You will get an introduction to: -The significant potential economic benefits of Enterprise Agility - How to coordinate multiple Agile teams within a larger program - Organizational, process and mindset changes needed to support Agile - The role of leadership in implementing Enterprise Agility - Specific principles and practices for applying Agile to the Enterprise Original copy at https://www.synerzip.com/webinar/webinar-introduction-to-enterprise-agility-june-2013/

1. © 2013 Eliassen Group. All Rights Reserved -1-
Enterprise Agility

2. © 2013 Eliassen Group. All Rights Reserved -2-
Damon Poole
• Chief Agilist, Eliassen Group’s Agile Practice
– Coaching: Transformation and Tune-ups
– Training
• 20 years of process change: small co-located teams to
multi-hundred team global enterprises
• Founder and past CTO and CEO of AccuRev
• Creator of multiple Jolt-award winning products
• Past President of Agile New England
• Author of “DIY Agile Kickstart”
• Consulted with Ford IT, Orbitz, Fidelity, Capital One,
ING Direct, and many others
• Taught Agile techniques to thousands of people
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3. © 2013 Eliassen Group. All Rights Reserved -3-
The Financial Incentive for Enterprise Agility
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4. © 2013 Eliassen Group. All Rights Reserved -4-
Reducing Cycle Time
2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18
months
$0 $300K $600K $900K
Project A – Old Cycle Time
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5. © 2013 Eliassen Group. All Rights Reserved -5-
Example: receive $300K 3 months early
2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18
months
$0 $300K
Project A
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6. © 2013 Eliassen Group. All Rights Reserved -6-
Translating MVP to Business Benefits
2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18
months
$0 $300K $600K $900K
MVP 2 ?MVP 1 Project A
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7. © 2013 Eliassen Group. All Rights Reserved -7-
Example: receive $450K early
2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18
months
$0 $150K $450K
MVP 2
MVP 1
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8. © 2013 Eliassen Group. All Rights Reserved -8-
The Cost of Multi-Tasking
2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18
months
Project C
Project B
Project A
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9. © 2013 Eliassen Group. All Rights Reserved -9-
Example: receive $1.8M early
2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18
months
Project B
Project A
$0 $300K $600K
Project C
$1.2M $1.8M
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10. © 2013 Eliassen Group. All Rights Reserved -10-
The Problems
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11. © 2013 Eliassen Group. All Rights Reserved -11-
What Defines Air Travel
• Benefit: getting from here to there quickly
• Plane
– Aerodynamic body
– Control surfaces
– More lift than weight
– Landing gear
• Trained pilot (s)
• At least two runways
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12. © 2013 Eliassen Group. All Rights Reserved -12-
Scrum
Stand-up Stand-up Stand-up Stand-up
Stand-up Stand-up Stand-up
Iteration
Planning
Iteration
Review &
Retro
Stand-up
Stand-up Stand-up Stand-up Stand-up
Stand-up Stand-up Stand-up
Iteration
Planning
Iteration
Review &
Retro
Stand-up
Stand-up Stand-up Stand-up Stand-up
Iteration
1
Iteration
Planning
Deliverable
Delivered!
