Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

of

3) organizing for agility Slide 1 3) organizing for agility Slide 2 3) organizing for agility Slide 3 3) organizing for agility Slide 4 3) organizing for agility Slide 5 3) organizing for agility Slide 6 3) organizing for agility Slide 7 3) organizing for agility Slide 8 3) organizing for agility Slide 9 3) organizing for agility Slide 10 3) organizing for agility Slide 11 3) organizing for agility Slide 12 3) organizing for agility Slide 13 3) organizing for agility Slide 14 3) organizing for agility Slide 15 3) organizing for agility Slide 16 3) organizing for agility Slide 17 3) organizing for agility Slide 18 3) organizing for agility Slide 19 3) organizing for agility Slide 20 3) organizing for agility Slide 21 3) organizing for agility Slide 22 3) organizing for agility Slide 23 3) organizing for agility Slide 24 3) organizing for agility Slide 25 3) organizing for agility Slide 26 3) organizing for agility Slide 27 3) organizing for agility Slide 28 3) organizing for agility Slide 29 3) organizing for agility Slide 30 3) organizing for agility Slide 31 3) organizing for agility Slide 32 3) organizing for agility Slide 33 3) organizing for agility Slide 34 3) organizing for agility Slide 35 3) organizing for agility Slide 36 3) organizing for agility Slide 37 3) organizing for agility Slide 38 3) organizing for agility Slide 39 3) organizing for agility Slide 40 3) organizing for agility Slide 41 3) organizing for agility Slide 42 3) organizing for agility Slide 43 3) organizing for agility Slide 44 3) organizing for agility Slide 45 3) organizing for agility Slide 46 3) organizing for agility Slide 47 3) organizing for agility Slide 48 3) organizing for agility Slide 49 3) organizing for agility Slide 50 3) organizing for agility Slide 51 3) organizing for agility Slide 52 3) organizing for agility Slide 53 3) organizing for agility Slide 54 3) organizing for agility Slide 55 3) organizing for agility Slide 56
Upcoming SlideShare
What to Upload to SlideShare
Next
Download to read offline and view in fullscreen.

0 Likes

Share

Download to read offline

3) organizing for agility

Download to read offline

How to design org structure for agility, borrows concepts and extends them from the excellent book Organizing for Complexity by Niels Pflaeging

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all
  • Be the first to like this

