Mike Cottmeyer, profile picture
Uploaded byMike Cottmeyer
KEY, PDF93,005 views

Enterprise Agile Transformation Strategies

The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.

Embed presentation

Downloaded 3,794 times
1 / 147
2 / 147
Most read
3 / 147
4 / 147
Most read
5 / 147
6 / 147
7 / 147
Most read
8 / 147
9 / 147
10 / 147
11 / 147
12 / 147
13 / 147
14 / 147
15 / 147
16 / 147
17 / 147
18 / 147
19 / 147
20 / 147
21 / 147
22 / 147
23 / 147
24 / 147
25 / 147
26 / 147
27 / 147
28 / 147
29 / 147
30 / 147
31 / 147
32 / 147
33 / 147
34 / 147
35 / 147
36 / 147
37 / 147
38 / 147
39 / 147
40 / 147
41 / 147
42 / 147
43 / 147
44 / 147
45 / 147
46 / 147
47 / 147
48 / 147
49 / 147
50 / 147
51 / 147
52 / 147
53 / 147
54 / 147
55 / 147
56 / 147
57 / 147
58 / 147
59 / 147
60 / 147
61 / 147
62 / 147
63 / 147
64 / 147
65 / 147
66 / 147
67 / 147
68 / 147
69 / 147
70 / 147
71 / 147
72 / 147
73 / 147
74 / 147
75 / 147
76 / 147
77 / 147
78 / 147
79 / 147
80 / 147
81 / 147
82 / 147
83 / 147
84 / 147
85 / 147
86 / 147
87 / 147
88 / 147
89 / 147
90 / 147
91 / 147
92 / 147
93 / 147
94 / 147
95 / 147
96 / 147
97 / 147
98 / 147
99 / 147
100 / 147
101 / 147
102 / 147
103 / 147
104 / 147
105 / 147
106 / 147
107 / 147
108 / 147
109 / 147
110 / 147
111 / 147
112 / 147
113 / 147
114 / 147
115 / 147
116 / 147
117 / 147
118 / 147
119 / 147
120 / 147
121 / 147
122 / 147
123 / 147
124 / 147
125 / 147
126 / 147
127 / 147
128 / 147
129 / 147
130 / 147
131 / 147
132 / 147
133 / 147
134 / 147
135 / 147
136 / 147
137 / 147
138 / 147
139 / 147
140 / 147
141 / 147
142 / 147
143 / 147
144 / 147
145 / 147
146 / 147
147 / 147
Exploring Enterprise Agile Transformation Strategies Mike Cottmeyer, Enterprise Agile Coach LeadingAgile, LLC
Mike Cottmeyer mike@leadingagile.com 404.312.1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer
The Problem...
The Problem... Having lots of agile teams in an enterprise isn’t enterprise agility • Sometimes organizations fall into the trap of thinking that having agile teams means they have an agile organization • Enterprise agility is when all the parts of the organization work together to create Agile outcomes • The entire delivery capability of the enterprise has to be focused on agile principles and execution
The Problem... Focusing only at the team level can result in local optima within your organization • Sometimes a team can perform well at Scrum, but the business doesn’t see any incremental value from their investment • Sometimes a high-performance team can disrupt other functions in the organization if the upstream and downstream processes are not able to work at the same pace
The Problem... Team level Agile practices are different from Agile practices at scale • The practices we put in place at the team level often don’t work when we apply them in larger organizations • Practices have to adapted at scale to accommodate more diverse groups of stakeholders and more complicated value streams
The Problem... Agile at scale requires a broader set of tools and techniques • Scrum and XP at the team level • Kanban and Lean at the program and portfolio level • RUP and Traditional Project Management at the Enterprise
We are just now starting to put all the pieces together...
The Solution...
The Solution... Part One First... we do have to get team level agile right. We are going to talk about some of the things you can do that will lead to successful team-level Agile transformations. • The fundamentals behind why Agile works • Common challenges that cause Agile to fail • What does it look like when things are really going well? • What is different about an enterprise-level Agile transformation?
The Solution... Part Two Next we will explore a safe, pragmatic, iterative and incremental framework for transforming any sized organization... • Define the organizational competencies required at all levels of the enterprise • How to adapt agile competencies for scale • How to adapt agile competencies for cadence
The Solution... Part Three We’ll discuss the three major areas you need to pay attention to in order to execute a safe and pragmatic enterprise Agile transformation... • Establishing an agile org structure • Introducing disciplined Agile practices • Intentionally addressing people and culture
The Solution... Part Four Finally, as we begin to wrap-up the talk, we’ll explore a few things that will help you put all of this together... • Overview of the model end-to-end • If we have time... case studies
The Solution... Part One How Does Agile Work and Why Does it Fail?
What Makes Agile Work?
What Makes Agile Work? Teams stay together and are highly engaged • Agile practices are built around cross- functional teams that have everything necessary to deliver an increment of value to the organization • Teams that stay together over time tend to be more productive than teams that are constantly forming and reforming • Empowered self-directed teams are able to own the solution and creatively solve
What Makes Agile Work? Teams are focused on a queue of projects or product enhancements • Rather than forming teams to deliver projects, agile methods leave teams together and funnel project through teams • The project list is basically a prioritized backlog of work that a team is responsible for delivering
What Makes Agile Work? Minimize dependencies and strive for loose coupling between teams • The more coupling we have between teams, the more difficult it is to change direction when we learn something new about the emerging product • Teams that have external dependencies are not able to make and meet commitments because they don’t have everything necessary to own the commitment
What Makes Agile Work? Fully engaged business partners • Many organizations are guilty of throwing ill- defined requirements over to the delivery teams, constantly changing direction through the life of the project, and holding teams accountable for on-time delivery • Agile is geared for change, but requires close collaboration between stakeholders and teams to make real-time tradeoffs as the product is in development
What Makes Agile Work? Attention to getting done and completing work before new work is started • Delivering an increment of working, tested, potentially shippable software on regular time intervals assures that we can measure progress against real, measurable product outcomes
What Makes Agile Work? Technical excellence and continuous attention to product quality • The underlying health of the system is a critical success factor for running successful agile projects • Defects and technical debt impact product delivery in unpredictable ways making it nearly impossible to reliably make and meet commitments
What Makes Agile Fail?
What Makes Agile Fail? Agile team is a local optimization and out of alignment with the rest of the business • Pilot teams are formed and given everything they need to be successful at the expense of the rest of the delivery organization • Teams can deliver product faster than the organization can consume it • Teams starve the requirements queue because Strategy and Product Management can’t keep up
What Makes Agile Fail? Project driven organizations or uneven investment across product lines • Very difficult to keep cross-functional teams together over time because the investment mix is constantly changing • Organizations tend to want to matrix people across multiple teams at the same time
What Makes Agile Fail? Value is either too broadly defined or too narrowly defined • Overly vague requirements lead the development team to fill in the gaps based in their own knowledge and experience • Overly specified requirements lead to an activity based mentality rather than a value based mentality
What Makes Agile Fail? Organizational structures and product architectures work against establishing cross functional teams • Matrix organizations and functional silos make it very challenging to create high-performing agile teams • Tightly coupled legacy architectures make it difficult to organize teams around feature groups or components within the solution framework
What Makes Agile Fail? Overly political cultures and lack of trust • Command and control leadership • Micromanagement • Disempowering language
What Makes Agile Fail? Inability to balance capacity and demand • Invalid and inaccurate estimates • Inability to make and meet commitments • More work than the teams can possibly deliver in the timeframes expected
What Makes Agile Fail? Looking at agile as a process overlay rather than a transformative event in your organization • Agile is just something that the developers do • Not recognizing the broad organizational change necessary to make an agile transformation sustainable
A Well Formed Agile Organization
A Well Formed Agile Organization Cross functional teams aligned directly to solve business problems • Products • Features • Programs • Components • Services • Business Capabilities
A Well Formed Agile Organization Clear voice of the business and a willingness to make tradeoffs to meet time and cost constraints • Highly engaged product ownership • Willingness to deal with reality • Focus on maximizing value and reducing risk
