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.

Enterprise CADENCE - Sustaining Agility within your organization

979 views

Published on

Enterprise-wide Agile transformations start with enthusiasm and dedication, and yet most transformations fail within one year from the start of the Agile rollout. We introduce a framework for sustaining and enhancing success of your Agile rollout, which we define in an acronym, CADENCE, which stands for C – coaching, A – assistance, D – development, E – engagement, N – networking, C – collaborative culture, and E – evaluate.

In our presentation, we provide practical advice on how we made Agile CADENCE work for us in enhancing our Agile transformation, and suggest specific ways of making your Agile rollout successful on enterprise level.

Presented by Ilio Krumins-Beens and Mariya Breyter at Agile NYC on 6/17/2013.

Published in: Technology, Business
  • Be the first to comment

Enterprise CADENCE - Sustaining Agility within your organization

  1. 1. ENTERPRISE CADENCE Ilio Krumins-Beens, Mariya Breyter
  2. 2. Evaluation Collaboration Networking Engagement Development Assistance Coaching
  3. 3. COACHING 3
  4. 4. AVOID COACHING MYOPIA Photographer: Paul Stevenson
  5. 5. INTERNAL CHANGE AGENTS Photographer: Carina Wong
  6. 6. CONTINUOUS LEARNING
  7. 7. LEARNERS BECOME TEACHERS Photographer: Peter Harrison
  8. 8. ASSISTANCE 8
  9. 9. SUPPORT, ALIGNMENT, & COMMUNICATION Photographer: Jiří Děcký
  10. 10. OF Photographer: Philippe Heckel
  11. 11. Roadmap of Roadmaps ROADMAP OF ROADMAPS
  12. 12. Inter-team Dependencies CROSS TEAM DEPENDENCIES
  13. 13. IMPEDIMENT REMOVAL TEAM Illustrator: Matthew Salerno
  14. 14. TOOLS AND FACILITATION Photographer: Erich Stüssi
  15. 15. DEVELOPMENT
  16. 16. DEFINE THE ROLES Source: http://fonday.ru/images/tmp/8/9/image/8935
  17. 17. PROVIDE LEARNING OPPORTUNITIES
  18. 18. DEFINE AREAS OF GROWTH
  19. 19. PROVIDE ONGOING FEEDBACK
  20. 20. ENGAGEMENT 20
  21. 21. ROLL YOUR OWN STORY Photographer: Phil Roeder
  22. 22. ADVOCATE TO INNOVATE
  23. 23. LEVERAGE AND PARLAY SUCCESS
  24. 24. ENABLE PRIDE IN WORK
  25. 25. TOKENS AND SYMBOLS MATTER
  26. 26. BE SILLY AND HAVE FUN Photographer: View Minder
  27. 27. NETWORKING 29
  28. 28. TEAM PARTICIPATION Kaplan Team at NYC Open Space 2012
  29. 29. PARTNERSHIPS&EXPERIENCE SHARING Agile Case Study Workshop with PMI
  30. 30. EXTERNAL COMPETITIONS AND TRAINING
  31. 31. AGILE/LEAN MEETUP
  32. 32. BLOGGING
  33. 33. AGILE EVENTS CALENDAR
  34. 34. COLLABORATION 36
  35. 35. COMMUNITIES OF PRACTICE Scrum Master Forum, Product Owner Round Table Photographer: James Clear
  36. 36. SCRUM MASTER ROTATION Photographer: Patrick Adwriter
  37. 37. EXPERIENCE SHARING Photographer: Marko Forsten
  38. 38. EVALUATION 40
  39. 39. CHECK YOUR BEARINGS Photographer: Michael Salerno
  40. 40. & TRACK OVER TIME BASELINE (BEFORE) DECEMBER 2013 APRIL 2011
  41. 41. LOOK FOR TRENDS
  42. 42. WHERE SHOULD WE INVEST?
  43. 43. KEY STAKEHOLDERS PLAY
  44. 44. MISTAKE: PRACTICES OVER VALUES Team Daily Stand-Up Agile Rollout Grad Apps Grad Products Nursing Med PMBR Core Services Core Data Reporting Biz System1 Pre-enroll CRM Biz System2 Post-Enroll Proj Athena Rev Man* LMS & Brain For Projects Sprint Planning Demo Rehearsal Demo Sprint Retro
  45. 45. TOO COMPLICATED
  46. 46. SIMPLE FEEDBACK MECHANISMS
  47. 47. OTHER MEASURES TO CONSIDER BUSINESS OUTCOMES QUALITY METRICS CUSTOMER RELATED
  48. 48. CONTINUALLY ADJUST
