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Five Steps to a More Agile Organization

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Adopting Agility across an Enterprise
Presented by Arlen Bankston (2013)

Published in: Business

Five Steps to a More Agile Organization

  1. 1. Five Steps to a More Agile Organization Adopting Agility across an Enterprise
  2. 2. Meet your Presenter Arlen Bankston • Co-Founder of LitheSpeed, LLC • User experience & product development background • 14 years of Agile experience • Lean Six Sigma Master Black Belt • Lately 40% training, 20% each of coaching, product development & management 2
  3. 3. A Common Scenario • Several teams have done well using agile • There is a feeling agile could be applied more broadly 3 • But resource management, metrics, audit and compliance, team structures, customer engagement model, HR practices, etc are all aligned for waterfall delivery • And change management is not one of our core competencies Where do we start?
  4. 4. Enterprise Agile Misalignment 4 Enterprise Dimension Misalignment Agile Approach PMO Too many simultaneous projects. A lot of spending, not a lot of delivery Fewer simultaneous projects. Lower WIP to reduce delivery time Resource Management Focus on utilization by allocating individuals across too many projects Dedicated, independent, cross-functional standing teams with common missions Real Estate Cubes that stifle communication Open spaces for collaboration HR Hiring & performance management not aligned with agile approach Team based performance management and hiring for agile skills Functional Managers Local measures and optimization by activity or skillset Value stream optimization of end-to-end delivery flow Business Partners Big requirements, usually late and inaccurate Light, real-time requirements Compliance Heavy and prescriptive Focused on principles and continuous improvement
  5. 5. Presentation Agenda Build your people • Build a career path • Train by role Make your adoption agile • Educate & align on goals • Establish accountable adoption teams • Launch & assess pilot projects • Expand adoption breadth & depth Focus at all levels • Tone your Portfolio • Release more • Let your teams flow 5 Don’t forget innovation • Scrum patterns • The Lean Startup • Budgeting & Contracting Frameworks are just tools • Core agile frameworks • Scaling Patterns & Methodologies • Agile Tools
  6. 6. Build your People
  7. 7. Agile Team Development Process 7 Determine Standards Standard Work & Experimentation Adjust Standard Work Assessment Learning Teaching Leading Doing Process People Visual Management Systems Lean Management Agile Delivery • Process – Assessing current practices, comparing to Standard Work, and team experimentation to continuously improve practices and processes. • People – Role development and equipping teams with the skills to successfully implement Agile practices. • Product – Product discovery, execution, measurement and learning. RoleDevelopment ProductDelivery StandardWorkAssessment&Evolution Discover Measure Learn Build Product 7
  8. 8. Developing People Agile Role Progression • Provide people with clear paths for developing skills and core competencies • Provide career progression model Learning model • Learning – Acquire knowledge by being a student and mentee • Practicing – Acquire real-world experience • Teaching – Prove and advance expertise by teaching others 8 Learning Teaching Leading Doing People RoleDevelopment 8
  9. 9. Agile Role Progression Establish a personnel development system • Define a clear career progression path for each role • Functional managers establish and maintain • Facilitate knowledge sharing and a collaborative culture 9 Learning Level 1 Practitioner Taken all required training Doing Level 2 Practitioner Practicing within their specific role on an initiative for at least six months Leading Level 4 Practitioner Leading at least 10 training sessions and coaching at least three apprentices within their role Teaching Level 3 Practitioner Leading at least three training sessions and coaching an apprentice within their specific role 9
  10. 10. Training by Role 10 All Agile Practitioners • Core Training: Agile + Lean Overview • Agile Kickoff Boot Camp ScrumMasters, Project Managers & Team Leads • Agile Management Toolset Training • Certified ScrumMaster + PMI ACP Training • Coaching Workshop • Kanban workshop Functional & Departmental Managers • Agile Management & Governance Developers: • Agile Platform and Tool Introduction • Agile Engineering Workshop Testers: • Agile Testing Overview • Testing Tools & Roles Agile Team Members Product Owners & Agile Product Managers • Agile Tools for Product Owners • Agile Requirements Workshop • Certified Scrum Product Owner 10
  11. 11. Make your Adoption Agile
  12. 12. Adaptive Executive Leadership Adapting to Reality in Real Time: • You will need to think holistically in order to remove the broad barriers to adoption • But changing everything may take years • And you won’t get it right the first time • Start with a wide path and get everyone aligned with goals, principles, and a basic approach • Evolve to more detailed, deeper levels of alignment over time • Discover what needs to be done and adapt to the actual problems at hand • Otherwise, you will end up being slow and overly bureaucratic 12 Use Agile to Implement Agile • Discovery of problems and goals • Organizational Release Planning • Incremental and iterative implementation • Retrospective
