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Coaching opposing sides large scale lean program management

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Large Scale Lean program management for complex initiative that includes: Scrum teams along with traditional resource pools and outside vendors.

Published in: Leadership & Management

Coaching opposing sides large scale lean program management

  1. 1. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Coaching Opposing Sides : A Transformation Journey Lean Kanban Program Management
  2. 2. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 From Here Planting Seeds
  3. 3. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 To Here Nursery of experiments
  4. 4. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. From here to there The Road goes ever on and on Down 0om the doorwhere it began. Now far ahead the Road has gone, And I must follow, if I can, Pursuing it with eager feet, Until it joins some largerway Where many paths and erDands meet. And whiter then? I cannot say. - Bilbo BagginsSamwise Gamgee - Servants of change Light of Eärendil’s star - Kanban, Agile
  5. 5. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2016. All beginnings, have a beginning
  6. 6. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Context identity, credibility, building trust, competence, planting seeds, sources of dissatisfaction
  7. 7. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Direct business is important step for company, but progress is clouded Lot of structure in our department (Silo-ed). Popcorns indicating silo’s and there are many mini-walls even within a department Some communications, squiggly lines indicative of erratic nature of communication Box of chocolates: Depending on where you are in the company, never know what you are going to get Mgmt. Practices have some indirect influence on product and technology Few strong people that are keeping the product working are leaving us. Pockets of skills spread through out company. No emphasis by management to improve skills & people Organization Alignment ?
  8. 8. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Cultural Assessment •  ORGANIZATION CULTURE •  Mostly Control culture, that is company and reality oriented. •  Company-wide culture for a company with strong regulatory responsibilities should be a strong Control culture. •  A few spots for Collaboration and Competence show a shifts in leadership style. •  TEAM LEVEL CULTURE •  Mostly in Control or Cultivator. •  Some teams are incubators for cultivating people and exploring possibilities. •  Diagonally opposing cultures in the Schneider model often fail to understand each other. Potential for conflicts when “cultivator” team culture runs up against “control” organization culture. Strong facilitation and awareness can help.
  9. 9. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Agile Transformation StrategyMap™ HOW? WHY? WHAT?
  10. 10. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. The Fellowship : Agile Champions Team WiP limit Purpose, Norms (policies) Type of item (class of service) “Self-selected group from business, IT, Operations who are passionate about continuous pursuit of better way”. “Is this right for the company”
  11. 11. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. V Mutual Business Direct Ini0a0ve ? V Managed Resource Pools Scrum Team V Vendor V Direct Initiative Ecosystem
  12. 12. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Challenges • Emerging scope, no end in sight • Many requirements and sub-requirements in progress, with no demonstrable end-to-end functionality • Date “polling” reporting mechanism. (very large “red-yellow-green” style meeting) • Continuously shifting delivery dates • Operational readiness is non-existent. Each group is developing to their own understanding of operational environment. • Lack of transparency, or inability to measure and track progress at program level Everyone is busy, but nothing is getting “done”.
  13. 13. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Work on the right things, at the right time with right people Operating Mantra, Visualize, Prioritize, Organization Habits, not-reject experiments
  14. 14. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Visualize (STATIK) Big Empty Questionable Buy-in
  15. 15. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Visualize - Socialization and Gamification • First Engage emotionally • Quiz game • Improvement game What is needed to report on program progress? How does the program room capture program status? What will improve your understanding of overall program status?
  16. 16. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Analyze Demand (STATIK) • Power of legitimacy : Barry (SME) • When demand is unknown, set expectations • Focus on end-user, and ignore technical “schisms”, and also organizational silos • Test First principle • Simple, Humble start : User Acceptance Test plan • Hierarchy of end-user focused requirements Business Process ex: Quote Theme (Functional feature) ex: Select Coverage Epic (requires integration) ex: Allow customer to modify packages User Story (team level) ex: As a .. I want .. So that ..
  17. 17. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Visualize : End-State & Work-in-Progress Work in progress board UAT skeleton