A Well Formed Agile Organization Individual empowerment and shared accountability for outcomes • Establish boundaries and ownership but empower within those boundaries • Teams own outcomes not activities
A Well Formed Agile Organization Disciplined attention to technical excellence and product quality • Technical excellence stabilizes the requirements delivery function
A Well Formed Agile Organization Predictable, accountable, able to consistently make and meet commitments • Teams have the ability to consistently do what they say they are going to do • Predictable agile teams are the foundational element of a predictable agile enterprise
Reinventing Agile Situationally specific strategies at scale to solve these problems and maintain business agility • How do team level competencies need to be adapted to take into consideration issues of scale and the different planning horizons required in larger enterprises • How do you build the necessary organization, introduce new practices, and start shifting the culture in a way that leads to sustainable organizational change
The Solution... Part Two Competencies, Frequency, and Scale
Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
Visualizing Improvement
Visualizing Improvement
Visualizing Improvement
Competencies at Scale • Team • Multi-Team • Program • Portfolio • Enterprise
Team Agility Scrum Team
Multi-Team Agility Scrum Scrum Team Team
Multi-Team Agility Scrum Scrum Scrum Team Team Team
Multi-Team Agility Scrum Scrum Scrum Scrum Team Team Team Team
Program Agility Product Team Scrum Scrum Scrum Scrum Team Team Team Team
Program Agility Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Portfolio Agility Portfolio Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Enterprise Agility Strategy Portfolio Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Enterprise Agility Strategy Portfolio Support Team Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Competencies in Time • Continuous • Daily • Strategic Iteration • Release Release • Strategic Iteration Daily Continuous
Competencies in Time • Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
Competencies in Time • Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
Competencies in Time • Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
Competencies in Time • Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
Competencies in Time • Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
The Solution... Part Three The Agile Adoption and Transformation Lifecycle
Adoption vs. Transformation First... we want to untangle two words that sometimes can be used interchangeably • Agile Adoption is about what you do... practices, tools, techniques, ceremonies, and habits • Agile Transformation is about who you are... reflected in both the structure of the organization and who you are as people Long term results require both adoption and transformation to be successful
Adoption vs. Transformation Second... we want clearly articulate the three major focus areas that must be addressed interdependently • Organizational Structure is about how you create teams and how you organize them • Agile Practice is about the methods and tools you choose to introduce • People and Culture is about changing hearts and minds of the individuals in the organization All three aspects are essential to sustain agility
Incremental vs. Iterative Third... we want introduce the notion that introducing Agile is an iterative and incremental process for you organization • Iterative is when parts of the system are developed at different times and integrated as they are completed • Incremental is when you go back over parts of the system making improvements The strategy is to increment the organization by building teams and iterate the teams over time
Incremental vs. Iterative Courtesy of Jeff Patton
Incremental vs. Iterative Incremental Courtesy of Jeff Patton
Incremental vs. Iterative Incremental Iterative Courtesy of Jeff Patton
Adoption/Transformation Cycle Incrementing and Iterating the Agile Enterprise • Organiza(onal+ Change physical Transforma(on+ structures and introduce teams • Teach people new Personal+ Adopt++ practices and ways Transforma(on+ Prac(ces+ of working • Help people internalize the value system
Adoption/Transformation Cycle Organizational Transformation • Establish top to Organiza(onal+ bottom structure Transforma(on+ and roadmap • Incrementally make changes and Personal+ Adopt++ establish teams Transforma(on+ Prac(ces+ • Define policies and working agreements between teams
Adoption/Transformation Cycle Adopting Practices •Sprint planning, daily stand-ups, Organiza(onal+ product reviews, Transforma(on+ and retrospectives •Identify and train a Product Owner Personal+ Adopt++ and ScrumMaster Transforma(on+ Prac(ces+ •Teach TDD, CI, Story Maps, and MMF
Adoption/Transformation Cycle Personal Transformation • Develop an ability Organiza(onal+ to deal with Transforma(on+ uncertainty and adaptation • Help people work Personal+ Adopt++ toward common Transforma(on+ Prac(ces+ organizational goals • Help foster empathy, trust, and teamwork
Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
The Solution... Part Four Exploring the Integrated Framework
Phase I - Structure Scrum Team
Phase I - Structure Scrum Scrum Team Team
Phase I - Structure Product Team Scrum Scrum Team Team
Phase 2 - Structure Product Team Scrum Scrum Scrum Team Team Team
Phase 2 - Structure Product Team Scrum Scrum Scrum Scrum Team Team Team Team
Phase 2 - Structure Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Phase 3 - Structure Portfolio Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Phase 3 - Structure Strategy Portfolio Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Phase 3 - Structure Strategy Portfolio Support Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement OrganizationalFactors Cultural Enablement 116
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 117
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 118
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 119
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 2 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 120
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 2 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 121
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 2 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 122
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 123
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 124
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 125
Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 126
Phase I - Cadence Strategic Release Iteration Daily Continuous
Phase I - Cadence Strategic Release Iteration Daily Continuous
Phase I - Cadence Strategic Release Iteration Daily Continuous
Phase I - Cadence Strategic Release Iteration Daily Continuous
Phase I - Cadence Strategic Release Iteration Daily Continuous
Phase 2 - Cadence Strategic Release Iteration Daily Continuous
Phase 2 - Cadence Strategic Release Iteration Daily Continuous
Phase 2 - Cadence Strategic Release Iteration Daily Continuous
Phase 2 - Cadence Strategic Release Iteration Daily Continuous
Phase 3 - Cadence Strategic Release Iteration Daily Continuous
A Few Scenarios
Single Team/Single Product Sub 25 person product company and a start-up • Started with team level practices • Lots of attention early to team culture • Began engaging senior leaders on strategy and portfolio management • Currently integrating marketing, sales, and support
Multi-Team/Single Product Sub-100 person product company. 10 years old and privately owned. • Program level first.. established a PO team • 3 tightly integrated Scrum teams • Defined the portfolio governance layer • Established the relationship between strategy and support • Modeled the overall value stream and wrapped the Scrum process in a two-tiered Kanban
Multi-Team/Multi-Product Sub-300 person organization. 100 person development organization. 8 Scrum teams. • Big-bang team-level adoption • Teams aligned by products • Product ownership by product • Program and portfolio level views established • Limiting projects in progress • Solid release planning • Integration with upstream and downstream
Multi-Team/Multi-Product Large multi-national organization. Scope is a 500 person development organization with 55 Scrum teams. • Started with a basic view of the portfolio layer • Portfolio level value stream mapping, RACI • Built out the program management layer with PO teams to develop a requirements management capability • Program level value stream mapping, RACI, introduced agile tooling • Introduced Scrum at the team level
Products of Products Large multi-national company. Geographically dispersed. Products of products. • Scrum teams by product/component • Product Owner teams established • Portfolio level governance model • Lean/TOC planning model • Integration with a traditional PMO for metrics and reporting
Guitar Mummies Source: http://www2.gibson.com/news-lifestyle/features/en-us/219-gibson-custom.aspx
Agile Program and Portfolio Management 9:00 AM | Thursday | Austin 1-3 | Mike Cottmeyer
Mike Cottmeyer mike@leadingagile.com 404.312.1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer Slides at www.leadingagile.com