  49. 49. ORIGINAL PRACTICES OUR FINDINGS • Scrum • Flexibility in customizing the framework that works for teams • Coaching based on coaches’ availability • Dedicated coaching • Coach all teams • “Pull” model rather than “push” • Focus on practices and processes • Focus on organizational culture • Software teams • Any teams • Standard set of scrum ceremonies • Custom ceremonies (CPI, Book club), team traditions EVALUATE YOUR CADENCE. LEARN CONSTANTLY
  50. 50. ENTERPRISE CADENCE Ilio Krumins-Beens, Mariya Breyter Ilio Krumins-Beens: ilio.krumins-beens@kaplan.com // @iliokbagile Mariya Breyter: mariya.breyter@kaplan.com // @mbreyter
  51. 51. Window of Opportunity Photographer: Bachmont
  52. 52. DOG FOODING Photographer: JnL
  53. 53. GET IT GOING, THEN LET GO Agile Practitioner’s Lunch & Learn Events (APLLE) Photographer: Micky Zlimen
  54. 54. NOT EVERYTHING STICKS Scrum Master Milk & Cookies Photographer: Dayland Shannon
  55. 55. FACILITATION & TOOLS
  56. 56. FACILITATION AND TOOLS
  57. 57. LOOKING FOR HIGHEST VALUE
  58. 58. CONTRIBUTING TO AGILE COMMUNITY
  59. 59. SUGGEST CAREER PATH Tasks: - is a Scrum Master on one or two medium or large teams; - performs work independently; - participates/volunteers within scrum master community; - performs all tasks in accordance with KTP Scrum Master role description. - team(s) follow all Agile principles and meet commitment for over 70% of their sprints. Tasks: - is a Scrum Master on two medium –size Agile teams or one consolidated team; - Performs all tasks in accordance with KTP Scrum Master role description; - builds a self-organizing and high-performing team which meets commitment 90% of sprints; - suggests solutions to complex issues with multiple teams involved; - - garners respect within the scrum master community. Experience and skills: - 1-5 years of SM experience; - thoroughly understands software delivery process, - possesses subject matter expertise in teams’ products, - possesses CSM or relevant certification (preferable); - participates in Agile community, - attends external Agile events and shared Agile best practices with others. Experience and skills: - 3-7 years of SM experience; All skills of SM plus: - superb decision making skills, consensus building, communication and facilitation skills; - possesses CSM, CSP or PMI-ACP certification (preferable); - contributes to agile practices within and outside of Kaplan; - expert-level knowledge of SBU products. Team Leader on a Successful Agile team Scrum Master Team Leader on High Performing Agile teams; Mentor to Others Sr. Scrum Master Tasks: - coaches other scrum masters in Scrum best practices; All tasks of Sr. SM plus: - defines agile practices within and outside of Kaplan; - performs Agile training as needed with over 80% satisfaction rate; - drives complex cross-term issues to effective resolution. Builds and Coaches HighPerforming Agile teams on Enterprise Level Experience and skills: - 5+years of Agile experience and 1+ year of mentoring/coaching; All skills of Sr. SM plus: - consulting and/or training experience, - ability to build consensus and explain Agile values to the teams, - possesses CSP, PMI-ACP, or related certification; - positive attitude and ability to propose effective solutions. Agile Coach
  60. 60. ENVISION CAREER PROGRESSION Product Owner Business or IT Executive Associate Product Owner Product Manager Scrum Master Sr. Scrum Master Functional Manager Agile Coach
  61. 61. EXPERIENCE SHARING Presenting at External Events Bob Fischer and Jason Novak
  62. 62. Evaluation Collaboration Networking Engagement Development Assistance Coaching

×