3) organizing for agility

  1. 1. agilebydesign.com @agile_bydesign Organizing for Agility Agile Ecosystem Design by Agile By Design Inc. is licensed under a Creative Commons Attribution- ShareAlike 4.0 International License. .
  2. 2. agilebydesign.com @agile_bydesign A Note on Inspiration… 2 We borrow, and extend many of the concepts found in Niels Pflaeging’s Organize for Complexity We thinks it’s and awesome read! Highly recommended reading for anyone struggling with agility at scale (it’s 144 pages and full of diagrams)
  3. 3. agilebydesign.com @agile_bydesign Leaders in an Agile Organization think of themselves as gardeners As leaders, we often ask ourselves questions like: • How can we adjust a growing organization, without falling into the bureaucracy trap? • How can our organization deal with growing complexity? • How can we become more capable of adapting to new circumstances? • How can we overcome existing barriers to performance, innovation, and growth? • How can we achieve higher engagement and become an organization more fit to human beings overall? • How can we produce profound change without hitting a wall? ???
  4. 4. agilebydesign.com @agile_bydesign Moving from The Age Of Industry to The Age Of Complexity The work in this section is taken from material found in Niels Pflaeging’s Organize for Complexity
  5. 5. agilebydesign.com @agile_bydesign The Industrial Age • Fast-growing, spacious markets • Relatively little competition • Monopolies and oligopolies • Sluggish markets The Age Of Complexity • High-dynamic value creation • Global, high-competition markets • Return of more individualized demand • “Mass-customization” Traditional Management Thinking was designed to meet the needs of the Industrial Age The Craft Manufacturing Age • Local markets • Very little cross-pollination between markets • High degree of custom built solutions ~1850 /1900 ~1970 Today Tayloristic Model Built to eliminate uncertainty through machines and standards Complexity (Deming) Model Much greater emphasis on the central role of humans in the problem solving process Dynamic part of value creation Solution: human Formal part of value creation Solution: machine
  6. 6. agilebydesign.com @agile_bydesign Traditional Management Thinking was designed to meet the needs of the Industrial Age Market Supply The dominance of high dynamics and complexity is neither good nor bad. It is a historical fact The Industrial Age • Fast-growing, spacious markets • Relatively little competition • Monopolies and oligopolies • Sluggish markets The Age Of Complexity • High-dynamic value creation • Global, high-competition markets • Return of more individualized demand • “Mass-customization” The Craft Manufacturing Age • Local markets • Very little cross-pollination between markets • High degree of custom built solutions
  7. 7. agilebydesign.com @agile_bydesign The Principles of Scientific Management • Frederick W. Taylor, 1911 • An organizational science and method • Legitimized management as a profession Key Concepts • Eliminate productivity constraints • Efficiency gains that would benefit everyone • Two types of people, thinking managers and non-thinking human “resources”. • Functional division of shop-floor work Impact • The basis for management as we know it today • Widely adopted for the next 100 years across non- industrial, non-shop-floor organizations • Turned toxic for both organizational performance and human/social advancement. Management is a social technology based on the idea that a few smart people can effectively direct everyone else “Thinkers”/Managers: Strategize, steer, control, decide “Doers”/Workers: Execute, obey, follow
  8. 8. agilebydesign.com @agile_bydesign Uncertainty is about emergence, complication is about the number of moving parts Complicated systems: Machines • Operate in standardized ways • Diminish imprecision, reduce uncertainty • Non-ambiguous cause-and-effect chains • Externally controllable • Rules, standards, tools, processes Example: Any high-precision machine, A watch • Calibrated to diminish mistakes and uncertainty. • Configured to supply objective data with certainty Complex systems: People • Behavior is non-predictable and produce surprises • Much higher level of error, and uncertainty • However interaction are constantly changing • Externally observable – not controllable • Interactions, learning, transparency, teamwork • Participation of living creatures Example: any living system, a sports team • They may change at any moment • Interaction are constantly changing
  9. 9. agilebydesign.com @agile_bydesign The only “thing” capable of dealing effectively with problem- solving in the age of Uncertainty is human beings, the key question isn’t how to solve a problem, but who can solve the problem. 9