More Related Content

PPTX
Strategies for Large Scale Agile Transformation
byNishanth K Hydru
 
PDF
10 steps to a successsful enterprise agile transformation global scrum 2018
byAgile Velocity
 
PPTX
Exploring Agile Transformation and Scaling Patterns
byMike Cottmeyer
 
PDF
Agile Transformation
byMax Carlin
 
PPTX
Agile Transformation Journey on Large Scale Projects
byAvinash Bais- Agile Coach - CSPO
 
PDF
MHA2018 - Agile Transformation Explained - Mike Cottmeyer
byAgileDenver
 
PPTX
Rick Austin - Portfolio mangement in an agile world [Agile DC]
byLiminalArc
 
PDF
Why agile is failing in large enterprises
byLiminalArc
 
Strategies for Large Scale Agile Transformation
byNishanth K Hydru
 
10 steps to a successsful enterprise agile transformation global scrum 2018
byAgile Velocity
 
Exploring Agile Transformation and Scaling Patterns
byMike Cottmeyer
 
Agile Transformation
byMax Carlin
 
Agile Transformation Journey on Large Scale Projects
byAvinash Bais- Agile Coach - CSPO
 
MHA2018 - Agile Transformation Explained - Mike Cottmeyer
byAgileDenver
 
Rick Austin - Portfolio mangement in an agile world [Agile DC]
byLiminalArc
 
Why agile is failing in large enterprises
byLiminalArc
 

What's hot

PDF
Agile transformation Explained: Agile 2017 Session
byLiminalArc
 
PDF
Agile Transformation in Telco Guide
byACM
 
PDF
The Agile Adoption Roadmap (Keynote by Tim Abbott)
byAgile Days Middle East
 
PPTX
cPrime Agile Enterprise Transformation
byCprime
 
PDF
Agile Transformation v1.27
byLiminalArc
 
PDF
Agile transformation Explanined
byLiminalArc
 
PDF
SAFe® - scaled agile framework in practice
byIntland Software GmbH
 
PPTX
Agile Mindset For Executives
byMichael Tarnowski
 
PDF
20220607 Introduction to Flight Levels
byCraeg Strong
 
PPTX
Agile Transformation | Mike Cottmeyer
byLiminalArc
 
PPTX
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
byStefan Wolpers
 
PDF
Introduction to scaled agile framework
byITEM
 
PDF
Portfolio Management in an Agile World - Rick Austin
byLiminalArc
 
PDF
Agile transformation 1.3
byKrystian Kaczor
 
PDF
How to do effective pi planning
bySwatiKapoor43
 
PDF
Scaling Agile With SAFe (Scaled Agile Framework)
byAndreano Lanusse
 
PDF
An Introduction to Scaled Agile Framework (SAFe)
byCA Technologies
 
PDF
Scaled Agile Framework SAFe 4.0
bySatoru Araki, PhD MBA PMP
 
PDF
An Overview of SAFe
byDr. Tathagat Varma
 
PPTX
Lean Agile Center of Excellence LACE – Drink our own Champagne
byCA Technologies
 