  18. 18. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Analyze Capability (STATIK) • A complex eco-system with Agile and traditional resource pools do not have compatible measures • Freeway analogy • How many “Epics” (cars) make to the finish line, every week? • Baby steps towards Cumulative Flow Measurements
  19. 19. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Release Candidates • A fully tested, functional product that satisfies a meaningful business benefit. • It is better to get progressively less wrong, than to bet the farm on a long-shot • The term - “Candidate” helped traditionalists to look past big-bang delivery.
  20. 20. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 But Why? - Single Page Roadmap • When can we launch new insurance company? • What is a meaningful program status? • What business level trade-offs do we need to make? • What, When and Where should we advertise? • How do we align operational reality with business objectives? • How do me manage business risks? • How do we build capability to support and manage changes when we go live? Single Reference document to engage and escalate to C-level leadership at Steering Committee
  21. 21. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Engage pack-leaders, Engage emotionally Lesson Learned: None of my ideas are good, engaging others only makes ‘em better Iterate, Iterate, Iterate
  22. 22. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016 Stay Focused on Strategic Intent
  23. 23. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Model Knowledge discovery process (STATIK) 1. Roadmap 2. Impediments 3. Explicit Policies 4. Measurements
  24. 24. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Short Circuiting Habit Loop • Identify Routine • Experiment with Rewards • Isolate the Cue Source: The Power of Habit - Charles Duhigg
  25. 25. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Habit : Appreciations
  26. 26. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Habit : Continuous Improvement
  27. 27. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Identify and Prioritize Improvements (STATIK) High frequency, High severity program level Impediments. Leadership - focus here! Team or Resource pool level, impediments. early indicators
  28. 28. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Continuously Improve Visualizations “experiment” Integration and Dependency Management. Staging Area for improved Visualization.
  29. 29. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Adherence to Explicit Policies • Challenging to uniformly enforce Explicit Policies • Variety in technical practices maturity • New Application development, Legacy Code, COTS systems and Vendor managed implementations • Range of buy-in and interest in automated testing practices Visualize Systems/teams interaction domain map Explicit policies
  30. 30. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Bad news fast • Test early, test often, test quickly • Prioritize production-ready over new features/functionality • Develop capability for ongoing product development and support as business enters new markets • Round 1: RC-0 Functional Test Pass • Uncovered further gaps in understanding of the overall product • Exposed gold-plating of pet-features • Revealed gap in overall Program level testing strategy • Operational readiness requirements emerged • Round 2: RC-1 Functional Test Pass • 😎😖😱😤😰🤔🤗 • Capability to do small increments of functional test passes, over big batch testing
  31. 31. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Choose Cadences for Activities (STATIK) No “red, green, yellow” PM status meeUngs
  32. 32. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Working software is primary measure of progress • Monthly Program Level Demo • At First: Started small, with each team demonstrating features they worked on. (Uncoordinated) • Then, Later: Coordinated Demonstration with multiple teams demonstrating a coherent set of Epics. • And, NOW: Monthly view for Executive management into product delivery
  33. 33. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. Looking Ahead Domino affect, osmotic acceptance, collaborative team spaces
  34. 34. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Change is hard
  35. 35. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Assessment Strategy Pilot Projects Rollout Enterprise Transition Framework (ETF)
  36. 36. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Resource Manager (Supervisor) Redefined • Manage teams NOT Individuals • Servant as a leader • Growing competency of their people over assigning work It’s a Start
  37. 37. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Internal Coaching Competency Collaborative Team Spaces Sometimes slow, sometimes fast - got to keep on moving, only then you can steer
  38. 38. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2016. Q&A Dhaval Panchal email: dhaval.panchal@agile42.com twitter: @dhavalpanchal linkedin: https://www.linkedin.com/in/dhavalpanchal Kevin Tidball Director of Information Services Shelter Insurance email: ktidball@shelterinsurance.com linkedin: https://www.linkedin.com/in/kevintidball

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