  10. 10. agilebydesign.com @agile_bydesign The improvement paradox: In Complexity, working on separate parts doesn‘t improve the whole. It actually damages the whole. 10 What really improves a system as a whole is working on the interactions between the parts.
  11. 11. agilebydesign.com @agile_bydesign The three systemic gaps caused by Industrial age management impede organizations in the Age of Complexity The Social Gap • Division and control erode social pressure • Limited productive dialog • Fear of failure • Management by numbers The Functional Gap • Narrow and fragmented responsibility • Requires imposed coordination • Requires process control • Requires rules • Dependency on hierarchical power The Time Gap • Between thinkers and doers • Between planning and doing • Requires managed roles • Requires complicated strategy • Relies on forecasting and planning
  12. 12. agilebydesign.com @agile_bydesign Thinking and acting mechanistically, additively Thinking and acting systemically Giving up power and decentralizing decision-making to teams increases status. Success is not a zero-sum game
  13. 13. agilebydesign.com @agile_bydesign People in the Age of Complexity The work in this section is taken from material found in Niels Pflaeging’s Organize for Complexity
  14. 14. agilebydesign.com @agile_bydesign We Cannot Act On Systems, Leadership, Performance, or Change Coherently If We Don´t Agree Beforehand On The Assumptions We Hold About Human Nature Theory X, is nothing more than a prejudice that we have about other people. The assumptions we have about other people shape the way we design and run organizations • A belief in the existence of Theory X humans will result in the design of a command-and-control systems • Designing an Organization for Uncertainty requires an enlightened view of human nature • People tend to ignore behavior-shaping context of others • a prejudice that someone is Theory X follows • who would admit they are a Theory X person? • The result can be called naive cynicism
  15. 15. agilebydesign.com @agile_bydesign Individual Performance is A Myth, Yet Most Organizations Are Obsessed With Personal Results Individual performance in organizations does not exist • Value is not generated from individual action • Value comes from interaction between individuals • Individual skills are less important • Collective applied competencies are what matter Defining individual performance targets interferes with value creation • Leads to deception • De-spiriting and de-motivating • Damages team morale • Leads to performance gaming
  16. 16. agilebydesign.com @agile_bydesign 16 … not about empowering individuals Ultimately, organizing for complexity and self-organization is always about empowering teams…
  17. 17. agilebydesign.com @agile_bydesign “We learned that individual expertise did not distinguish people as high performers. What distinguished high performers were larger and more diversified personal networks. Engineers are roughly five times more likely to turn to a person for information than to an impersonal source such as a database.” - Cross, Rob et. al. The Hidden Power of Social Network 17
  18. 18. agilebydesign.com @agile_bydesign 18 New Mindset: The Network • Organizations are circles • Metaphor aligned to how we create value • Organizations as networks that connects cells • Multi-layered networks • Value happens when people connect through Formal Network Structure and Informal Networks Structure Dominant Mindset: The Hierarchy • Organizations are pyramids • Misguided metaphor • Value does not flow through Hierarchies • Conformance / Compliance Laws flow through hierarchies Third: Your current Hierarchy is not Creating Value, Your Network Of People is Creating Value Organizing for Uncertainty requires that we both facilitate the creation of formal structure as well as positively stimulate informal structure
  19. 19. agilebydesign.com @agile_bydesign Components of an Organization Designed For Complexity The work in this section is taken from material found in Niels Pflaeging’s Organize for Complexity
  20. 20. agilebydesign.com @agile_bydesign Organize For Uncertainty by Defining a Socially Cohesive Value Network 20 Centralized coordination is a luxury organizations in complex markets cannot afford Social pressure, used correctly is far more powerful than hierarchy, no damaging side- effects • Coordinate and communicate through a manager • Combined with Taylorism • Interdisciplinary Teams • Functional integration • Coordination across functions within team • Radical Transparency • Social Density • Group Pressure • Coordination and communication • laterally • Combined with market-like mechanisms Not Manager CoordinationUse Team to Team Coordination Complex markets require decentralization, combined with market-like coordination • Departments • Functional differentiation • Value cross multiple departments Not Functional HierarchyUse Cross Functional Teams Use Social Pressure Not Command and Control • Control through bosses • Information flows up • Command and decisions flow down • Containment and compliance Business Team 1 Business Team 1 Business Team 1 Problems, Information Commands, control Marketing Product Delivery