Agile transformation Explained: Agile 2017 Session
byLiminalArc
 
Agile Transformation in Telco Guide
byACM
 
The Agile Adoption Roadmap (Keynote by Tim Abbott)
byAgile Days Middle East
 
cPrime Agile Enterprise Transformation
byCprime
 
Agile Transformation v1.27
byLiminalArc
 
Agile transformation Explanined
byLiminalArc
 
SAFe® - scaled agile framework in practice
byIntland Software GmbH
 
Agile Mindset For Executives
byMichael Tarnowski
 
20220607 Introduction to Flight Levels
byCraeg Strong
 
Agile Transformation | Mike Cottmeyer
byLiminalArc
 
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
byStefan Wolpers
 
Introduction to scaled agile framework
byITEM
 
Portfolio Management in an Agile World - Rick Austin
byLiminalArc
 
Agile transformation 1.3
byKrystian Kaczor
 
How to do effective pi planning
bySwatiKapoor43
 
Scaling Agile With SAFe (Scaled Agile Framework)
byAndreano Lanusse
 
An Introduction to Scaled Agile Framework (SAFe)
byCA Technologies
 
Scaled Agile Framework SAFe 4.0
bySatoru Araki, PhD MBA PMP
 
An Overview of SAFe
byDr. Tathagat Varma
 
Lean Agile Center of Excellence LACE – Drink our own Champagne
byCA Technologies
 

Viewers also liked

PPTX
Modern Agile Management and Leadership
byAntti Kirjavainen
 
PPTX
Overview of Agile Methodology
byHaresh Karkar
 
PDF
Scaled Agile Framework in 10 minutes (CAS2015)
byUnai Roldán
 
PPTX
Scaled Agile Framework Roadmap Template
byRob Betcher
 
PDF
BA World - BA in AGILE Projects
byMethodgroup
 
PPTX
Agile Enterprise Hierarchy
byRob Betcher
 
PDF
The Agile BA
byIIBA UK Chapter
 
PPTX
Agile and the BA
byreggie_d
 
PPTX
Management 3.0 Valmennus Executive Summary
byAntti Kirjavainen
 
PDF
BA Agile Cert
byKat McLaurin
 
Modern Agile Management and Leadership
byAntti Kirjavainen
 
Overview of Agile Methodology
byHaresh Karkar
 
Scaled Agile Framework in 10 minutes (CAS2015)
byUnai Roldán
 
Scaled Agile Framework Roadmap Template
byRob Betcher
 
BA World - BA in AGILE Projects
byMethodgroup
 
Agile Enterprise Hierarchy
byRob Betcher
 
The Agile BA
byIIBA UK Chapter
 
Agile and the BA
byreggie_d
 
Management 3.0 Valmennus Executive Summary
byAntti Kirjavainen
 
BA Agile Cert
byKat McLaurin
 

Similar to Enterprise Agile Transformation Strategies

PDF
Large Scale Agile Transformation by Husni Roukbi
byAgile ME
 
PPTX
Five Steps to a More Agile Organization
byLitheSpeed
 
PDF
Doing Agile Right - Transformation without Chaos - A summary
byRagavendra Prasath
 
PPTX
Cracking the Agile Culture code Revised.pptx.pptx
byWorkforce Group
 
PPT
Agile adoption julen c. mohanty
byJulen Mohanty
 
PPTX
[Slideshare] Cracking The Agile Culture Code
byWorkforce Group
 
PDF
Why agile transformation fails
byShivaKumar1803
 
PDF
Five Common Challenges With Agile Transformation - Anikh Subhan - Scrum Day L...
byAND Digital
 
KEY
PMI Atlanta Agile LIG - Enterprise Agile
byMike Cottmeyer
 
PDF
Agile Development in Highly Regulated Organizations
byCelerity
 
PDF
From Agile Teams to Agile organizations
bySteve Mercier
 
PDF
Agile Project Management: From Agile Teams to Agile Organizations - Steve Mer...
byAgile Montréal
 
PDF
Agility At Scale
byKate Campbell
 
PDF
Agile Development Methodologies for Highly Regulated Organizations
byCelerity
 
PDF
Patterns for getting started with agile
byAndre Simones
 
PPTX
Why Agile is Failing in Large Enterprises And What You Can Do About It
bywjperez0629
 
PDF
Agile - Transforming Small Team Thinking Into Big Business Results
byKurt Solarte
 
PPT
Agile Executive Briefing - Situational Assessment + 50k Ft View
byMichael Sahota
 
PDF
Why Agile Fails in Large Enterprises—and What to Do about It
byTechWell
 
PPTX
Why Agile Is Failing in Large Enterprises, And What You Can Do About I...
byLiminalArc
 
Large Scale Agile Transformation by Husni Roukbi
byAgile ME
 
Five Steps to a More Agile Organization
byLitheSpeed
 
Doing Agile Right - Transformation without Chaos - A summary
byRagavendra Prasath
 
Cracking the Agile Culture code Revised.pptx.pptx
byWorkforce Group
 
Agile adoption julen c. mohanty
byJulen Mohanty
 
[Slideshare] Cracking The Agile Culture Code
byWorkforce Group
 
Why agile transformation fails
byShivaKumar1803
 
Five Common Challenges With Agile Transformation - Anikh Subhan - Scrum Day L...
byAND Digital
 
PMI Atlanta Agile LIG - Enterprise Agile
byMike Cottmeyer
 
Agile Development in Highly Regulated Organizations
byCelerity
 
From Agile Teams to Agile organizations
bySteve Mercier
 
Agile Project Management: From Agile Teams to Agile Organizations - Steve Mer...
byAgile Montréal
 
Agility At Scale
byKate Campbell
 
Agile Development Methodologies for Highly Regulated Organizations
byCelerity
 
Patterns for getting started with agile
byAndre Simones
 
Why Agile is Failing in Large Enterprises And What You Can Do About It
bywjperez0629
 
Agile - Transforming Small Team Thinking Into Big Business Results
byKurt Solarte
 
Agile Executive Briefing - Situational Assessment + 50k Ft View
byMichael Sahota
 
Why Agile Fails in Large Enterprises—and What to Do about It
byTechWell
 
Why Agile Is Failing in Large Enterprises, And What You Can Do About I...
byLiminalArc
 

More from Mike Cottmeyer

PPTX
The Three Things You Need to Know to Transform Any Size Organization Into an ...
byMike Cottmeyer
 
