More Related Content Similar to The Five Facets of an Agile Organization (20) The Five Facets of an Agile Organization1.
AT1
Session
6/6/2013 10:15 AM
"The Five Facets of an Agile
Organization:
Holistic Change for the Serious"
Presented by:
George Schlitz
BigVisible Solutions
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
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2. George Schlitz
BigVisible Solutions
Co-founder of BigVisible Solutions, George Schlitz is an experienced change agent. Initially
introducing agile and lean to large companies and recognizing the benefits of change, George
has shifted his passion to coaching organizations through difficult changes by applying systems
thinking, agile, lean, and the theory of constraints. By bringing an awareness of complexity to
leaders and teams, he believes that large-scale change is not only achievable but should be
part of our every day. BigVisible Solutions is the largest coaching company focused on
organizational transformation via introduction of new paradigms such as agile and lean. George
is a Certified Scrum Coach and a Project Management Professional.
3. Five Facets of the Agile Organization:
Holistic Change for the Serious
George Schlitz
Founder, Principal Consultant
Copyright © 2013 BigVisible Solutions
Our (Somewhat-Aggressive) Goals
1. Appreciate that agile transition is by its very
nature, a holistic endeavor
2. Have a simple model to help you assess the
level of agility across your organization
3. Understand the role of leadership as
orienting shared vision and designing
p grow your capacity for
y
p
y
environments to help g
agility
4. Bring a simple change strategy approach
back to your organizations
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2
4. But first…
The Tale of
Jorj the Pig!
(based on a true story)
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It’s the oldest story in the book
Copyright © 2013 BigVisible Solutions
5. [disclaimer]
The characters and events in this
story are based on true events
though the names have been
changed to protect the innocent.
Any similarities to persons living or
dead is purely intentional
Copyright © 2013 BigVisible Solutions
This is Jorj
(he’s a pig)
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6. This is Jorj
CSM
He is also a ScrumMaster
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Jorj is Happy
CSM
He’s got a great team
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7. Jorj is Happy
CSM
He’s got beautiful burndowns
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Jorj is Happy
CSM
The team is delivering value
every sprint
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8. Jorj is Happy
CSM
The chickens are happy too
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The Product is Successfully Released
CSM
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10. This is Jorg
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but why? what happened?
To be continued…
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11. Most Agile adoptions focus on
the delivery capacity of teams or
aggregates of teams.
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17
Performance
A Common Pattern of Agile Teams Over
Time...
Time
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18
12. Performance
A Common Pattern of Agile Teams Over
Time...
Time
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19
Performance
A Common Pattern of Agile Teams Over
Time...
Time
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20
14. Managers that
haven’t changed
to enable selforganization still
attempt to control
and coordinate
d
di t
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23
Decades of:
“How we’ve always done it”
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15. The CrAgilist
(crappy + agilist)
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Performance
In other words, your teams have hit an
institutional ceiling.
Institutional Ceiling
Time
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26
16. Merely trying to resolve these
challenges tactically is not
sustainable.
There are simply too many
holes to plug
plug.
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27
In the end, we need to think
about agility holistically.
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28
17. This will require two things:
1. A fuller, multi-perspective
view of your organization
2. A shift in how how you
manage and lead
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29
We need…Part I
First, a fuller, multi-perspective view of your
,
,
p p
y
organization….
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30
18. Organization: A Multi-Perspective View
•
•
•
•
•
Leadership and management styles and beliefs
about what constitutes effective leadership and
management
Orienting Vision & Environment Design
Structures, processes and systems by which work
gets done and is organized
Continuous Improvement
Collective beliefs, perspectives and habits by
which people make sense of things
•
•
•
Product Management & Strategy
Lean, continuous planning (portfolio->program)
Innovation – Lean Startup, Business Model Gen.
•
•
•
•
Product Development & Delivery
Kanban & Lean
Scrum
Multiple Team/Programs and Scaling (e g SAFe)
(e.g.
•
•
•
Skills, practices for individuals and teams
Automated Testing, TDD, CI
Stories
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31
Perfo
ormance
A Multi-Perspective View Can Help Leaders
Iteratively Raise Organizational Capability
Broader Organization Capability
Time
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32
19. 1. Execution: Tales of Woe
“From Start-Up to Mid-Sized:
Failing by S
F ili
b Success”
”
Pattern: “Low Hanging Fruit”
(I
(Ignoring T h i l
i
Technical
Debt/Tough Problems)
33
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We’re Growing!