  13. 13. 1. Educate, Align and Assess Before you begin, take a week or two to: Educate & Align on Principles & Rationale • Educate wide band of organization on principles and practices of agile • Address senior management, middle management, and team leads • Address software dev, QA, BA, PMO, HR, Production Operations, etc Assess the Impacts • Work with each of the groups, at each of the levels, to determine their goals, concerns and possible solutions • Prep each group for the coming pilot projects • Plan for quick, simple first-cut solutions to a wide range of concerns • But don’t go too deep yet 13
  14. 14. 2. Establish Accountable Adoption Teams Big changes require dedicated attention: Executive Agile Steering Group • Set broad, organizational goals • Define measures of success • Communicate to middle management and staff frequently • Review progress regularly • Address organizational barriers to adoption Agile Working Group • A cross-functional problem solving group • SW Dev, QA, Production, BA, PMO, Resource Managers • Anticipate, uncover, address tactical issues • Make recommendations to executive team 14
  15. 15. Some Typical Agile Metrics 158/26/2015 Product (Led by Product Owners & Managers) Process (Led by ScrumMasters & Coaches) People (Led by Functional Managers) External Stakeholder Satisfaction • Quarterly survey • Assessment score Quality: • % Code Coverage • % Scenario Coverage • % Delivered features with zero critical post iteration defect count Delivery Cadence: • Time from concept to cash • Velocity stability Standard Work Assessment Process Adoption • # of Agile teams • # of certifications Process Improvement • Change in Assessment scores • Updates to standard work • Retrospective actions & impacts Associate Engagement /Happiness • Assessment Score Learning Organization • # of Agile Practitioners at various levels Collaboration
  16. 16. Incremental Rollout Strategy Initial Pilots - Pilot Projects With Day- to-Day Oversight by Agile Coaches Expanded Pilots - Projects Using combination of Experienced Associates and Trained Associates with Agile Coaches’ oversight across Multiple Projects Enterprise Rollout - Autonomous agile capability using experienced and trained associates. Occasional Agile Coaches’ involvement on an as-needed consultative basis 16
  17. 17. 3. Launch and Assess Pilot Projects Your first projects need: • Product Owner involved, accountable & empowered to control scope & schedule • ScrumMaster empowered to control process • Dedicated, integrated team • Executive support for learning and exploration • Short term initial release timeline (< 3 months) • Potential for measurable business results and impact 17 Thanks to Mike Cohn for the image: http://blog.mountaingoatsoftware.com/four-attributes-of-the-ideal-pilot-project
  18. 18. 4. Expand Adoption Breadth & Depth After some initial wins, grow and mature: • Expand Agile to encompass agile engineering practices that will allow teams more agility: – Daily build capability and continuous integration – Automated testing: unit, system and acceptance testing – Test-Driven Development – Emergent architecture and design – Pair-programming • Use Agile for outsourced or off-shored projects • Use Agile on larger, more complex projects 18
  19. 19. Focus at all Levels
  20. 20. Interactive Layers of Planning Story (Backlog Item) What user or stakeholder need will the story serve? Story Details How will it specifically look and behave? Low-fi Prototypes & Wireframes How will I know it’s done? Acceptance Tests Iteration / Sprint What specifically will we build? User Stories & Scenarios How will this Sprint move us toward release objectives? Sprint Plan Development Tasks Release How can we release value incrementally? Release Roadmap, Story Map What subset of business objectives will each release achieve? Release Plan What user constituencies will the release serve? Personas, Stakeholders What general capabilities will the release offer? Epics, Features Product / Project What business objectives will the product fulfill? Product Roadmap Product Goals Product Charter / Lean Canvas Vision, Unique Value Proposition Company Vision What is our value proposition and how do we differentiate? Vision Statement Product Portfolio What is our mix of products? Product Visions Integrated Roadmap 20
  21. 21. Focused Portfolio • Terminate sick projects • Split large projects in smaller ones • Prioritize projects by business value, at least within business unit • Limit development timeframe to months • Re-prioritize projects regularly 21 1 Development 3 24 Little’s Law WIP completion rate Business Goals & Strategy Production Sunset Cycle Time = Backlog
  22. 22. Focused, Stable Teams • Multiple, stable teams each focused on one thing at a time • Dedicated to platforms or lines of business • Platform owner prioritizes next project • Result: – Support multiple lines of business simultaneously – Focused effort results in quick delivery for individual projects – Clear accountability – Stability and predictability 22 Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
