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

THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise
mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
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
ONE SIZE DOES NOT FIT ALL
Predictability Adaptability
Predictability Adaptability Emergence Convergence
Predictability Adaptability Emergence Convergence
Predictability Adaptability Emergence Convergence AE PC
Predictability Adaptability Emergence Convergence AEPE PC AC
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Quadrant One • Predictive Emergent
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Quadrant Two • Predictive Convergent
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Quadrant Three • Adaptive Convergent
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Quadrant Four • Adaptive Emergent
THE THREE THINGS
Backlog Backlog Backlog Backlog Backlogs
Teams Backlog Backlog Backlog Backlog Backlogs Teams
Teams Backlog Backlog Backlog Backlog Working Tested Software Backlogs Teams Working Tested Software
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
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
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
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?
STRUCTURE
Team Team Team Team TeamTeamTeam Product & Services Teams
Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams
Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams
GOVERNANCE
Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams
Product & Services Teams Scrum Team Team Team Team Team Team Team Team TeamTeamTeam Program Teams Portfolio Teams
Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
METRICS
Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
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
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
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
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
Team
Matrixed Organizations Team
Matrixed Organizations Non-instantly Available Resources Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
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
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
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
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
A THEORY OF TRANSFORMATION
A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software
A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
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
TRANSFORMATION IS A JOURNEY
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple
Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple
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
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
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
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
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
mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise

Editor's Notes

11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.

Matrixed management
Non-instantly available resources
Project funding models
Limited access to subject matter expertise

Shared requirements between teams
Technical debt
Defects
Tightly coupled architectures

11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.

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

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

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