1. The company
experiences
more demand for its
products
2. The company decides to
develop more product in
response to demand.
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34
20. Technical Debt Pain is Felt Later
4. These problems decrease the
ability to develop more stuff,
after some time/delay
3 Developing more stuff
3.
without greater development
capabilities results in problems
over time – defects, poor
design, etc.
35
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Results Are Delayed…
5- The solution to this is to be more aware of
the need for capacity and capability, and
to take action to ensure that we are always
improving capacity and capability as
needed.
needed
6- Investment in capacity and capability
decreases the negative effects
described earlier, preventing the
decrease in ability to do more stuff. This
effect takes place after some
time/delay, however.
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21. 1. Execution: Tactics of Hope
Expose “Growth and
Underinvestment” in your
Organization
Ensure Change Strategy
Includes Systemic
Improvements
as well as Quick Wins
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2. Delivery: Tale of Woe
“Great Idea…Now Let us Get
Back to W k”
B k t Work”
P tt
Pattern: “O l iin M B k
“Only My Back
Yard” (Improving Locally)
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38
22. PMO/PPM
- making decisions based
on old assumptions
- on time/budget
- % complete
- green/yellow/red
- productivity
- unable to move budget
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Traditional
Dev and QA
Test Plan
Test Cases
QA
Requirement
Design
Development
•Two paths converge at the
end of the lifecycle
Why the high defect count?
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23. QA the Agile Way
Requirements Elaboration
Test Cases
Story
Design
Acceptance
Development
Validate
•Single Process Flow
• Not serialized – activities happen in parallel, continuously
• Do not need to finish one activity before beginning another
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2. Delivery: Tactics of Hope
Establish Holistic Goals:
• Outcome-based Measures
versus Activity-based
Measures
• Business Model Linkage
Lean/Agile Delivery and
Scaled Lean/Agile Delivery
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42
24. 3. Product: Tales of Woe
“Project Success, Product Failure”
“Hyper Productivity”
“The Least Productive Project
Success”
Pattern: “Activity Versus
i i
Outcome” (Valuing/Measuring
Actions not Outcomes)
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43
Product Strategy - Are you steering your products to
achieve
business success…
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25. …or are you just taking orders?
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Continuous Planning –Lean/Agile
PPM
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26. Business Model Generation (and
Innovation)
Key Partners
Key Activities
Value Propositions
Key Resources
Relationships
Customers
Channels
Cost Structure
Revenue Streams
Iteration [1/y] by [–ABC--] on [2013/3/27]
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Product And Delivery
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27. 3. Product: Tactic of Hope
“The Viral (Biz Model) Canvas”
The Lean Portfolio & Program
Outcome based Measures
Outcome-based
versus Activity-based
Measures
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4. Organization: Tales of Woe
“Making Agile ‘Work for
Us’”
P tt
Pattern: N t Ch
Not Changing th
i
the
Rules (Keeping Structures
that No Longer are Needed)
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29. What were the limitations they were
based on?
And what are our new limitations?
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What does ‘Maturity’ Mean?
“A mature person is one who is
highly conscious of when it’s
g y
appropriate to follow rules and
when to break them.” Weinberg
A team is a group of peopleHow do we approach maturity?
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30. Enterprise Groups and Holistic Concerns
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HR…Career Development
How to we encourage the new
behaviors, and stop rewarding
p
g
the old?
What does career development
now look like?
Is HR a center of development, or
risk avoidance?
ik
id
?
Intrinsic versus extrinsic motivation
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32. Employee Reward Systems
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4. Organization: Tactics of Hope
ToC Change Questions
1. What limitation does the improvement diminish?
2. What rules existed to help us deal with this limitation
in the past?
3. Change these rules!
4. What new limitations do we have?
5. Make new rules!
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33. 5. Leadership: Tales of Woe
“Go Forth and Be Agile…as
Long as I Don’t Have To”
Don t
To
“Why won’t they ___?”
•
•
•
•
•
Be Transparent?
Self Organize?
Share Obstacles?
Want to Improve?
…?
