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PMI Atlanta Agile LIG - Enterprise Agile


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PMI Atlanta Agile LIG - Enterprise Agile

  1. 1. Enterprise Agile
  2. 2. Mike CottmeyerEnterprise Agile
  3. 3. Who’s in the Room?
  4. 4. Experience with Agile?
  5. 5. Why Are Companies Interested in Agile?Exploring the Perceived Benefits of Adopting an Agile Approach
  6. 6. Why Agile? Why Now?
  7. 7. Benefits of an Agile ApproachFaster time to marketEarly ROIFrequent feedback from customersBuilding the right product
  8. 8. Early risk reductionBetter product qualityImproved culture and moraleMore efficient use of peopleCustomer satisfactionAlignment between IT and business
  9. 9. Allows for emergent outcomesBetter predictability... greater chance ofdoing what we say we are going to do
  10. 10. What is Agile... Why Does it Work?Foundational Stuff You Need to Know
  11. 11. Agile is a Family of Approaches
  12. 12. The Principles That Tie It All Together...
  13. 13. Each Have the SameFundamental Process Flow...
  14. 14. Time, Cost, Scope
  15. 15. Backlog Size & Velocity
  16. 16. Iterations * Velocity = Scope
  17. 17. Agile Teams
  18. 18. Why Teams Matter?Forming, Storming, Norming, PerformingTeam Members get to know each they break down and estimate workThey establish patterns of delivery thatbecome predictable
  19. 19. Agile in the Non-Agile Enterprise Running an Agile Project in a Non-Agile Organization
  20. 20. Challenges in Non- Agile OrganizationsFunctional SilosStage gate governanceDocument driven tollgatesPlan driven paradigm
  21. 21. Projects are Temporary
  22. 22. Spin-up the Team
  23. 23. Establish the Backlog
  24. 24. Establish Velocity
  25. 25. Integrate with Everyone Else...
  26. 26. Multi-Team Agile ProjectsScrum of ScrumsProduct Owner TeamsRelease TeamsIntegration Teams
  27. 27. Agile Value PropMore Predictable DeliveryFaster Product FeedbackAbility to Respond to Changing DemandReduce Delivery RiskBetter Quality ProductsEarly ROI
  28. 28. Keeping the Team Together?
  29. 29. What is Enterprise Agile Anyway?Doing Agile in a Large Enterprise vs. a Large Enterprise Doing Agile
  30. 30. Same Value... but Enterprise LevelMore Predictable DeliveryFaster Product FeedbackAbility to Respond to Changing DemandReduce Delivery RiskBetter Quality ProductsEarly ROI
  31. 31. Scaling the Agile MetaphorSmaller RequirementsContinuous Customer FeedbackEarly DeliveryContinuous Flow of ValueRigorous Attention to Product Quality
  32. 32. Lean ThinkingEliminate WasteBuild Quality InLearn ConstantlyDeliver FastEngage EveryoneContinuous Improvement
  33. 33. KanbanVisualize the FlowLimit Work In ProcessManage FlowMake Process Policies ExplicitImprove Collaboratively
  34. 34. Three-Tier Kanban
  35. 35. Theory of ConstraintsSubordinate the system to the constraintExploit the constraintElevate the constraint
  36. 36. Things to Remember...Manage the system... not the peopleMost folks are doing team or programbased Agile in non-Agile EnterprisesTraditional Orgs will work against agileBe careful to not just adopt rituals andwords... without getting value
  37. 37. Becoming an Agile EnterpriseExploring the Differences Between Agile Adoption and Agile Transformation
  38. 38. Agile Adoption andTransformation Cycle
  39. 39. Organizational TransformationAligning organizational structure, process,technology architecture, and tools towardcreating business valueForming teams focused on businessoutcomes, not activities
  40. 40. Adopting PracticesPlanning meetings and ritualsTitle changesChanging the words we useBehavior changes, technical practices
  41. 41. Personal TransformationServant leadershipDealing with uncertaintyAccountability for outcomes, not activitiesTrust... collaboration... empowerment
  42. 42. Change ManagementAct with urgencyDevelop a guiding coalitionDevelop the change visionCommunicate for buy-in
  43. 43. Change ManagementEmpower broad-based actionGenerate short-term winsDon’t let upMake change stick
  44. 44. Iterative and Incremental ChangeTeams... Multi-Teams... Programs...Portfolio... EnterpriseAllow imperfection... have a plan to makethings better
  45. 45. Let’s Get This Wrapped Up!A Few Parting Thoughts and Then Open It Up for Questions...
  46. 46. ConclusionAgile is not about doing agile... it’s aboutdelivering better business outcomesUnderstanding how and why agile works is acritical success factor
  47. 47. ConclusionThere is a BIG difference between doingAgile in an Enterprise, vs. doing EnterpriseAgileKnowing how to interface an agile team witha traditional organization will get youstarted... make things less threatening forpeople
  48. 48. ConclusionAgile at scale is about extending core Agileconcepts into every aspect of the businessThis kind of Agile requires a significanttransformation event that should beapproached with caution
  49. 49. Questions?
  50. 50. Mike CottmeyerEnterprise Agile