  21. 21. 21 The Core is made up of teams that are intentionally deprived of market contact. These teams serve the Edge, providing services that the Edges chooses to use The Market are all the groups that exerts external pressure on your Organization The Identity establishes a common identity that directs self-organization towards value creation Regulators Research Institutions Competitors Customers Users Suppliers Business Models Shared Values and Beliefs Common Rituals Letter to Ourselves Culture Book Legal Finance IT Support HR Compliance The Edge is made up of every team connected to the market and contains all roles that make Experience Teams Customer Teams Product Teams Mission Teams Organize People Within a Common Identity into Either Edge or Core teams based on their Market Interaction decisions based on market interactions Caution: • A board of directors ≠ the Core • Workers at plants, employees at branches ≠ The Edge • It’s about roles or activities - not about individual people, places or locations. Brand Proposal
  22. 22. agilebydesign.com @agile_bydesign Designing For Agility Extending Organizing For Complexity to Support Evolutionary Change
  23. 23. 23 The Identity Identifying Elements that are distinct from the rest of the organization The Market External actors engaging with a subset of the Organizational Edge Edge Teams serving the market, often within a specific mission Define Further Structure as Required to Establish Context within Larger Enterprises Outer Core Teams dedicated to one or more missions Inner Core Teams – serve the (entire?) org As an Organization scales, consider adding Context Boundaries • Missions, Business Units, Geography, Domain etc • Dedicates people to a common purpose within the larger organization • May be based on scope of influence • Value in establishing a separate identity, ie a Tribe within the greater Identity
  24. 24. 24 In the Application Delivery Space we Can Accelerate our Design by Starting with a Conceptual Agile Delivery Model Legal Finance HR Compliance Core Teams Full Stack Engineer (Dedicated) Agile by Design #36A0B9 #3a74a6 #3E4D96 Single Sys Engineer (Dedicated) Delivery Support (Dedicated) Agile by Design #36A0B9 #3a74a6 #3E4D96 Agile by Design #36A0B9 #3a74a6 #3E4D96 Business Support (Dedicated) • Product Owner • Validated Learning • Story Writing & Test • UX • Design Thinker • Agile Facilitation • Delivery Metrics & Improvement • Remove Blockers (co-ordination) • Proficiency ranging from single to several sys/platforms • Design, develop, automated tests, etc. • Architecture • DevOps • SRE • Technical Practice AgileTeam Agile by Design #36A0B9 #3a74a6 #3E4D96 Specialized System Engineer (Traveller) • Proficiency in specialized systems • Design, develop, automated tests Move to full stack to increase agility Agile by Design #36A0B9 #3a74a6 #3E4D96 Engineering Lead (Enabler or Dedicated) Delivery Lead (Enabler or Dedicated) Agile by Design #36A0B9 #3a74a6 #3E4D96 Agile by Design #36A0B9 #3a74a6 #3E4D96 Business Lead (Enabler or Dedicated) Mission Support Engineering Support (Enabler) Delivery Support (Enabler) Agi De #36 #3a #3E Ag De #36 #3 #3 Business Support (Enabler)
  25. 25. agilebydesign.com @agile_bydesign Agree on an Agile Conceptual Model Take The Agile Model on the Previous Slide and Make it Fit For Your Purpose • How specific/general do we want Job Functions to be? • What do we want to name job functions • What levels do we want? • Are there key skills we need to include? • Which Roles should be placed in the Edge and which in the Core? • Do we need an additional layers? Ie a Core for a program or department?
  26. 26. 26 The Identity The Market Edge Teams serving the market within a specific mission Core Teams dedicated to a mission Core Teams – serve the entire org 1. The vast majority of the org structure is in the Edge; decentralized, and market facing
  27. 27. 27 The Identity The Market Edge Teams serving the market within a specific mission Core Teams dedicated to a mission Core Teams – serve the entire org 2. Each Context Boundary in the Edge is comprised of committed team members that are cross functional enough to deliver on a mission statement
  28. 28. 28 The Identity The Market Core Teams dedicated to a mission Core Teams – serve the entire org 3. Complication (hand-offs) are constantly eliminated as they interfere with self- organization Component change request