Pattern: Leaders Not Leading
(Delegating all the Change)
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61
Leadership Misconceptions
“agile is about development/software/etc. only”
Ask for standards/”best practices” to make it seem
the same
“Agile as long as it doesn’t require me to change”
Copyright © 2013 BigVisible Solutions
34. We need…Part II
First, a fuller, multi‐perspective view of your
First a fuller multi perspective view of your
organization….
Second, a shift in how you lead and
manage
manage…
Copyright © 2013 BigVisible Solutions
# 3: Shifting The Paradigm…
From Leading
as DIRECTING
To Leading
as CATALYZING
Sources: Leadership Agility, Bill Joiner and Stephen Josephs; Action Inquiry, William Torbert et. al.
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35. A shift from seeing organizations as
complicated…
Complicated vs. Complex
Complicated
Complex
The relationship between cause and
effect can only be perceived in retrospect
(most organizational situations)
-> Catalytic, experimental methods work best
(allow the path forward to reveal itself)
-> Follow emergent practices:
1. Probe
2. Sense
3. Respond
- But watch for command/control, imposing
order
The relationship between cause
and effect requires analysis
and/or expert knowledge
(expert d
(
t domain)
i )
-> Follow good practices:
1. Sense
2. Analyze
3. Respond
- But watch for entrained thinking
(experts), analysis paralysis
-> So, welcome new thinking,
scenarios
David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007
Copyright © 2013 BigVisible Solutions
65
Complicated vs. Complex
… To seeing organizations as complex
Complicated
Complex
The relationship between cause and
effect can only be perceived in
retrospect (most organizational
situations)
it ti
)
-> Catalytic, experimental methods work
best (allow the path forward to
reveal itself)
-> Follow emergent practices:
1. Probe
2. Sense
3. Respond
- But watch for command/control,
imposing order
The relationship between cause
and effect requires analysis
and/or expert knowledge
(expert d
(
t domain)
i )
-> Follow good practices:
1. Sense
2. Analyze
3. Respond
- But watch for entrained thinking
(experts), analysis paralysis
-> So, welcome new thinking,
scenarios
David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007
Copyright © 2013 BigVisible Solutions
66
36. FROM
“We support selforganization. We
think we will be
better, faster,
cheaper because
of it. Please start
self organizing as of
y
today.
Thank you for your
support.”
Copyright © 2013 BigVisible Solutions
67
TO
“Together, we create
environments that
support healthy
emergence of
capabilities that are
congruent with the
growth of high
performing agile
f
i
il
teams.
Please join us.”
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37. What are the
implications for
leaders?
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What Do Agile Leaders Do?
Two Things
1. Orienting Shared Vision (For Where You Want to Go)
2. Designing Environments (To Help You Get There)
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38. Orienting People
Around Shared Vision
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Declaring the Vision
Leaders Who are more
Directive will Identify, Declare,
and even Champion their
vision!
Identify changes,
Declare vision,
Champion.
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71
39. Level of A
Alignment with Greater P
Purpose….
Committed
Wants it, will make it happen, creating/changing “laws”
Compliant
Sees benefits in general. Does what’s expected, bare
minimum
Noncompliant
Does not see benefits, does not do it
Source: “The Fifth Discipline” Senge
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When associates
are invited to
participate in the
creation of a
vision…
they come to
own that vision.
Identify changes,
Champion.
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73
40. Designing Environments
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Environment Design Addresses Three
Domains
Leadership
Styles
Organization
Structures
Organization
Culture
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41. A Simple
Example:
We Reflect On
and Improve
How we Work
through
Retrospectives
Photo provided under Creative Commons by Improve IT
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77
5. Leadership: Tactic of Hope
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42. Building our Strategy Map – Start with
our overall objective
Overall
Goal/Vision/Objectiv
e
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Building our Strategy Map – Start with our
overall objective
We are Awesome
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43. What are the capabilities we will need in
order to achieve our Objective?
Capability
p
y
Capability
We are Awesome
Capability
Capability
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What are the capabilities we will need in
order to achieve our Objective?
2. Deliver product
iteratively,
incrementally, and
quickly to customers
1. High Quality,
continuously
improving practices
of execution
5. Leadership that
catalyzes change
and designs
environments f
i
t for
success
We are Awesome
3. Innovative,
Adaptive product
strategy and
planning
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4. The organization
continuously evolves
to enable success.