Iteration
2
Iteration
3
10987654321 10987654321
5
10
15
20
Points
Days
Travellerwants
toseetheir
upcomingtrips
Travellerwants
toseetheir
upcomingtrips
2
Tom
Travellerwants
toseetheir
upcomingtrips
Travellerwants
toseetheir
upcomingtrips
2
Tom
Adminwantsa
reportofsite-
wideactivity
Adminwantsa
reportofsite-
wideactivity
5
Bob
Adminwantsa
reportofsite-
wideactivity
Adminwantsa
reportofsite-
wideactivity
5
Bob
Travellerwants
toedita
booking
Travellerwants
toedita
booking
3
Tom
Travellerwants
toedita
booking
Travellerwants
toedita
booking
3
Tom
Travellerwants
todeletea
booking
Travellerwants
todeletea
booking
1
Sue
Travellerwants
todeletea
booking
Travellerwants
todeletea
booking
1
Sue
Travellerwants
tocopya
booking
Travellerwants
tocopya
booking
2
Bob
Travellerwants
tocopya
booking
Travellerwants
tocopya
booking
2
Bob
Travellerwants
toentera
booking
Travellerwants
toentera
booking
5
Bob
Travellerwants
toentera
booking
Travellerwants
toentera
booking
5
Bob
Travellerwants
tolinkto
cancela
booking
Travellerwants
tolinkto
cancela
booking
2 Travellerwants
tolinkto
cancela
booking
Travellerwants
tolinkto
cancela
booking
2
Travellerwants
tomovea
booking
Travellerwants
tomovea
booking
2
Bob
Travellerwants
tomovea
booking
Travellerwants
tomovea
booking
2
Bob
TEAM
BACKLOG
SCRUM
MASTER
PRODUCT
OWNER
PROGRESS
TRACKING
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13. © 2013 Eliassen Group. All Rights Reserved -13-
“Water-Scrum-Fall”
Requirements
& Estimation
Design
Planning
Testing
User
Acceptance
Trad Prj Mgmt
Agile Teams
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Traditional Support
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Traditional Support
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Potential Solutions
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Approaches for Creating an Agile Ecosystem
SAFe Enterprise Agility
Others
• Larman/Bodde Scaling Frameworks: FW-1 & FW-2
• Enterprise Scrum
• Roll your own (default approach)
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18. © 2013 Eliassen Group. All Rights Reserved -18-
Enterprise Agility Overview
AGILE OFFICE
I3I2I1
LOB
CUSTOMERS
ESCALATION
ARCHITECTURE RELEASE TEAM / OPS
EPICSLOB
BUSINESS
LEADERS
DELIVERY
BASED
METRICS
PORTFOLIOOFPROGRAMS
CAPACITYBASEDINVESTMENT
1-CLICK
DEPLOY
AGILE
PROJECT
MGMT
AGILE SCM
CYCLE TIME
DELIVERY
BASED
MANAGEMENT
FUNDING
DECISIONS
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19. © 2013 Eliassen Group. All Rights Reserved -19-
Organizational Enablement of Agile
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Traditional SupportAgile Support
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Top Ten Headwinds and Tailwinds
Area Traditional Agile
Organizational structure Function & project Product, team, & delivery
Funding Full scope Incremental
Compensation Individual based Includes consideration of team,
and delivery
Metrics Functional, plan
based
Team, business value delivery
Tools and technology Traditional Agile-oriented
Impediments Rarely raised Focus on raising & addressing
Management of Teams Function based Delivery based
Business & IT interaction Big handoffs Daily interaction
Teams Large, functional,
project-based,
transient, & dynamic
Small, cross-functional,
product-based, long standing &
static
Agile Skillset Low High
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22. © 2013 Eliassen Group. All Rights Reserved -22-
An Example of Organizational Enablement
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23. © 2013 Eliassen Group. All Rights Reserved -23-
Funding Decisions
• Investment community meets regularly
• For each funding source
– Each existing team has estimations going out for
the next 1-2 MVPs
– Set priorities at the MVP level to decide next set
of MVPs for teams
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24. © 2013 Eliassen Group. All Rights Reserved -24-
Examples of Team Level Enablement
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Team Level
• Each team chooses 1 or more of the following:
– Scrum, Kanban, XP
• If there is more than one Scrum or XP team:
– Teams pick iteration length of 1, 2, or 4 weeks
• There is a product owner for each team
• Apply Lean
– Implement one-piece flow
– Use a card wall: physical or electronic
– Use WIP limits on a per-team basis
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26. © 2013 Eliassen Group. All Rights Reserved -26-
Team Level
• Implement TDD
• Use automated testing for all new work
• Get incredible at writing small user stories
– I.N.V.E.S.T.
– Vertical slices
– Story splitting
– Acceptance criteria
– Definition of ready and done
– Well defined Who, What, and Why.
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27. © 2013 Eliassen Group. All Rights Reserved -27-
“One Piece Flow”
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
#define a b
/*
* This is great code.
*/
bool doStuff ( ) {
index++;
}
Done! Done! Done!
Done!
