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gx-about-deloitte-agile-deloitte-agile-transformation-approach.pdf
1.
Agile transformation approach
2.
Copyright © 2017
Deloitte Development LLC. All rights reserved. 2 Building blocks of an agile transformation Initiating an enterprise-level transformation requires a holistic approach Agile transformation program Operating model and alignment Architecture and DevOps Organization design Training Coaching Team process and practices A future operating model that can help drive alignment across the enterprise through: End-to-end business and IT interaction modelling Need-based scaling for portfolio layer and release trains Business case development and executive alignment roadshows A technical foundation that can help support the change through: Productized architecture aligned to business capabilities Automated and continuous delivery pipeline Dev and Ops integration A flattened organizational structure that can help increase speed through: Empowered business roles, such as product owners Smaller, more nimble IT team structures New talent models focused on building the breadth and fungibility of contributors A focus on building the maturity and continuous improvement mindset of teams through: Embedded, hands-on agile coaches Impediment identification and rerouting to transformation leadership “Coach the coach” model that accelerates the self-sufficiency of adoption Consistent education and communication of the new operating model to staff through: Contextualized and real-world training programs Immersive and simulation- based components Just-in-time approaches to deepen learning Methodological guardrails that can help teams move fast but also safely through: Just-enough software development life cycle process for scrum/Kanban adoption Agile tooling standards Need-based agile and engineering practice adoption Enterprise agility “Business agility” “Process training” Team agility
3.
Copyright © 2017
Deloitte Development LLC. All rights reserved. 3 Investing in a new set of capabilities To be effective, new capabilities are needed across business and IT, with impacts on supporting areas Backlog management Sprints Velocity forecasting Team governance Continuous integration and test automation Continuous delivery DevOps management Launch and release train management MVP design Release planning Solution architecture Infrastructure and operations planning Production support Servicing Technical debt management Portfolio planning Value and cost of delay metrics Portfolio management Financial management Value stream management Continuous improvement Marketing Governance and controls Business development Product strategy Enterprise architecture Business op readiness Analytics Portfolio Program Team Support Areas Business agility Scaled agility Basic agility
4.
Copyright © 2017
Deloitte Development LLC. All rights reserved. 4 Key team and enterprise-level changes Transforming from a traditional organization requires significant changes that we can help you navigate and persevere Project teams and functional resource management Fixed, cross-functional product teams Traditional delivery organizations typically operate on a functional model, while team agility requires building static cross-functional teams Capacity based funding by product Central to agile is shifting from traditional project-based funding to team-based funding so that costs can be fixed and time and scope can vary A formal product owner organization Changing the business organization and talent is critical to achieve business agility and requires investment in formal product owner roles and reskilling Funding and strategic planning Business engagement, job families, and talent Agility across support functions Enterprise agility requires not just changes to core delivery roles, but also to how supporting functions, such as marketing, servicing, and others interact with agile teams Supporting functions outside of core delivery Increased empowerment and self-organization Leadership and management is the foundation for a sustainable agile transformation; changes to how leaders and managers are evaluated and behave are critical Leadership and people management Today Tomorrow – Agile organization Key shifts required that affect traditional operating models
5.
Copyright © 2017
Deloitte Development LLC. All rights reserved. 5 Our enterprise agile transformation playbook Deloitte has an established transformation approach that uses agile to help organizations become agile Pilot Refine Adopt Scale Define base operating model and road map Assess architecture and DevOps capability Componentization and DevOps strategy Refactor architecture and stand-up DevOps Integrate and extend across the enterprise Define training and coaching program Transition portfolio, programs, and teams by waves Setup agile tooling Define agile tooling stack Stand-up tooling enablement team Establish enterprise wide agile COE Establish agile vision and success criteria Define core agile SDLC method for pilots Coach pilot groups Refine and extend Define agile change and ops team Apply and refine agile SDLC method Stand-up organization and team structures Stand-up agile change and ops team Execute training program (executive, management, PO, scrum master, RTE, team) Train the pilot groups Refine SDLC method Stand-up tooling enablement team Mature architecture and DevOps Operating model, alignment and organization design Architecture and DevOps Team process and practices Training and coaching Work streams Structured enterprise agile transformation playbook Lean change: An agile approach to change
6.
Copyright © 2017
Deloitte Development LLC. All rights reserved. 6 Getting started? Contact us for more information Jeffery Mischka Principal | Deloitte Consulting LLP jmischka@deloitte.com Alexis Hui Senior Manager | Deloitte Consulting LLP alehui@deloitte.com Jared VandeWeghe Manager | Deloitte Consulting LLP javandeweghe@deloitte.com
7.
As used in
this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright © 2017 Deloitte Development LLC. All rights reserved.
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