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Agile organization transformation in big enterprise

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Agile organization transformation in big enterprise.
A quick overview of an Agile transformation programme

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Agile organization transformation in big enterprise

  1. 1. Bip - Business Integration Partners businessintegrationpartners.com AGILE ORGANIZATION TRANSFORMATION IN A BIG ENTERPRISE Nicola Sfondrini February 2018
  2. 2. 2 businessintegrationpartners.com What I’m doing Research area coordinator Nicola Sfondrini Manager and team leader Research area coordinator Executive Ph.D. candidate Mentor and ambassador Something about myself AGILE ORGANIZATION TRANSFORMATION IN A BIG ENTERPRISE
  3. 3. 3 businessintegrationpartners.com To Agile or not to Agile? …a new threat was underestimated They weren’t able to be agile and quickly adapt to the new scenario Strong, powerful, a real dominator but… T-Rex Big media enterprise Meteorite Disruptive companies
  4. 4. 4 businessintegrationpartners.com Big enterprises vs disruptive companies Business Tech. generation Processes Employees Tech. skills Culture One product focused Multiple products focused Digital native Complex IT department Agile oriented processes Tailored and waterfall processes Small reality Several recourses Business needs focused Based on growth and acquisitions Fail-fast approach Resistance to change Introducing Agile methodologies in big enterprises is challenging
  5. 5. 5 businessintegrationpartners.com Agile pilot(s) Events (e.g. tech days) Agile fails in case of… Agile transformation enablers mitigate the probability of failure 42% …immature company culture 37% …external pressure 38% …lack of mgmt. sponsorship 44% …lack of skills and experience 33% …resistance to change *Source: State of agile - Survey, 2017 Agile enablers in a big enterprise Agile transformation projects succeed mainly when company culture embraces core agile values and there is a spread knowledge and experience of agile methodologies*
  6. 6. 6 businessintegrationpartners.com Media operator | Original CIO organization Chief Information Officer DC facility management Security Compliance Service Delivery Demand management Service Design Infrastrutture Operations Application Operations Waterfall processes • Organization based on ITIL and waterfall approach Process • Waterfall based only processes • No Agile oriented tools • Strong information fragmentation among tools • Consolidated use of Skype for business • CIO main sponsor for Agile adoption • No Agile expertise available in the company • Low knowledge transfer attitude Legend: Waterfall based Scrum based Kanban based
  7. 7. 7 businessintegrationpartners.com • cross-functional and full-dedicated virtual teams • business units as “support teams” to share on demand vertical skills Agile main success factors Agile transformation areas A successful agile adoption relies on four main areas to enable the overall corporate transformation • customised selection criteria to properly assess IT projects • re-engineered E2E design and transition phases Process • common set of agile tools to facilitate collaboration • centralized IT services broker for internal and external services (APIs based) • dedicated trainings at different levels supported by agile coaches & consultants • team members interchangeability adopting mutual training on-the-job
  8. 8. 8 businessintegrationpartners.com The adoption of agile methodologies requires a continuous fine tuning across the four main transformation areas to ensure an effective agile maturity Agile transformation | Bip approach Process The agile transformation relies on 4 main sprints Pilot Scale Refine Adopt
  9. 9. 9 businessintegrationpartners.com Agile transformation | Pilot • Define of a short-list the projects suitable for agile pilot • Define the communication strategy • Set up the agile virtual team and engage key stakeholders • Define of projects selection criteria • Identify the proper agile methodology • Define a basic agile operating model and accountabilities • Identify the key change management activities Process • Assess Agile tools readiness • Analyse the features to support selected pilot project • Adopt “basic” agile tools • Organize events to present the agile pilot initiatives • Schedule agile training sessions for virtual team members and key stakeholders (IT and business)
  10. 10. 10 businessintegrationpartners.com Media operator | Pilot phase organization Chief Information Officer DC facility management Security Compliance Service Delivery Demand management Service Design Infrastrutture Operations Application Operations • Implementation of an Agile virtual team to deploy a critical project • Agile expert consultants engaged as Scrum Master and Agile Coach Process • Scrum selected as suitable Agile methodology • Definition of clear roles and accountabilities • Lifecycle management • Team collaboration • Organization of the “Agile day” • Agile training plan definition and execution Cloud broker Legend: Waterfall based Scrum based Kanban based