44. Old- Identify only the minimum actions required
Shared Story Definition of Done across
teams
Shared Release Definition of Done
across groups
Automated Acceptance Criteria Testing
Dedicated Scrum Master without
conflicting responsibilities
Realistic Commitment
Dedicated Product Owner giving clear
direction
Team and PO make tradeoffs as learning
takes place. Release plan is updated.
Teams have a sustainable pace and are
continuously improving
Common understanding of Potentially
Shippable Product
Reach a sustainable pace
Enablement team formed
2. Deliver product iteratively,
incrementally, and quickly to
customers
Valuable and inclusive way to work with
distributed teams
Enablement team practices vision
orientation and environment design
Awareness on possible model to
distribute and scale
5. Leadership that catalyzes change
and designs environments for success
Tools that enable emerging
processes, not shape them
TDD
Basic B-M-L feedback loop for
improements
1. High Quality, continuously
improving practices of
execution
We are Awesome
4. The organization continuously
evolves to enable success.
Automated Acceptance Testing/Criteria
Introduce Lean Portfolio to Road Map
Level
Introduce BMC
Teams focusing on delivery customer
value together
Release Burndown Chart shared across
the Product Stack
Enable transparency across boundaries
Introdice concepts of Lean Thinking,
6Sigma, ToC
3. Innovative, Adaptive p
p
product
strategy and planning
Empirical Process Control, Iterative &
p
Incremental
Scrum Master can remove impediments
quickly
Definition of Ready Shared across the
whole Product Stack
Introduce Business Model Canvas Level
1-2
Product Management can plan value
incrementally
Teams are managing their Active
Learning Cycle
Encourage decision making at team level
vs. escalation
Introduce BMC Level 3-4
Ability to prioritise PBIs across all
dependent RVs
Awareness on dysfunctions by
measuring metrics
building a motivating working
environment
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Identify only the minimum actions required
Enablement team formed
2. Deliver product iteratively,
incrementally, and quickly to
customers
5. Leadership that catalyzes change
and designs environments for success
We are Awesome
4. The organization continuously
evolves to enable success.
Teams focusing on delivery customer
value together
3. Innovative, Adaptive p
p
product
strategy and planning
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45. Build our backlog from the minimum actions
Backlog/
Experiments
Blah blah blah blah blah blah
Team Spend most of their
time on PBL development
Awareness on possible
model to distribute and scale
Teams dependencies
aligned with customer value
Recognise good agile/Scrum
behaviours
Scrum Master can remove
impediments quickly
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Have a Continuous Improvement Approach
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46. Summary
1. Serious Change is Holistic
2. We need:
1. A Holistic View: The Five Levels
2. A Shift in Leadership
1. Orienting Shared Vision
2. Environment Design
3. Simple Change Strategy & CI Approach
Copyright © 2013 BigVisible Solutions
References of Possibility
1.
Execution
1. http://en.wikipedia.org/wiki/Extreme_programming
2. “Collaboration Explained” by Jean Tabaka
2.
Delivery
•
http://scaledagileframework.com
•
BV Lean/Agile Portfolio Management and Planning
3.
Product
•
http://businessmodelgeneration.com
•
http://theleanstartup.com
•
Principles of Product Development Flow, by Reinertsenhttp://www.amazon.com/PrinciplesProduct-Development-Flow-Generation/dp/1935401009
Organization
•
“Beyond the Goal,” by Eli Goldratt
•
“The Logical Thinking Process,” by William Dettmer
•
“Fearless Change,” by Linda Rising and Mary Lynn Manns
Leadership
L d hi
•
“Leadership Agility,” by Bill Joiner and Stephen Josephs
•
“Leadership and the New Science,” by Meg Wheatley
•
http://hbr.org/2007/11/a-leaders-framework-for-decision-making/
General
•
“The Fifth Discipline,” By Peter Senge
4.
5.
5
6.
This is just a start….MANY more available on request!
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47. Copyright © 2013 BigVisible Solutions
George Schlitz
Founder, Principal Coach
[m]: +1 949 244 1212
[ e ]: gschlitz@bigvisible.com
[ U]: www.bigvisible.com
[ t ]: gschlitz
Copyright © 2013 BigVisible Solutions