  29. 29. 29 The Identity The Market Edge Teams serving the market within a specific mission Core Teams dedicated to a mission Core Teams – serve the entire org 4. Core teams focus on community, capabilities and competency, and are decoupled from directly managing flow of value 5. For the most part members of Core team members travel to where the work is, work doesn’t get handed off to them
  30. 30. 30 Core Teams – serve the entire org
  31. 31. agilebydesign.com @agile_bydesign 6. As you scale, gravity will naturally pull you toward the structure on the right. Resist by reformulating your teams (though not so often that teaming doesn’t happen) Simple Structure Crazy Complicated Structure! More Complicated Structure Feature Team Feature Team Feature Team Component Teams Feature Team Feature Team Component Teams Feature Team Component Teams Component Teams Component Teams Structure that can handle more Uncertainty Structure that can even handle more Uncertainty Feature Team Feature Team Feature Team Feature Team Feature Team Gardened Left Unchecked
  32. 32. 32 Take the following steps to Design For Agility The Identity The Market The Edge Dedicated Core Enterprise Core The Market 1. Identify Market Actors The Identity 1. Define your Identity, identifying key Identity attributes 2. Define Missions, Goals, Sub- Goals The Edge 1. Map Market demand to Roles/Skills 2. Design Edge Teams looking at roles/skills, size, dependencies, etc. 3. Identify Context Boundaries based on common objectives, missions, etc. The Core 1. Identify Central Roles & Skills 2. Design Core Teams looking at Roles and Skills, size, dependencies 3. Select the Team Engagement pattern that Core Teams will use to support Edge Teams The Context Boundary 1. Optionally add additional Core layers to manage each Context Boundary 2. Identify Dependencies across Context Boundaries 3. Select one or more Team Engagement pattern to collaborate across
  33. 33. 33 Get Started With Backlog Mapping 1 Define Missions, Goals, Sub-Goals: Identify clear, measurable goals for the business to achieve. Break up into Outcomes and Sub-Outcomes 2 Surface Epics, Features, MVPs: Brainstorm the ways that the business can achieve the the objective. Decompose larger Epics into smaller Features / MVPs to increase clarity 3 Map Market demand to Roles/Skills List capabilities required to achieve desired impacts, and estimate level of commitment to achieve it Design Edge and Core Teams Group Outcomes / Impacts / Features intoTeams that will execute against them 4 1 2 3 4 5 Identify Context Boundaries Group Teams based on common objectives, missions, etc5
  34. 34. agilebydesign.com @agile_bydesign Backlog to Team Mapping 1 Define the Mission and Objectives: Identify clear, measurable goals for the business to achieve. Break up into Outcomes and Sub-Outcomes 2 Surface Epics, Features, MVPs: Brainstorm the ways that the business can achieve the impacts required for each persona to achievee the objective. Decompose larger Epics into smaller Features / MVPs to increase clarity 3 Map Capabilities List capabilities required to achieve desired impacts, and estimate level of commitment to achieve it Organize Into Missions and Teams Group Outcomes / Impacts / Features into Portfolios and Teams that will execute against them 4
  35. 35. agilebydesign.com @agile_bydesign Team Interaction and Engagement Patterns
  36. 36. 36 Take the following steps to Organize for Uncertainty The Identity The Market The Edge Dedicated Core Enterprise Core The Market 1. Identify Market Actors The Identity 1. Define your Identity, identifying key Identity attributes 2. Define Missions, Goals, Sub- Goals The Edge 1. Map Market demand to Roles/Skills 2. Design Edge Teams looking at roles/skills, size, dependencies, etc. 3. Identify Context Boundaries based on common objectives, missions, etc. The Core 1. Identify Central Roles & Skills 2. Design Core Teams looking at Roles and Skills, size, dependencies 3. Select the Team Engagement pattern that Core Teams will use to support Edge Teams The Context Boundary 1. Optionally add additional Core layers to manage each Context Boundary 2. Identify Dependencies across Context Boundaries 3. Select one or more Team Engagement pattern to collaborate across
  37. 37. 37 The starting point of any Agile System, the majority of knowledge workers are Full Time Team Members inside edge teams that can deliver on market outcomes • Dedicated, cross functional and hopefully co-located • perform activities necessary to create market value • Work enters and is completed without minimal external dependencies. • The team is able to self-organize within a set of defined constraints
  38. 38. 38 • At first some scale can be achieved by creating more Edge Teams • Teams can be grouped in discrete Missions However agile team require support to be effective in a larger enterprise, what are the organizational structures supports that can be used to support agile teams? As we increase the scale of our efforts, we can group teams according to similar demand, or skillsets into Missions, Product Groups, Customer Experience etc known as Context Boundaries
