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Why Agile Is Failing in Large Enterprises, And What You Can Do About It

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Large companies often struggle to adopt agile practices in a meaningful way. This presentation will help you understand why you are struggling to adopt agile, and more importantly, what you can do about it.

Published in: Business

Why Agile Is Failing in Large Enterprises, And What You Can Do About It

  1. 1. Why Is Agile Failing in Large Enterprises… … and what you can do about it
  2. 2. Why Agile Works?
  3. 3. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
  4. 4. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
  5. 5. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
  6. 6. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
  7. 7. Why Agile Fails?
  8. 8. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
  9. 9. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity
  10. 10. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Little Accountability
  11. 11. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Little Accountability Can’t Measure Progress
  12. 12. What Gets In The Way?
  13. 13. 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
  14. 14. How Do You Begin an Agile Transformation?
  15. 15. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Remember the Goal…
  16. 16. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Remember the Goal…
  17. 17. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Remember the Goal…
  18. 18. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress Remember the Goal…
  19. 19. Culture PracticesStructure Three Popular Perspectives…
  20. 20. Culture PracticesStructure Three Popular Perspectives… ... all three are essential, but where do you start?
  21. 21. Culture PracticesStructure Culture First Transformation • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles
  22. 22. Culture PracticesStructure Culture First Transformation • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles • Belief that delivery systems will emerge based on new thinking
  23. 23. Practices StructureCulture Practices First Transformation • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven
  24. 24. Practices StructureCulture Practices First Transformation • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven • Belief that agile is a process or way to work
  25. 25. Structure CulturePractices Structure First Transformation • Focused on forming teams and governing the flow of value • Focused on aligning the organization first
  26. 26. Structure CulturePractices Structure First Transformation • Focused on forming teams and governing the flow of value • Focused on aligning the organization first • Belief that culture and practices only emerge within a rational structural and planning framework
  27. 27. Working Hypothesis: Agile Transformation Begins By Defining a Rational System of Delivery for the Enterprise
  28. 28. Working Hypothesis: True Agility is About Breaking Dependencies Across The Entire Organization
  29. 29. Working Hypothesis: Healthy Culture and Effective Practices Only Emerge Within a Rational Delivery Framework
  30. 30. How To Map Your Enterprise Agile Transformation
  31. 31. Predictability Adaptability
  32. 32. Predictability Adaptability Emergent Convergent
  33. 33. Predictability Adaptability Emergent Convergent
  34. 34. Predictability Adaptability Emergent Convergent AE PC
  35. 35. Predictability Adaptability Emergent Convergent AEPE PC AC
  36. 36. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc
  37. 37. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional
  38. 38. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile
  39. 39. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup
  40. 40. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Project
  41. 41. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Agile Pilot Project
  42. 42. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Agile Pilot Agile Rollout
  43. 43. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Agile Pilot Agile Rollout
  44. 44. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup LOB
  45. 45. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup LOB Low Trust
  46. 46. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Agile Pilot LOB Low Trust
  47. 47. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Agile Pilot LOB Low Trust Become Predictable
  48. 48. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Agile Pilot LOB Low Trust Become Predictable
  49. 49. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup LOB LOB Low Trust Become Predictable
  50. 50. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup LOB LOB LOB Low Trust Become Predictable
  51. 51. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup LOB LOB LOB Low Trust Become Predictable Reduce Batch Size
  52. 52. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup LOB LOB LOB LOB Low Trust Become Predictable Reduce Batch Size
  53. 53. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup LOB LOB LOB LOB Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams
  54. 54. Iterative and Incremental Organizational Improvement
  55. 55. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams Start
  56. 56. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams Start P1
  57. 57. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams Start P1 P2
  58. 58. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams Start P1 P2 P3
  59. 59. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams Start P1 P2 P3 P4
  60. 60. Predictability Adaptability Emergent Convergent AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple Teams Start P1 P2 P3 P4 P5
  61. 61. Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  62. 62. Team Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  63. 63. Team Team Team Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  64. 64. Team Team Team Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  65. 65. Agile Delivery Structure
  66. 66. Team Team TeamTeam Team Team Team Team Product & Services Teams
  67. 67. Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams
  68. 68. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams
  69. 69. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum
  70. 70. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban
  71. 71. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
  72. 72. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Phase I Form Teams, Basic Agile Practices PC
  73. 73. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Phase 2 Mature Practices & Culture Regular Delivery Cadence PC
  74. 74. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Phase 2 Decouple Services and Products Testing, CI and DevOps AC
  75. 75. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Phase 4 Smaller Batches Enterprise Wide Goal Oriented Funding Framework AC
  76. 76. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Phase 5 Independent Goal Driven Teams Adaptive Planning & Governance AE
  77. 77. By focusing on the fundamentals and systematically breaking dependencies, we can achieve true enterprise agility at scale

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