KEY
Agile Program and Portfolio Management
byMike Cottmeyer
 
PPTX
Introduction to Agile Project Planning and Project Management
byMike Cottmeyer
 
PPTX
The Agile PMP - Pillar Technology
byMike Cottmeyer
 
PPTX
The Executives Guide
byMike Cottmeyer
 
PPTX
Why Agile Is Failing in Large Enterprises, And What You Can Do About It
byMike Cottmeyer
 
PPTX
Scaling Agile Past the Team
byMike Cottmeyer
 
PPTX
Getting Started With Agile
byMike Cottmeyer
 
PPTX
Scrum and kanban in the enterprise webinar
byMike Cottmeyer
 
PPTX
Agile Past The Team - Pillar Template
byMike Cottmeyer
 
KEY
Scrum club progressiveelaboration-bobvincent
byMike Cottmeyer
 
PPTX
Agile Project Management
byMike Cottmeyer
 
PPTX
Adopting Agile in the Enterprise - Pillar Technology
byMike Cottmeyer
 
PPTX
How to Own a Really Big Complex Product v3
byMike Cottmeyer
 
PPTX
How to own a really big complex product
byMike Cottmeyer
 
PPT
Scrum club progressiveelaboration-bobvincent
byMike Cottmeyer
 
PPTX
How to own a really big complex product v3
byMike Cottmeyer
 
PPTX
Understanding Agile Project Management
byMike Cottmeyer
 
PPTX
Agile Requirements & Design
byMike Cottmeyer
 
PDF
Scrum gathering vegas agile program and portfolio management
byMike Cottmeyer
 
The Three Things You Need to Know to Transform Any Size Organization Into an ...
byMike Cottmeyer
 
Agile Program and Portfolio Management
byMike Cottmeyer
 
Introduction to Agile Project Planning and Project Management
byMike Cottmeyer
 
The Agile PMP - Pillar Technology
byMike Cottmeyer
 
The Executives Guide
byMike Cottmeyer
 
Why Agile Is Failing in Large Enterprises, And What You Can Do About It
byMike Cottmeyer
 
Scaling Agile Past the Team
byMike Cottmeyer
 
Getting Started With Agile
byMike Cottmeyer
 
Scrum and kanban in the enterprise webinar
byMike Cottmeyer
 
Agile Past The Team - Pillar Template
byMike Cottmeyer
 
Scrum club progressiveelaboration-bobvincent
byMike Cottmeyer
 
Agile Project Management
byMike Cottmeyer
 
Adopting Agile in the Enterprise - Pillar Technology
byMike Cottmeyer
 
How to Own a Really Big Complex Product v3
byMike Cottmeyer
 
How to own a really big complex product
byMike Cottmeyer
 
Scrum club progressiveelaboration-bobvincent
byMike Cottmeyer
 
How to own a really big complex product v3
byMike Cottmeyer
 
Understanding Agile Project Management
byMike Cottmeyer
 
Agile Requirements & Design
byMike Cottmeyer
 
Scrum gathering vegas agile program and portfolio management
byMike Cottmeyer
 

Recently uploaded

PDF
Vibe Coding vs. Spec-Driven Development [Free Meetup]
byHaim Michael
 
PPTX
The Landscape of Computer Software Development Companies
byYash Singh
 
PDF
Empowering Productivity with Clever Prompts and Intelligent Agents
byUni Systems S.M.S.A.
 
PDF
Igniting the Future: Copilot trends, agentic transformation and product roadm...
byUni Systems S.M.S.A.
 
PDF
The Ultimate Guide to Problem Management Dashboards for IT Teams.pdf
byomnex systems
 
PDF
Session 1 - Solving Semi-Structured Documents with Document Understanding
byDianaGray10
 
PDF
eResource Scheduler Enterprise Resource Management and Scheduling Software.pdf
byeResource Scheduler
 
PDF
Unser Jahresrückblick – MarvelClient in 2025
bypanagenda
 
PDF
Top 7 Manufacturing Software for Small Businesses Boosting Growth in 2025
byEnvertis Software Solutions
 
PDF
The major tech developments for 2026 by Pluralsight, a research and training ...
byChris Skinner
 
PDF
TrustArc Webinar - Looking Ahead: The 2026 Privacy Landscape
byTrustArc
 
PDF
TrustArc Webinar - Assessing AI Risk with Confidence
byTrustArc
 
PDF
Innovative AI Solutions for Business Growth.pdf
byVox Works
 
PDF
Usage Control for Process Discovery through a Trusted Execution Environment
byValerioGoretti
 
PDF
API206-S: Transforming Supply Chains with Amazon Bedrock AgentCore - AWS re:I...
byChris Bingham
 
PDF
Making Sense of Raster: From Bit Depth to Better Workflows
bySafe Software
 
PPTX
Ritesh_kumar_Aatmanirbhar Bharat: Make in India, Make for the World.pptx
byriteshrkgs2008
 
PDF
Decoding the DNA: The Digital Networks Act, the Open Internet, and IP interco...
byCSUC - Consorci de Serveis Universitaris de Catalunya
 
PDF
Incident Response Planning with a Foundation Model
byKim Hammar
 
PDF
8 LLM Surveys https://tinyurl.com/bdz8e6fp
byBob Marcus
 
Vibe Coding vs. Spec-Driven Development [Free Meetup]
byHaim Michael
 
The Landscape of Computer Software Development Companies
byYash Singh
 
Empowering Productivity with Clever Prompts and Intelligent Agents
byUni Systems S.M.S.A.
 
Igniting the Future: Copilot trends, agentic transformation and product roadm...
byUni Systems S.M.S.A.
 