  23. 23. Focused Releases 23 R3: Progress Tracking Benefit: Powerful & beautiful improvement visualization & reporting. Features: • Visualize Sprint Rating, Happiness Index, Action Results, Customer Satisfaction & more. • Custom metrics • Track and trend multidimensional improvement R2: Retrospective Customization Benefit: Make and share your own retros. Features: - More built-in retro flows & visualizations - Customizable questions and flow - Tips for moderators R1: Guided Retrospective (MVP) Benefit: A guided retrospective that tracks improvement & works for remote teams too. Features: - Moderate retros locally or remotely - Facilitates and tracks retros - Plan and review actions and their results
  24. 24. Scaling Agile Teams Productive, independent, self-organizing teams: • Independent, cross-functional • Grow poly-skilled individuals • Size limit of 5-7 people, ideally • To scale, create new integrated Agile teams • Coordinate among teams via an Agile PMO 24
  25. 25. Don’t Forget Innovation
  26. 26. Scrum in an R&D Context Sprint Review includes analysis of “validated learning”, explicit decision to “Pivot or Persevere” and dedicated scan for “happy accidents” “Potentially Shippable product” includes MVP with experiments to validate assumptions Product Backlog includes explicit list of assumptions or decisions that PO needs to validate, or risks that must be addressed 1 2 3 Thanks to Alex Brown at Scrum Inc for the illustration26
  27. 27. The Lean Startup Cycle Ideas Product Data Build Measure Learn 27 • Clear, short-term experiments • Direct customer observation and interaction • Release planning driven by feedback data • High-quality agile development with strong UX
  28. 28. Two Central Lean Startup Concepts A “Minimum Viable Product” might be: Learning: Onsite observation, fake menus, ads Pitching: Preorders, comparisons, joint design Experiencing: Concierge, prototypes The Minimum Viable Product (MVP) The Pivot Based on what you learn, you might: • Target another customer group • Target a different need • Expand or contract feature focus • Change platforms or architecture • Change channels Early releases focus on quickly & cheaply testing ideas Later releases focus on scaling 28
  29. 29. Budgeting & Contracting Shifts • Innovation accounting • Sustaining vs. disruptive innovation management • Appropriate financial accounting processes • Modular development 29
  30. 30. Frameworks are just Tools
  31. 31. The Agile Landscape “Agile” describes a number of related methods. Scrum is the most popular. • Scrum Jeff Sutherland and Ken Schwaber • eXtreme Programming Kent Beck, Ward Cunningham, Ron Jeffries • Kanban David Anderson Source: 2010 State of Agile Development Survey, VersionOne Scrum Scrum / XP 31
  32. 32. Scaling Patterns & Methodologies Frameworks for scaling agile are growing in popularity. Refer to them, but don’t rely on them. • Scaled Agile Framework (SAFe) • Disciplined Agile Delivery (DAD) • Large-Scale Scrum (LeSS) http://www.scaledagileframework.com http://www.crosstalkonline.org/storage/issue-archives/2013/201305/201305-Larman.pdf32
  33. 33. Use Tools that Support Scaling Agile lifecycle management tools should support the program and portfolio levels: • VersionOne • AgileCraft • LeanKit Kanban 33 Create a simple but reliable process: • Standardize high-level process steps, deliverables, tools and artifacts • Agree on process audit procedures • Develop standard process metrics
  34. 34. Parting Thoughts
  35. 35. In Summary 35 Enterprise Dimension Misalignment Agile Approach PMO Too many simultaneous projects. A lot of spending, not a lot of delivery Fewer simultaneous projects. Lower WIP to reduce delivery time Resource Management Focus on utilization by allocating individuals across too many projects Dedicated, independent, cross-functional standing teams with common missions Real Estate Cubes that stifle communication Open spaces for collaboration HR Hiring & performance management not aligned with agile approach Team based performance management and hiring for agile skills Functional Managers Local measures and optimization by activity or skillset Value stream optimization of end-to-end delivery flow Business Partners Big requirements, usually late and inaccurate Light, real-time requirements Compliance Heavy and prescriptive Focused on principles and continuous improvement
  36. 36. Contact Us for Further Information 36 Arlen Bankston Vice President Arlen.Bankston@lithespeed.com Sanjiv Augustine President Sanjiv.Augustine@lithespeed.com www.lithespeed.com "I only wish I had read this book when I started my career in software product management, or even better yet, when I was given my first project to manage. In addition to providing an excellent handbook for managing with agile software development methodologies, Managing Agile Projects offers a guide to more effective project management in many business settings." John P. Barnes, former Vice President of Product Management at Emergis, Inc.

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