A Group of Agile Teams ≠Organizational AgilityAngela Johnson, PMP, PMI-ACP, CSTCertified Scrum Trainer & Agile Transformat...
Angela JohnsonPMP, PMI-ACP, CST• 18+ years InformationTechnology - traditionalSDLC and Scrum/Agile• Facilitator PMI-MN Agi...
Why Agile?Any Agile Adoption should start out byasking, “Why do we want to use Agile”?Being “Agile” is not the Goal!Agile ...
2012 VersionOne State of Agile Survey
Organizational Agility“A group of agile teams does not an agileorganization make…”
Organizational Agility“The new goal for theorganization must be todelight the customer.”•“Making money” is not thegoal•“Be...
Organizational AgilityWhat is Organizational Agility?• The capacity of a company to rapidlychange or adapt in response toc...
Shared Vision or Current Reality?Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Pet...
Shared Vision or Current Reality?Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Pet...
Potential Obstacles
Potential Obstacles
Potential Obstacles
Potential Obstacles
Potential Obstacles
Potential ObstaclesNew Quality Practices• Testers are part of the team• Tests drive coding• Testing a user story is done w...
Potential ObstaclesPersonnel Considerations• Focus is on Cross Functional Teams• Delivery is Value Based on the Customer• ...
Confronting Current Reality
Realizing the VisionUse a Management or Organizational Backlog toPrioritize Next Steps
Shift in Leadership Characteristics• Inclusive, Collaborative• Flexible, Adaptive• Possibly-Oriented• Facilitative• Self-r...
How Long Does this Take?It Depends…• Size of the Organization• Organization Culture• Flexibility and Adaptability• Commitm...
A Case Study• Privately held organization that provides contractand support services to a worldwide franchise• Moved from ...
10 Reasons I Love My Job3. Integrated teams. Product owner, QA, operations,infrastructure, developers – we’re all on the s...
10 Reasons I Love My Job2. Agile. Weekly sprints. Sprint goals. The ceremonies. Thedaily meetings. The sprint planning. Th...
10 Reasons I Love My Job1. People care. This is the most important thing to me. Iwork in an environment where people reall...
A Case StudyThe CIO’s email to me in sharing the blog post:“One more thing. Check out this blog from one of ourdevelopers....
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A Group of Agile Teams ≠ Organizational Agility

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Angela Johnson's presentation from AgilePalooza Twin Cities: Angela is a Certified Scrum Trainer and Agile Transformation Coach providing education consulting services to clients across the United States who are adopting Agile. Angela has successfully implemented Scrum and Agile principles in a variety of projects from web-based applications to enterprise level retail and financial projects coaching teams, managers, stakeholders and executives.
A graduate of Hamline University (B.A.) and the University of St. Thomas (M.B.C.), Angela has presented to PMI’s Global Agile Community of Practice and at the Project Management Institute (PMI) Minnesota Professional Development Days and chapter events. Angela is a certified Project Management Professional (PMP), a Certified Scrum Trainer (CST) and a PMI Agile Certified Practitioner (ACP). Angela facilitates the PMI Minnesota Agile Local Interest Group and is also an active member of the Scrum Alliance, and Agile Alliance.

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A Group of Agile Teams ≠ Organizational Agility