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28. © 2013 Eliassen Group. All Rights Reserved -28-
Examples of Cross-Team Enablement
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Reviews & Retros Structure
Daily Weekly
On a regular
cadence
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30. © 2013 Eliassen Group. All Rights Reserved -30-
The Enterprise Agility Maturity Matrix
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31. © 2013 Eliassen Group. All Rights Reserved -31-
Agile Maturity Indicators
Stable
Accelerates adoption
Slows
Adoption
Impeded (0) Transition (1) Sustainable (2) Agile (3) Ideal (4)
Metrics Metrics are all
function based
Delivery based
metrics are
being tried,
planned, or
discussed
50%+ of metrics
are delivery
based. Old
metrics are still
being tracked and
used
50%+ of metrics
are delivery
based and old
metrics are no
longer being
tracked or used
Metrics are
primarily delivery
based
Progress
tracking
Not
implemented
and/or doesn’t
influence
behavior
Progress is
tracked using
burnup,
burndown, CFD
or similar
method and
sometimes
influences
behavior
Progress is
tracked and
frequently
influences the
behavior of the
team
Progress
information
usually
influences the
behavior of the
team
The team
proactively uses
progress
information to
head off
potential
problems
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32. © 2013 Eliassen Group. All Rights Reserved -32-
The Path to Agility – Starting Point
Team Dynamics
Product
Engineering Practices
Process Mechanics
Team Structure
Per Team
44 Indicators Organizational
Support
0 1 2 3 4
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33. © 2013 Eliassen Group. All Rights Reserved -33-
The Path to Agility – Example Goal
Team Dynamics
Product
Engineering Practices
Process Mechanics
Team Structure
Organizational
Support
Per Team
44 Indicators
0 1 2 3 4
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34. © 2013 Eliassen Group. All Rights Reserved -34-
The Enterprise Agility Transformation Approach
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35. © 2013 Eliassen Group. All Rights Reserved -35-
Agile Principles Applied to Transformation
• Run the transformation as an Agile project
• The Simplest Thing That Could Possibly Work
• Measure every construct/practice against the
Agile Manifesto
• Incremental “architecture”
– Evolve the organization towards Enterprise Agile
rather than create a big up front plan
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36. © 2013 Eliassen Group. All Rights Reserved -36-
Kotter Change Model for Agile
Sense of Urgency
Agile Transformation Vision
Empowerment
• Remove obstacles
• Change the system
• Support learning (“failing fast”)
Plan for ongoing wins
“The way we do things around here”
Guiding
Coalition
ConstantCommunication
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37. © 2013 Eliassen Group. All Rights Reserved -37-
Enterprise Agility Summary
• Agile Maturity Matrix Tool
• Enterprise Agility Model
• Enterprise Agility Guide
– Transformation approach
– Organization level practices
– Organization level changes
– Cross-team practices
– Team level practices
www.synerzip.com

38. © 2013 Eliassen Group. All Rights Reserved -38-
CYCLE TIME 1-CLICK
DEPLOY
Enterprise Agility Model
AGILE OFFICE
I3I2I1
LOB
CUSTOMERS
ESCALATION
ARCHITECTURE
EPICSLOB
BUSINESS
LEADERS
DELIVERY
BASED
METRICS
PORTFOLIOOFPROGRAMS
CAPACITYBASEDINVESTMENT
AGILE
PROJECT
MGMT
AGILE SCM
RELEASE TEAM / OPS
DELIVERY
BASED
MANAGEMENT
FUNDING
DECISIONS
www.synerzip.com

39. © 2013 Eliassen Group. All Rights Reserved -39-
Synerzip in a Nut-shell
1. Software product development partner for small/mid-sized
technology companies
• Exclusive focus on small/mid-sized technology companies, typically venture-
backed companies in growth phase
• By definition, all Synerzip work is the IP of its respective clients
• Deep experience in full SDLC – design, dev, QA/testing, deployment
2. Dedicated team of high caliber software professionals for each
client
• Seamlessly extends client’s local team, offering full transparency
• Stable teams with very low turn-over
• NOT just “staff augmentation”, but provide full mgmt support
3. Actually reduces risk of development/delivery
• Experienced team - uses appropriate level of engineering discipline
• Practices Agile development – responsive, yet disciplined
4. Reduces cost – dual-shore team, 50% cost advantage
5. Offers long term flexibility – allows (facilitates) taking offshore
team captive – aka “BOT” option
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Our Clients
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Questions?
www.synerzip.com
Hemant Elhence
hemant@synerzip.com
(469) 374-0500