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The Three Things You Need to Know to Transform Any Size Organization Into an Agile Enterprise

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The three most important things you need to keep in mind when leading agile agile transformation... and some other useful stuff.

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The Three Things You Need to Know to Transform Any Size Organization Into an Agile Enterprise

  1. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise
  2. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  3. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  4. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  5. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  6. Brief Agenda • Discuss why adopting agile isn’t ‘one size fits all’ • Explore the fundamentals of agile transformation • How to craft an agile transformation roadmap
  7. ONE SIZE DOES NOT FIT ALL
  8. Predictability Adaptability
  9. Predictability Adaptability Emergence Convergence
  10. Predictability Adaptability Emergence Convergence
  11. Predictability Adaptability Emergence Convergence AE PC
  12. Predictability Adaptability Emergence Convergence AEPE PC AC
  13. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Quadrant One • Predictive Emergent
  14. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Quadrant Two • Predictive Convergent
  15. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Quadrant Three • Adaptive Convergent
  16. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Quadrant Four • Adaptive Emergent
  17. THE THREE THINGS
  18. Backlog Backlog Backlog Backlog Backlogs
  19. Teams Backlog Backlog Backlog Backlog Backlogs Teams
  20. Teams Backlog Backlog Backlog Backlog Working Tested Software Backlogs Teams Working Tested Software
  21. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  22. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  23. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  24. Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to develop in a day or so • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt What Do I Mean? Backlogs Teams Working Tested Software
  25. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  26. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  27. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  28. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress • People have clarity around what to build • People understand how it maps to the big picture • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
  29. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  30. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  31. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  32. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery • Understanding the backlog gives meaning to work • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
  33. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  34. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  35. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  36. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement?
  37. STRUCTURE
  38. Team Team Team Team TeamTeamTeam Product & Services Teams
  39. Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams
  40. Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams
  41. GOVERNANCE
  42. Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams
  43. Product & Services Teams Scrum Team Team Team Team Team Team Team Team TeamTeamTeam Program Teams Portfolio Teams
  44. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
  45. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
  46. METRICS
  47. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
  48. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team Team Team Team • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
  49. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Rate • Acceptance % Ratio • Scope Change
  50. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change • Cycle Time • Features Blocked • Rework/Defects • Takt Time/Cycle Time • Time/Cost/Scope/Value • RIO/Capitalization
  51. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Loose Coupling • Low Cohesion
  52. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Loose Coupling • Low Cohesion
  53. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Loose Coupling • Low Cohesion
  54. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies • Requirements management • Process flow • Value streams • Bottlenecks • Too much in process work • Matrixed Organizations • Non instantly available resources • Lack of SME • Technical Debt • Defects • Loose Coupling • Low Cohesion
  55. Team
  56. Matrixed Organizations Team
  57. Matrixed Organizations Non-instantly Available Resources Team
  58. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
  59. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
  60. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
  61. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Large Products with Diverse Technology Team
  62. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
  63. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
  64. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  65. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  66. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  67. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? • Known and knowable requirements • How to deal with unknowns • Estimating • Fungible resources • Individual utilization • Productivity metrics • Activity over outcome Defining Work Allocating People Measuring Progress
  68. A THEORY OF TRANSFORMATION
  69. A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  70. A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  71. A Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  72. TRANSFORMATION IS A JOURNEY
  73. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup
  74. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust
  75. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
  76. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
  77. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable
  78. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size
  79. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple
  80. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple
  81. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase One • Stabilize the System
  82. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Two Phase Two • Reduce Batch Size
  83. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Two Phase Three • Break Dependencies
  84. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Four • Increase Local Autonomy
  85. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five Phase Five • Invest to Learn
  86. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
  87. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise

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