  39. 39. 39 The first support construct we often turn to is the Service Center, however this approach is based on a traditional mindset Service Core - Receive request and send finished work back to client team Examples • Legacy Infrastructure • Call Core • Marketing Deployment • Edge Team has little capability to perform the service • Edge Team has no desire / permission to be able to perform the service • Service is repetitive / commoditized • Service requires highly specialized capability • Service does not require a lot of feedback from the Edge Team • Support team members needs to collaborate to perform the service
  40. 40. 40 Service Core - Receive request and send finished work back to client team Outcomes • Increased reliance on centralized control • More systemic complexity • Less Feedback • Capabilities that do not scale well • Poorer organizational agility While sometimes necessary, our least agile option The first support construct we often turn to is the Service Center, however this approach is based on a traditional mindset
  41. 41. 41 Traveler Pools allow scarce / ad-hoc resources to be deployed to team as needed • Edge Team has little / no capability to perform the service • Edge Team may have some desire / permission to be able to perform the service • Service requires highly specialized capability • Service requires close collaboration with the Edge Team • Service has insufficient / fluctuating demand from any one particular Edge Team Traveler Pool – Work onsite with the upstream team for a short period of time
  42. 42. 42 Traveler Pools allow scarce / ad-hoc resources to be deployed to team as needed Traveler pools allow for a good compromise between management of scarce capability and organizational agility Outcomes • Flexible allocation of scarce capability • High degree of collaboration • Management overhead to manage pools • Better scaling • Better organizational agility • Teams are less stabile, can interfere with teaming
  43. 43. 43 Enablers are deployed to one or more missions, providing common platforms across multiple teams Enablement teams – Allocate expertise to teams necessary to coach, consult, and guide • Guidance required to enable capability and consistency • Work increases in value when leveraging a common platform • Capability needs to embedded across the organization • Services are mature enough to be provided as a platform using a self serve model • Work required is not directly on the value stream • Authority is social not positional Examples • DevOps • Agile Coaches • HR • Architecture
  44. 44. 44 Enablers are deployed to one or more value streams, providing common platforms across multiple teams Enablement teams – Allocate expertise to teams necessary to coach, consult, and guide Outcomes • Oversight / guidance that enables and empowers • Enterprise capabilities are pushed upstream • New capabilities scale out to the organization • Dramatic increase in agility
  45. 45. agilebydesign.com @agile_bydesign Add Team Engagement Patterns Design How Teams can interact • Draw Relationships between teams • Focus on the edge and the Core • Minimize cross Edge or cross Core dependencies • Select a team engagement pattern for each connection
  46. 46. agilebydesign.com @agile_bydesign Full Stack Poker Exercise Hand out
  47. 47. 47 The Identity The Market Edge Outer Core Inner Core First define enough structure to scope out your team planning session Prepare to play Full Stack Poker 1. Define your context boundary, the scope that will put boundaries around your team design session • A Product Line or two, and its missions • A collection of teams in one mission 2. Define and name “supporting “cores” • Layers of centralized support structure your teams must engage with • the less layers the better 3. Agree on the identifying elements • Important market elements and identity artifacts • The approximate size, budget and scope in question • The mission and outcomes; ie: the goal of the people involved 4. Identify the skills needed by your teams to deliver value in your context • Create a backlog and prioritize it • Think end to end value creation not just delivery 1 2 2 Sample Skills • Delivery • Story Analysis • Story Testing • Delivery Leads • Engineering • Devops • Architecture • SRE • Core Developers • Value • Product Expertise • UX • Bus SMEs • Marketing • Sales • Branding • Measure / Learn • Operations • (Incident / Problem, Monitoring • Call Center • Op Readiness • Training • Enterprise • HR • Legal • Compliance • Finance