  1. 1. A Group of Agile Teams ≠Organizational AgilityAngela Johnson, PMP, PMI-ACP, CSTCertified Scrum Trainer & Agile Transformation Coachhttp://angelajohnsonscrumtrainer.com@AgileAngela
  2. 2. Angela JohnsonPMP, PMI-ACP, CST• 18+ years InformationTechnology - traditionalSDLC and Scrum/Agile• Facilitator PMI-MN AgileLocal Interest Group• Based in Minneapolis,MN
  3. 3. Why Agile?Any Agile Adoption should start out byasking, “Why do we want to use Agile”?Being “Agile” is not the Goal!Agile is about delivering Business Value
  4. 4. 2012 VersionOne State of Agile Survey
  5. 5. Organizational Agility“A group of agile teams does not an agileorganization make…”
  6. 6. Organizational Agility“The new goal for theorganization must be todelight the customer.”•“Making money” is not thegoal•“Being agile” is not thegoal.•“Working software” is notthe goal•Agile, Scrum & workingsoftware are means toachieving the goal
  7. 7. Organizational AgilityWhat is Organizational Agility?• The capacity of a company to rapidlychange or adapt in response tochanges in the market• A high degree of organizational agilitycan help a company to reactsuccessfully to the emergence of newcompetitors, the development of newindustry-changing technologies, orsudden shifts in overall marketconditionswww.BusinessDictionary.com
  8. 8. Shared Vision or Current Reality?Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge
  9. 9. Shared Vision or Current Reality?Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge
  10. 10. Potential Obstacles
  11. 11. Potential Obstacles
  12. 12. Potential Obstacles
  13. 13. Potential Obstacles
  14. 14. Potential Obstacles
  15. 15. Potential ObstaclesNew Quality Practices• Testers are part of the team• Tests drive coding• Testing a user story is done within an iteration – not after• Quality is not a role, a person or a department – it’severyone’s job• Testing is not something performed by a “tester”• Test automation is critical to long-term effectiveness
  16. 16. Potential ObstaclesPersonnel Considerations• Focus is on Cross Functional Teams• Delivery is Value Based on the Customer• What support or training do our teams need to make theparadigm shift in collaboratively working in a crossfunctional way?• What happens to our individual incentives in askingpeople to work in teams?• What happens to our hiring practices in asking for crossfunctional behavior and skills?• What about career path considerations?
  17. 17. Confronting Current Reality
  18. 18. Realizing the VisionUse a Management or Organizational Backlog toPrioritize Next Steps
  19. 19. Shift in Leadership Characteristics• Inclusive, Collaborative• Flexible, Adaptive• Possibly-Oriented• Facilitative• Self-reflective• Courageous• ObservantAdapted from Leadership Agility, Bill Joiner & Stephen Josephs and Action Inquiry, William Torbert
  20. 20. How Long Does this Take?It Depends…• Size of the Organization• Organization Culture• Flexibility and Adaptability• Commitment ofOrganization Leadership• Commitment to Automation
  21. 21. A Case Study• Privately held organization that provides contractand support services to a worldwide franchise• Moved from project structure to product structureenabling faster delivery of business value• Teams are empowered, co-located and highperforming• Better alignment with the Business
  22. 22. 10 Reasons I Love My Job3. Integrated teams. Product owner, QA, operations,infrastructure, developers – we’re all on the same team.We work together, and are committed to each other.There is opportunity for growth. Just one month in, I canalready sense it. And many times I’ve already seen wherewins are celebrated by the entire team, and mistakesare owned by the entire team. It’s awesome.http://silvanolte.com/blog/2013/02/09/10-reasons-i-love-my-job/
  23. 23. 10 Reasons I Love My Job2. Agile. Weekly sprints. Sprint goals. The ceremonies. Thedaily meetings. The sprint planning. The sprintretrospectives. The sprint board. The stickies. Weeklydeployments into Production. Having a clear sense of whatour focus is this week. Commitment to the work at hand.Establishing a velocity and trusting in the team to perform.Similar to feeling at home with Apple products and OS X, Ialso feel incredibly at home in this environment.http://silvanolte.com/blog/2013/02/09/10-reasons-i-love-my-job/
  24. 24. 10 Reasons I Love My Job1. People care. This is the most important thing to me. Iwork in an environment where people really care about whatthey do. Shades of gray, I acknowledge, between just beingsomewhere for the paycheck and having a passion for whatyou do. At my new workplace, I find that people care aboutwhat they do. To do well for their customer because it’s theright thing to do. Because there’s a sense of pride in doinggood. I can get a paycheck anywhere. But I can only do what Ido, and with the people I do it with, where I’m at right now.http://silvanolte.com/blog/2013/02/09/10-reasons-i-love-my-job/
  25. 25. A Case StudyThe CIO’s email to me in sharing the blog post:“One more thing. Check out this blog from one of ourdevelopers. I can die and go to CIO heaven now.Thanks for all you did to help us get to where we are.”http://silvanolte.com/blog/2013/02/09/10-reasons-i-love-my-job/
  26. 26. Questions

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