This document discusses transformation from traditional to agile approaches. It notes that while many organizations are adopting agile methods, true transformation requires changing the organization at all levels, not just project management. Common misunderstandings about agile include thinking self-organizing teams don't need managers or that the team must decide everything. True transformation involves engaging managers and understanding the goals of changing the business.

1. transformation
journeyI S A B E L A L L E N G O M E S
A G I L E P O R T U G A L 2 0 1 8

2. 2
isabel allen gomes
www.linkedin.com/in/isaallengomes
isa.allen.gomes@gmail.com
isagomes@nokia.com
about me

3. transformation
3
adoption or

4. 4
A G I L E
M A T U R I T Y
19%
4%
2%
E X P E R I M E N T I N G
C O N S I D E R I N G
I N I T I A T I V E
N O I N I T I A T I V E
V E R S I O N O N E , I N C .
E X P L O R E . V E R S I O N O N E . C O M
59%
12%
4%
S T I L L M A T U R I N G
H I G H L E V E L
C O M P E T E N C Y
E N A B L I N G
A D A P T A B I L I T Y
agile maturity

5. 5
V E R S I O N O N E , I N C .
E X P L O R E . V E R S I O N O N E . C O M
94% P R A C T I C I N G
A G I L E
agile maturity
“ S T I L L M A T U R I N G ”
O R B E L O W84%

6. A G I L E A D V I C E
W W W . A G I L E A D V I C E . C O M
transformation
there is still a big gap between an agile adoption and an agile
transformation.
a gap between doing agile methods for project management and
transforming your organization to become agile in all aspects of its work.
most people are “doing” and “adopting” agile, not doing the deep
transformation.
6
adoption or

7. W E B F I N A N C E I N C .
W W W . B U S I N E S S D I C T I O N A R Y . C O M
transformation
process
changes made in a business or other organization
which improve the company's employee and
management participation in the development of
the business.
7

8. 8
C H ANGE
changes made in
organization which…
…improve employee
and management
participation…
BUSINE SS
…in development of
business
TE AMS

9. 9
Poor Fair Good Excellent
E F F E C T I V E N E S S O F C H A N G E M A N A G E M E N T
94%76%42%15%
P R O S C I I N C .
B L O G . P R O S C I . C O M
change % M E T O R E X C E E D E D P R O J E C T
O B J E C T I V E S

10. 1 0
change
awareness
knowledge
desire
ability
reinforcement
P R O S C I I N C .
B L O G . P R O S C I . C O M
M A R C E L B A L M , 2 0 0 0
adkar behavioral
understanding
receptiveness
doing
preservering
wanting to
being able to

11. teams
1 1
J U R G E N A P P E L O
W W W . H A P P Y M E L L Y . C O M
MANAGING FOR HAPPINESS
treating employees like adult human beings might be common sense,
but it is not common practice

12. teams
1 2
E S T H E R D E R B Y
W W W . E S T H E R D E R B Y . C O M
MISCONCEPTIONS ABOUT SELF-ORGANIZING TEAMS
self-organizing teams don’t need managers
S T E F F A N S U R D E K
W W W . F O R B E S . C O M
MISUNDERSTANDINGS OF SELF-ORGANIZED TEAMS
the team has to decide everything
J U L I A N B A Y E R
W W W . S C R U M . O R G
THE TOP 5 MISUNDERSTANDINGS ABOUT SCRUM AND AGILE
scrum means that senior management should keep their
mouth shut as we are a self-organizing team

13. teams
1 3
S T E F A N W I L L U D A
B L O G . B O R I S G L O G E R . C O M
AGILE TRANSFORMATION: IT IS NOT ABOUT YOUR MANAGERS’ BUY-IN
what you want is personal involvement and engagement of your top-
managers
J U R G E N A P P E L O
W W W . H A P P Y M E L L Y . C O M
MANAGING FOR HAPPINESS
the job of management is not to select the best ideas; it is to create a
great system that allows for the best ideas to emerge

14. teams
1 4
decide everything
self organizing
job of management
human beings
goal
engagement
N O N - D E V E L O P M E N T

15. 1 5
teams
N O N - D E V E L O P M E N T

16. business
1 6
WHAT
transformation
HOW
change
WHY
WHO
teams
?

17. business
1 7
J O H N Y O R K E
W W W . I N F O Q . C O M
TRANSFORMING FROM PROJECTS TO PRODUCTS
agile transformation is often presented as the objective, when in reality
it should be a strategy to reach a goal
taking some time understanding what your goal really is, will make any
transformation far more likely to succeed

18. business
1 8
are your customers dissatisfied
J O H N Y O R K E
W W W . I N F O Q . C O M
are your products missing the mark
do you (or your clients) feel you are not getting value for money
are you slow to market
is your ROI on software development too low
are you losing key development staff
?
?
?
?
?
?
are our customers satisfied
are our products achieving the mark
are we (or our clients) getting value for money
are we fast to market
is our ROI high enough
are we retaining our key staff

19. 1 9
T H E 2 0 1 7 S T A T E O F D I G I T A L T R A N S F O R M A T I O N
M A R K E T I N G . P R O P H E T . C O M
business
evolving customer and employee
behaviors and preferences
65%
T O P K E Y D R I V E R O F
T R A N S F O R M A T I O N
completely mapped their customers'
journey to define and prioritize
transformation strategies
C U S T O M E R E X P E R I E N C E
35% 31%
lack of talent and expertise
C H A L L E N G E S I N T H E P U R S U I T
O F T R A N S F O R M A T I O N

20. perception that transformation is a
cost center and not an investment
31%
C H A L L E N G E S I N T H E P U R S U I T
O F T R A N S F O R M A T I O N
2 0
T H E 2 0 1 7 S T A T E O F D I G I T A L T R A N S F O R M A T I O N
M A R K E T I N G . P R O P H E T . C O M
business

21. 2 1
business
M A N I F E S T O
W W W . R E S P O N S I V E . O R G
P R O F I TP U R P O S E
H I E R A R C H I E S
C O N T R O L L I N G
P L A N N I N G
P R I V A C Y
N E T W O R K S
E M P O W E R I N G
E X P E R I M E N T A T I O N
T R A N S P A R E N C Y

22. 2 2
transformation
journey

23. ( q || a ) && ( a || q )
2 3
q & a
q || a

24. thx!
2 4
I S A B E L A L L E N G O M E S
A G I L E P O R T U G A L 2 0 1 8