The Ultimate Guide to Problem Management Dashboards for IT Teams.pdf
byomnex systems
 
Session 1 - Solving Semi-Structured Documents with Document Understanding
byDianaGray10
 
eResource Scheduler Enterprise Resource Management and Scheduling Software.pdf
byeResource Scheduler
 
Unser Jahresrückblick – MarvelClient in 2025
bypanagenda
 
Top 7 Manufacturing Software for Small Businesses Boosting Growth in 2025
byEnvertis Software Solutions
 
The major tech developments for 2026 by Pluralsight, a research and training ...
byChris Skinner
 
TrustArc Webinar - Looking Ahead: The 2026 Privacy Landscape
byTrustArc
 
TrustArc Webinar - Assessing AI Risk with Confidence
byTrustArc
 
Innovative AI Solutions for Business Growth.pdf
byVox Works
 
Usage Control for Process Discovery through a Trusted Execution Environment
byValerioGoretti
 
API206-S: Transforming Supply Chains with Amazon Bedrock AgentCore - AWS re:I...
byChris Bingham
 
Making Sense of Raster: From Bit Depth to Better Workflows
bySafe Software
 
Ritesh_kumar_Aatmanirbhar Bharat: Make in India, Make for the World.pptx
byriteshrkgs2008
 
Decoding the DNA: The Digital Networks Act, the Open Internet, and IP interco...
byCSUC - Consorci de Serveis Universitaris de Catalunya
 