  11. 11. 11 businessintegrationpartners.com Agile transformation | Refine • Consolidate the Agile team structure • Implement the Agile support teams • Define agile projects roadmap based on business priorities • Consolidate the agile selection criteria • Define agile oriented KPIs and critical success factors • Implement base operating and support models Process • Select and implement agile tools • Integrate agile tools with existing enterprise systems (e.g. ticketing, monitoring, etc.) • Share agile team knowledge and key lessons learned • Extend training sessions to all the stakeholders
  12. 12. 12 businessintegrationpartners.com Media operator | Refine phase organization Chief Information Officer DC facility management Security Compliance Service Delivery Demand management Service Design Infrastrutture Operations Application Operations • Cloud broker Agile team consolidated as product line • Agile expert consultants engaged as Scrum Master, Agile Coach and Kanban Lead Process • Scrum selected for software development • Kanban adopted for infrastructure and application operations • Continuous Agile sponsorship • Vertical training on Scrum and Kanban Cloud broker • Lifecycle management • Team collaboration • Source code management Legend: Waterfall based Scrum based Kanban based
  13. 13. 13 businessintegrationpartners.com Agile transformation | Adopt • Create an agile Center of Excellence to drive agile teams • Transform agile teams into responsible groups for specific service lines • Identify new projects to be managed in agile • Customize agile methodology • Refine and implement KPIs monitoring • Consolidate operating and support models implementation Process • Adopt a common set of agile tools configured to satisfy technical and business requirements • Track lessons learned within agile team management tool • Empower agile Center of Excellence resources skills (e.g. certifications, workshops, etc.) • Organize trainings to upskill agile teams competences (e.g. DevOps, hybrid agile methodologies, etc.)
  14. 14. 14 businessintegrationpartners.com Media operator | Adopt phase organization Chief Information Officer DC facility management Security Compliance Service Delivery Demand management Service Design Infrastrutture Operations Application Operations • Creation of an Agile Center of Excellence • Key experts insourced • Creation of different product lines managed in Agile Process • Scrum selected for software development • Kanban customised to facilitate a wide adoption • Training managed by internal employees (Agile certified) • Vertical training hybrid Agile methodology and DevOps Agile CoE • Lifecycle management • Team collaboration • Source code management • Continuous integration Legend: Waterfall based Scrum based Kanban based Cloud Broker Big Data Digital services
  15. 15. 15 businessintegrationpartners.com Agile transformation | Scale • Implement governance layer to oversee different agile teams • Replicate agile team structure for each agile initiative • Adopt common agile processes to foster synergies across the organization • Refine a consolidate customized agile methodology (e.g. scrum of scrum) Process • Adopt cross departments agile tools to involve both business and technology departments • Create agile best practices • Share agile project experiences thanks to structured job rotation initiative • Sponsor agile across the entire organization and support “continuous delivery”
  16. 16. 16 businessintegrationpartners.com Media operator | Scale phase organization Chief Information Officer DC facility management Security Compliance Demand management • Creation of mode 1 and mode 2 organization • Creation of different and independent products lines Process • Scrum selected for software development • Kanban customised to facilitate a wide adoption • Definition of tailored Agile best practices • Training managed by internal employees (Agile certified) • Vertical training hybrid Agile methodology and DevOps Agile CoE • Lifecycle management • Team collaboration • Source code management • Continuous integration Legend: Waterfall based Scrum based Kanban based Standard IT Mode 1 Cloud Broker Infrastructure services Platform services Digital services Agile IT Mode 2
  17. 17. 17 businessintegrationpartners.com • Agile projects should not follow the standard approval process (waterfall based) • A common agile operating model enables synergies across the agile teams • Agile teams must be fully dedicated since the early phases • Virtual teams should be used only during the pilot phase • An agile Center of Excellence simplifies a scaled the agile adoption Lessons learned Processes • Agile tools guide the activities through the agile flow • Agile team management tools facilitate the collaboration among teams • Continuous integration tools are key in short release cycles Tools Organization Approach • Top management sponsorship is crucial to facilitate the agile adoption • Open access agile events and dedicated training sessions reduce the resistance to change
  18. 18. Bip - Business Integration Partners businessintegrationpartners.com Thank you! Nicola Sfondrini e-mail nicola.sfondrini@mail-bip.com mobile IT +39 348 123 4528

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