chance they’re focused on governance © Disciplined Agile Consortium 10 Moore’s Adoption Curve
  11. 11. The Lean Governance Mindset •  Lead by example •  Be a servant leader •  Motivate people to do the “right thing” •  Enable people (make it as easy as possible) to do the “right thing” •  Communicate clearly, honestly, and in a timely manner •  Streamline collaboration •  Transparency enables effective governance •  Trust but verify •  Mitigate risks, don’t just review artifacts •  Learn continuously •  Consider the short and long term •  Be a great host © Disciplined Agile Consortium 11
  12. 12. How does Lean IT Governance Fit In? © Disciplined Agile Consortium 12
  13. 13. The Scope of Governance © Disciplined Agile Consortium 13 Corporate Information Technology (IT) Delivery/ Development Data IT Finance Security Infrastructure and more… A you governing a solution delivery team? Are you governing all of IT? Are you governing your entire organization?
  14. 14. Governing IT © Disciplined Agile Consortium 14
  15. 15. Can We Govern Agile Teams in a Traditional Manner? © Disciplined Agile Consortium 15
  16. 16. Comparing Agile and Traditional Approaches to Governing of Agile Teams (Scale: -10 to +10) -4.7 -6.2 -1.7 -2.6 -4.1 -2.1 4.5 1.2 2.8 3.9 4.3 3.4 © Disciplined Agile Consortium Decreases Morale Reduces Quality Wastes IT Investment Decreases Productivity LightweightHeavyweight Improves Productivity Increases Quality Promotes Wise IT Investment Improves Morale AgileTraditional Focused on Business Value Not focused on Business Value Source: 2017 Agile Governance Survey http://Ambysoft.com/surveys/ 16
  17. 17. Why Traditional Governance Strategies Won’t Work For Agile Delivery Teams 17 © Disciplined Agile Consortium Traditional assumptions that conflict with agile: –  You can judge team progress from generation of artifacts –  Delivery teams should work in a serial manner –  You want teams to follow a common, repeatable process –  Projects should be driven by senior IT management
  18. 18. Would You Know if Your Teams Were “Faking” Governance Artifacts? © Disciplined Agile Consortium
  19. 19. Governing Disciplined Agile Teams © Disciplined Agile Consortium
  20. 20. DAD Milestones Milestone Fundamental Question Asked Stakeholder vision Do stakeholders agree with your strategy? Proven architecture Can you actually build this? Continued viability Does the effort still make sense? Sufficient functionality Does it make sense to release the current solution? Production ready Will the solution work in production? Delighted stakeholders Are stakeholders happy with the deployed solution? 20 © Disciplined Agile Consortium
  21. 21. “Standard” Agile Practices that Support Governance •  Coordination meetings •  Iteration demonstrations •  All-hands demonstrations •  Retrospective •  Information radiators •  Active stakeholder participation •  The role of Product Owner 21 © Disciplined Agile Consortium
  22. 22. Disciplined Agile Practices that Support Governance •  Risk-value lifecycle •  Explicit light-weight milestones •  Enterprise awareness –  Follow enterprise development guidelines –  Work closely with enterprise professionals –  Follow roadmaps •  Development intelligence via automated dashboards •  IT intelligence via automated dashboards 22 © Disciplined Agile Consortium
  23. 23. Strategic Scaling: The Agile IT Department © Disciplined Agile Consortium 23
  24. 24. IT Governance 24 You need to look at IT Governance is a holistic manner for it to be effective. Governance is built right into the Disciplined Agile 2.0 process blades © Disciplined Agile Consortium
  25. 25. Towards Agile Metrics © Disciplined Agile Consortium 25
  26. 26. Some Principles for Agile Metrics © Disciplined Agile Consortium 26 Automate wherever possible Trust but verify The primary use of agile metrics is for the team to self organize Context counts – Each team will have a unique set of metrics Don’t manage to the metrics You can still “roll up” metrics even without a standard Stay tuned for our Disciplined Agile Metrics webinar in March 2017…
  27. 27. © Disciplined Agile Consortium 27
  28. 28. Principles of Agile Governance Collaboration over conformance Enablement over inspection Continuous monitoring over quality gates Transparency over management reporting © Disciplined Agile Consortium 28
  29. 29. © Disciplined Agile Consortium 29
  30. 30. Got Discipline? DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com © Disciplined Agile Consortium 30
  31. 31. Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. © Disciplined Agile Consortium 31
  32. 32. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are an IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is ScottAmbler.com We can help © Disciplined Agile Consortium

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