  48. 48. 48 Dedicate Teams Travelers Service Centers Enablers Now Play Full Stack Poker to: 1. Take a particular Skills (eg: Testing) 2. Agree on the Engagement Pattern used to provide that capability to your team (eg: Enabler) 3. Agree on how global / local the home base for that capability should be (eg: Mission) a full time, dedicated team member, who is accountable to team outcomes and team objectives Dedicated Team Member Enabler assigned to a Mission (team of teams) to guide teams on a common platform and/or standards Traveling Pool travels to the team for a short period of time and performs a discreet piece of work Service Centre Teams send work to a support team to do the work, after which support sends result back to the team Sample Skills • Delivery • Story Analysis • Story Testing • Delivery Leads • Engineering • Devops • Architecture • SRE • Core Developers • Value • Product Expertise • UX • Bus SMEs • Marketing • Sales • Branding • Measure / Learn • Operations • (Incident / Problem, Monitoring • Call Center • Op Readiness • Training • Enterprise • HR • Legal • Compliance • Finance Use Full Stack Planning Poker to agree on how skills are provided to your team
  49. 49. Exercise: Use Full Stack Poker to engage in a discussion with reps from edge team and support teams to discuss the engagment model for each skill your team needs to be successful Application LVL Support Core / Shared Infra Core / Shared Infra Incident Management … The table (hopefully) comes to a consensus on the engagement card and home base card that capability, if not a new round may be called by any player at any time 1 I want FTEs to be staffed from the the CIO level I want a full time team member to do it… 2 3 Select a particular Full Stack Capability to discuss. Spend 1-2 minutes discussing the scope of the capability Everyone at the table drops two cards on the table • A Engagement Card how that capability will be provided to a full stack team • A Home Base Card describing how globally the capability will be managed Engagement Cards Home Base Cards 4 Each player sums up their engagement “rank” (the sum of the numbers on the top right of the card), and then the table discusses their choices, starting with the people who scored the highest and lowest collaboration “rating” My score is 2, I want to work at Spotify with all the hipsters… My score is 8, the 70s is calling, it wants its org model back… The table moves on to the next service, keeping track of the total engagement rank 5 Mission Outer Core Inner Core Enterprise Core
  50. 50. agilebydesign.com @agile_bydesign Full Stack Poker Cards
  51. 51. • Demand from the team for the support is stable • High degree of collaboration / day to day interactions • High degree of dependencies Usage Criteria Full Time Team Member The Support Person is a full time, dedicated team member, who is accountable to team outcomes and team objectives 1 Engagement Cards Full Stack Poker
  52. 52. Usage Criteria A Support person is assigned from an enablement team to a Mission (team of teams) to guide the team to use a platform and/or apply guidance in order to meet a particular enterprise concern • Deploy oversight and guidance in a way that enables and empowers • Focus on the application of advice and governance • Team needs to learn the support skill Enabler 2 Usage Criteria A support person travels to the team for a short period of time and performs a discreet piece of work , after which the support person goes back to the support pool • Dynamic demand from a team • High degree of collaboration between the worker and the team is critical • Hard for team to learn the support skill Traveler Pool 3
  53. 53. • Work is manual, and effort intensive, and benefits less from team context and feedback • Hard for team to learn the support skill Usage Criteria Service Center Teams send work to a support team to do the work, after which support sends result back to the team 4
  54. 54. Think about organizing teams through application of one or more Team Delivery Patterns Mission Home Base Cards The Capability is managed at the Mission (team of team level) 1 Full Stack Poker Mission Name: _________________________________
  55. 55. Think about organizing teams through application of one or more Team Delivery Patterns Outer Core The Capability is managed by a core layer cohesive to tight group of missions 2 Inner Core The Capability is managed from a layer that very close to the center 3 Outer Core Name: _________________________________ Inner Core Name: _________________________________
  56. 56. Think about organizing teams through application of one or more Team Delivery Patterns Enterprise Core The Capability is managed from the innermost enterprise Level 4 Entperise Core Name: _________________________________

How to design org structure for agility, borrows concepts and extends them from the excellent book Organizing for Complexity by Niels Pflaeging

Views

Total views

439

On Slideshare

0

From embeds

0

Number of embeds

12

Actions

Downloads

37

Shares

0

Comments

0

Likes

0

×