Incident Response Planning with a Foundation Model
byKim Hammar
 
8 LLM Surveys https://tinyurl.com/bdz8e6fp
byBob Marcus
 

Enterprise Agile Transformation Strategies

  • 1.
    Exploring Enterprise Agile TransformationStrategies Mike Cottmeyer, Enterprise Agile Coach LeadingAgile, LLC
  • 2.
  • 3.
  • 4.
    The Problem... Havinglots of agile teams in an enterprise isn’t enterprise agility • Sometimes organizations fall into the trap of thinking that having agile teams means they have an agile organization • Enterprise agility is when all the parts of the organization work together to create Agile outcomes • The entire delivery capability of the enterprise has to be focused on agile principles and execution
  • 5.
    The Problem... Focusingonly at the team level can result in local optima within your organization • Sometimes a team can perform well at Scrum, but the business doesn’t see any incremental value from their investment • Sometimes a high-performance team can disrupt other functions in the organization if the upstream and downstream processes are not able to work at the same pace
  • 6.
    The Problem... Teamlevel Agile practices are different from Agile practices at scale • The practices we put in place at the team level often don’t work when we apply them in larger organizations • Practices have to adapted at scale to accommodate more diverse groups of stakeholders and more complicated value streams
  • 7.
    The Problem... Agileat scale requires a broader set of tools and techniques • Scrum and XP at the team level • Kanban and Lean at the program and portfolio level • RUP and Traditional Project Management at the Enterprise
  • 8.
    We are justnow starting to put all the pieces together...
  • 9.
  • 10.
    The Solution... PartOne First... we do have to get team level agile right. We are going to talk about some of the things you can do that will lead to successful team-level Agile transformations. • The fundamentals behind why Agile works • Common challenges that cause Agile to fail • What does it look like when things are really going well? • What is different about an enterprise-level Agile transformation?
  • 11.
    The Solution... PartTwo Next we will explore a safe, pragmatic, iterative and incremental framework for transforming any sized organization... • Define the organizational competencies required at all levels of the enterprise • How to adapt agile competencies for scale • How to adapt agile competencies for cadence
  • 12.
    The Solution... PartThree We’ll discuss the three major areas you need to pay attention to in order to execute a safe and pragmatic enterprise Agile transformation... • Establishing an agile org structure • Introducing disciplined Agile practices • Intentionally addressing people and culture
  • 13.
    The Solution... PartFour Finally, as we begin to wrap-up the talk, we’ll explore a few things that will help you put all of this together... • Overview of the model end-to-end • If we have time... case studies
  • 14.
    The Solution... PartOne How Does Agile Work and Why Does it Fail?
  • 15.
  • 16.
    What Makes AgileWork? Teams stay together and are highly engaged • Agile practices are built around cross- functional teams that have everything necessary to deliver an increment of value to the organization • Teams that stay together over time tend to be more productive than teams that are constantly forming and reforming • Empowered self-directed teams are able to own the solution and creatively solve
  • 17.
    What Makes AgileWork? Teams are focused on a queue of projects or product enhancements • Rather than forming teams to deliver projects, agile methods leave teams together and funnel project through teams • The project list is basically a prioritized backlog of work that a team is responsible for delivering
  • 18.
    What Makes AgileWork? Minimize dependencies and strive for loose coupling between teams • The more coupling we have between teams, the more difficult it is to change direction when we learn something new about the emerging product • Teams that have external dependencies are not able to make and meet commitments because they don’t have everything necessary to own the commitment
  • 19.
    What Makes AgileWork? Fully engaged business partners • Many organizations are guilty of throwing ill- defined requirements over to the delivery teams, constantly changing direction through the life of the project, and holding teams accountable for on-time delivery • Agile is geared for change, but requires close collaboration between stakeholders and teams to make real-time tradeoffs as the product is in development
  • 20.
    What Makes AgileWork? Attention to getting done and completing work before new work is started • Delivering an increment of working, tested, potentially shippable software on regular time intervals assures that we can measure progress against real, measurable product outcomes
  • 21.
    What Makes AgileWork? Technical excellence and continuous attention to product quality • The underlying health of the system is a critical success factor for running successful agile projects • Defects and technical debt impact product delivery in unpredictable ways making it nearly impossible to reliably make and meet commitments
  • 22.
  • 23.
    What Makes AgileFail? Agile team is a local optimization and out of alignment with the rest of the business • Pilot teams are formed and given everything they need to be successful at the expense of the rest of the delivery organization • Teams can deliver product faster than the organization can consume it • Teams starve the requirements queue because Strategy and Product Management can’t keep up
  • 24.
    What Makes AgileFail? Project driven organizations or uneven investment across product lines • Very difficult to keep cross-functional teams together over time because the investment mix is constantly changing • Organizations tend to want to matrix people across multiple teams at the same time
  • 25.
    What Makes AgileFail? Value is either too broadly defined or too narrowly defined • Overly vague requirements lead the development team to fill in the gaps based in their own knowledge and experience • Overly specified requirements lead to an activity based mentality rather than a value based mentality
  • 26.
    What Makes AgileFail? Organizational structures and product architectures work against establishing cross functional teams • Matrix organizations and functional silos make it very challenging to create high-performing agile teams • Tightly coupled legacy architectures make it difficult to organize teams around feature groups or components within the solution framework
  • 27.
    What Makes AgileFail? Overly political cultures and lack of trust • Command and control leadership • Micromanagement • Disempowering language
  • 28.
    What Makes AgileFail? Inability to balance capacity and demand • Invalid and inaccurate estimates • Inability to make and meet commitments • More work than the teams can possibly deliver in the timeframes expected
  • 29.
    What Makes AgileFail? Looking at agile as a process overlay rather than a transformative event in your organization • Agile is just something that the developers do • Not recognizing the broad organizational change necessary to make an agile transformation sustainable
  • 30.
    A Well FormedAgile Organization
  • 31.
    A Well FormedAgile Organization Cross functional teams aligned directly to solve business problems • Products • Features • Programs • Components • Services • Business Capabilities
  • 32.
    A Well FormedAgile Organization Clear voice of the business and a willingness to make tradeoffs to meet time and cost constraints • Highly engaged product ownership • Willingness to deal with reality • Focus on maximizing value and reducing risk
  • 33.
    A Well FormedAgile Organization Individual empowerment and shared accountability for outcomes • Establish boundaries and ownership but empower within those boundaries • Teams own outcomes not activities
  • 34.
    A Well FormedAgile Organization Disciplined attention to technical excellence and product quality • Technical excellence stabilizes the requirements delivery function
  • 35.
    A Well FormedAgile Organization Predictable, accountable, able to consistently make and meet commitments • Teams have the ability to consistently do what they say they are going to do • Predictable agile teams are the foundational element of a predictable agile enterprise
  • 36.
    Reinventing Agile Situationallyspecific strategies at scale to solve these problems and maintain business agility • How do team level competencies need to be adapted to take into consideration issues of scale and the different planning horizons required in larger enterprises • How do you build the necessary organization, introduce new practices, and start shifting the culture in a way that leads to sustainable organizational change
  • 37.
    The Solution... PartTwo Competencies, Frequency, and Scale
  • 38.
    Agile Competencies • Product Definition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
  • 39.
    Agile Competencies • ProductDefinition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
  • 40.
    Agile Competencies • ProductDefinition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
  • 41.
    Agile Competencies • ProductDefinition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
  • 42.
    Agile Competencies • ProductDefinition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
  • 43.
    Agile Competencies • ProductDefinition • Planning & Coordination • Delivery Practices • Continuous Improvement • Organizational Enablement
  • 44.
    Product Definition • Establish the product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
  • 45.
    Product Definition • Establishthe product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
  • 46.
    Product Definition • Establishthe product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
  • 47.
    Product Definition • Establishthe product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
  • 48.
    Product Definition • Establishthe product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
  • 49.
    Product Definition • Establishthe product vision • Define the product roadmap • Decompose features • Estimate size and effort • Define acceptance criteria
  • 50.
    Delivery Practices • Define the solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
  • 51.
    Delivery Practices • Definethe solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
  • 52.
    Delivery Practices • Definethe solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
  • 53.
    Delivery Practices • Definethe solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
  • 54.
    Delivery Practices • Definethe solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
  • 55.
    Delivery Practices • Definethe solution • Build the solution • Test the solution • Establish product quality • Deploy the solution
  • 56.
    Planning & Coordination • Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
  • 57.
    Planning & Coordination •Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
  • 58.
    Planning & Coordination •Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
  • 59.
    Planning & Coordination •Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
  • 60.
    Planning & Coordination •Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
  • 61.
    Planning & Coordination •Establish a planning cadence • Perform activity breakdown • Establish a delivery cadence • Limit work in process • Make and meet commitments
  • 62.
    Continuous Improvement • Metrics and reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
  • 63.
    Continuous Improvement • Metricsand reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
  • 64.
    Continuous Improvement • Metricsand reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
  • 65.
    Continuous Improvement • Metricsand reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
  • 66.
    Continuous Improvement • Metricsand reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
  • 67.
    Continuous Improvement • Metricsand reporting • Establish stable velocity • Conduct retrospectives • Update the backlog • Enable process improvement
  • 68.
    Organizational Enablement • Establish teams • Effective communication • Effective collaboration • Empowerment • Trust
  • 69.
    Organizational Enablement • Establishteams • Effective communication • Effective collaboration • Empowerment • Trust
  • 70.
    Organizational Enablement • Establishteams • Effective communication • Effective collaboration • Empowerment • Trust
  • 71.
    Organizational Enablement • Establishteams • Effective communication • Effective collaboration • Empowerment • Trust
  • 72.
    Organizational Enablement • Establishteams • Effective communication • Effective collaboration • Empowerment • Trust
  • 73.
    Organizational Enablement • Establishteams • Effective communication • Effective collaboration • Empowerment • Trust
  • 74.
  • 75.
  • 76.
  • 77.
    Competencies at Scale • Team • Multi-Team • Program • Portfolio • Enterprise
  • 78.
  • 79.
    Multi-Team Agility Scrum Scrum Team Team
  • 80.
    Multi-Team Agility Scrum Scrum Scrum Team Team Team
  • 81.
    Multi-Team Agility Scrum Scrum Scrum Scrum Team Team Team Team
  • 82.
    Program Agility Product Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 83.
    Program Agility Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 84.
    Portfolio Agility Portfolio Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 85.
    Enterprise Agility Strategy Portfolio Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 86.
    Enterprise Agility Strategy Portfolio Support Team Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 87.
    Competencies in Time • Continuous • Daily • Strategic Iteration • Release Release • Strategic Iteration Daily Continuous
  • 88.
    Competencies in Time •Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
  • 89.
    Competencies in Time •Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
  • 90.
    Competencies in Time •Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
  • 91.
    Competencies in Time •Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
  • 92.
    Competencies in Time •Continuous • Daily • Iteration Strategic • Release Release • Strategic Iteration Daily Continuous
  • 93.
    The Solution... PartThree The Agile Adoption and Transformation Lifecycle
  • 94.
    Adoption vs. Transformation First... we want to untangle two words that sometimes can be used interchangeably • Agile Adoption is about what you do... practices, tools, techniques, ceremonies, and habits • Agile Transformation is about who you are... reflected in both the structure of the organization and who you are as people Long term results require both adoption and transformation to be successful
  • 95.
    Adoption vs. Transformation Second... we want clearly articulate the three major focus areas that must be addressed interdependently • Organizational Structure is about how you create teams and how you organize them • Agile Practice is about the methods and tools you choose to introduce • People and Culture is about changing hearts and minds of the individuals in the organization All three aspects are essential to sustain agility
  • 96.
    Incremental vs. Iterative Third... we want introduce the notion that introducing Agile is an iterative and incremental process for you organization • Iterative is when parts of the system are developed at different times and integrated as they are completed • Incremental is when you go back over parts of the system making improvements The strategy is to increment the organization by building teams and iterate the teams over time
  • 97.
    Incremental vs. Iterative Courtesy of Jeff Patton
  • 98.
    Incremental vs. Iterative Incremental Courtesy of Jeff Patton
  • 99.
    Incremental vs. Iterative Incremental Iterative Courtesy of Jeff Patton
  • 100.
    Adoption/Transformation Cycle Incrementingand Iterating the Agile Enterprise • Organiza(onal+ Change physical Transforma(on+ structures and introduce teams • Teach people new Personal+ Adopt++ practices and ways Transforma(on+ Prac(ces+ of working • Help people internalize the value system
  • 101.
    Adoption/Transformation Cycle Organizational Transformation • Establish top to Organiza(onal+ bottom structure Transforma(on+ and roadmap • Incrementally make changes and Personal+ Adopt++ establish teams Transforma(on+ Prac(ces+ • Define policies and working agreements between teams
  • 102.
    Adoption/Transformation Cycle AdoptingPractices •Sprint planning, daily stand-ups, Organiza(onal+ product reviews, Transforma(on+ and retrospectives •Identify and train a Product Owner Personal+ Adopt++ and ScrumMaster Transforma(on+ Prac(ces+ •Teach TDD, CI, Story Maps, and MMF
  • 103.
    Adoption/Transformation Cycle Personal Transformation • Develop an ability Organiza(onal+ to deal with Transforma(on+ uncertainty and adaptation • Help people work Personal+ Adopt++ toward common Transforma(on+ Prac(ces+ organizational goals • Help foster empathy, trust, and teamwork
  • 104.
    Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
  • 105.
    Common Anti-Patterns • Establishingteams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
  • 106.
    Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
  • 107.
    Common Anti-Patterns • Establishing teams without breaking down the strict functional silos and rigid role definitions • Running daily standup meetings that devolve into status updates for the project manager • Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
  • 108.
    The Solution... PartFour Exploring the Integrated Framework
  • 109.
    Phase I -Structure Scrum Team
  • 110.
    Phase I -Structure Scrum Scrum Team Team
  • 111.
    Phase I -Structure Product Team Scrum Scrum Team Team
  • 112.
    Phase 2 -Structure Product Team Scrum Scrum Scrum Team Team Team
  • 113.
    Phase 2 -Structure Product Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 114.
    Phase 2 -Structure Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 115.
    Phase 3 -Structure Portfolio Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 116.
    Phase 3 -Structure Strategy Portfolio Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 117.
    Phase 3 -Structure Strategy Portfolio Support Team Team Product Product Team Team Scrum Scrum Scrum Scrum Team Team Team Team
  • 118.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement OrganizationalFactors Cultural Enablement 116
  • 119.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 117
  • 120.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 118
  • 121.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase I Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 119
  • 122.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 2 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 120
  • 123.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 2 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 121
  • 124.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 2 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 122
  • 125.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 123
  • 126.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 124
  • 127.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 125
  • 128.
    Organizationa l Transformatio Value Delivery Personal Adopt Transformatio Practices n Phase 3 Product Planning Delivery Continuous Definition Coordination Practices Improvement Organizational Enablement 126
  • 129.
    Phase I -Cadence Strategic Release Iteration Daily Continuous
  • 130.
    Phase I -Cadence Strategic Release Iteration Daily Continuous
  • 131.
    Phase I -Cadence Strategic Release Iteration Daily Continuous
  • 132.
    Phase I -Cadence Strategic Release Iteration Daily Continuous
  • 133.
    Phase I -Cadence Strategic Release Iteration Daily Continuous
  • 134.
    Phase 2 -Cadence Strategic Release Iteration Daily Continuous
  • 135.
    Phase 2 -Cadence Strategic Release Iteration Daily Continuous
  • 136.
    Phase 2 -Cadence Strategic Release Iteration Daily Continuous
  • 137.
    Phase 2 -Cadence Strategic Release Iteration Daily Continuous
  • 138.
    Phase 3 -Cadence Strategic Release Iteration Daily Continuous
  • 139.
  • 140.
    Single Team/Single Product Sub 25 person product company and a start-up • Started with team level practices • Lots of attention early to team culture • Began engaging senior leaders on strategy and portfolio management • Currently integrating marketing, sales, and support
  • 141.
    Multi-Team/Single Product Sub-100person product company. 10 years old and privately owned. • Program level first.. established a PO team • 3 tightly integrated Scrum teams • Defined the portfolio governance layer • Established the relationship between strategy and support • Modeled the overall value stream and wrapped the Scrum process in a two-tiered Kanban
  • 142.
    Multi-Team/Multi-Product Sub-300 personorganization. 100 person development organization. 8 Scrum teams. • Big-bang team-level adoption • Teams aligned by products • Product ownership by product • Program and portfolio level views established • Limiting projects in progress • Solid release planning • Integration with upstream and downstream
  • 143.
    Multi-Team/Multi-Product Large multi-nationalorganization. Scope is a 500 person development organization with 55 Scrum teams. • Started with a basic view of the portfolio layer • Portfolio level value stream mapping, RACI • Built out the program management layer with PO teams to develop a requirements management capability • Program level value stream mapping, RACI, introduced agile tooling • Introduced Scrum at the team level
  • 144.
    Products of Products Large multi-national company. Geographically dispersed. Products of products. • Scrum teams by product/component • Product Owner teams established • Portfolio level governance model • Lean/TOC planning model • Integration with a traditional PMO for metrics and reporting
  • 145.
    Guitar Mummies Source: http://www2.gibson.com/news-lifestyle/features/en-us/219-gibson-custom.aspx
  • 146.
    Agile Program and PortfolioManagement 9:00 AM | Thursday | Austin 1-3 | Mike Cottmeyer
  • 147.

Editor's Notes