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20241008 Planview Project to Product: Business Agility With Flight Levels
The document discusses enabling business agility through Flight Levels, focusing on strategic objectives such as modernizing communications and becoming a data-centric organization. It highlights the critical role of engaged leadership in achieving successful agile transformations and outlines barriers to strategy execution including alignment, effects, and knowledge gaps. The document also emphasizes the importance of measuring success through specific outcomes and visualizing strategy using tools like OKRs.
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20241008 Planview Project to Product: Business Agility With Flight Levels
- 1. Enabling Business Agility WithFlight Levels Craeg Strong, CTO, Ariel Partners New York, NY 09 October 2024 1:05pm CT / 2:05PM ET
- 2. 2 What Problem arewe trying to solve? Strategy Execution
- 3. 3 DAF Strategic Objectives ModernizeIn Theater Communications Infrastructure Deploy OCONUS Cloud Computing Under Enterprise Construct Protect Data in the Cloud While Enabling Information Sharing Become a Data-Centric Organization that uses data at speed and scale for operational advantage and increased efficiency.
- 4. 4 How Does OperationalLevel Connect? Depot Maintenance Accounting & Production System Scrum Development Automated Civil Engineer System ACES Scrumban Automated Business Services System ABSS Scaled Agile Software Development Kanban O&M AFEMS Air Force Equipment Management System Stock Control System Waterfall DMAPS Data Center Consolidation Hybrid
- 5. 5 Organizational Agility withFlight Levels
- 6. 6 Flight Level Three:Strategic Level
- 7. 7 Craeg Strong SoftwareDevelopment since 1988 Large Commercial & Government Projects Leadership Coaching & Training Organizational Agility Coach DevSecOps Architect Certified Ethical Hacker CTO, Ariel Partners FLC/FLG AKC/AKT/KCP , CSM/CSP/CSPO, ITILv3, PMI-ACP, PMP, CLP , SPC, CEH ICP-ACC, ICP-ATF , PSM-II, PSK cstrong@arielpartners.com https://www.linkedin.com/in/cstrong @ckstrong1 7
- 8. 8 Nearly allAgile methods recognize the critical role senior organizational leaders play Lack of an “Engaged Sponsor” is cited as one of the top 10 reasons for failed agile transformation The Challenge of Leadership
- 9. 9 Aspects of GreatLeaders • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy • Organizing Efforts; making efficient use of resources and processes • Resolving Conflict • Providing for career advice and advancement for direct reports Management • Ability to make decisions given imperfect knowledge • Willingness to commit scarce resources that have alternative uses • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy Command Leadership
- 10. 10 But...What about Agilefor Leaders & Executives? • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy Leadership OK, so let’s start with leadership in general...
- 11. 11 What is AgileLeadership? • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy • Ability to Inspire Others with an Agile Vision • Aligning and Catalyzing Agile Efforts • Driving strategy with Agility Leadership What does this mean? Why is it difficult? What are the barriers? What processes and tools can we apply? What mindsets and behaviors should we adopt?
- 12. 12 Barriers to Strategy+ Execution: Three Critical Gaps Outcomes Actions Plans The difference between what we want people to do and what they actually do Alignment Gap The difference between what we expect our actions to achieve and what they actually achieve Effects Gap The difference between what we would like to know and what we actually know Knowledge Gap
- 13. 13 Primary Barrier: TheWhirlwind WHIRLWIND Required to Maintain The Operation BREAKTHROUGH Requiring a Change In Behavior NARROW FOCUS HERE
- 14. 14 Clarifying Strategy: Identifythe Crux We cannot achieve every goal simultaneously Some goals conflict Understand the key challenges / barriers Identify the “crux” or key leverage point Solves a big problem Achievable given time, resources CRUX
- 15. 15 Place your focus whereyou want to see the improvements What the business cares about What an operational team can (directly) influence
- 16. 16 Measuring Success: OutputsVersus Outcomes Specific, non-binary Measurable Achievable Relevant Time-Bound Complete all RMF documentation for Snowflake Import all currently available data sources into Denodo Achieve passing test report for new cloud-centric data mesh solution House All F-xx airframe supply chain information in single online EBOM by Q2 2024 Secure five alternative suppliers for at least 90% of airframe fuel tanks by 2027 Shared battlespace across OCONUS has weather, ground cover, and supply info no more than 5 seconds old by Q2 2026 Outputs Outcomes
- 17. 17 Visualizing Strategy WithOKRA (1) Strategy Board Action “What do we need to do to get there?” Objective “Where do we Need to go?” Key Result “How do we know we are getting there?”
- 18. 18 Strategy Board Strategy Board VisualizingStrategy With OKRA (2) Action “What do we need to do to get there?” Objective “Where do we Need to go?” Key Result “How do we know we are getting there?” Action “What do we need to do to get there?” Wildly Important Goal “Where do we Need to go?” Shorter-Term Key Result “How do we know we are getting there?” Longer-Term Key Result “How do we know we are getting there?” Medium-Term Key Result “How do we know we are getting there?” Q7
- 19. 20 Summary: Visualizing Strategy Wildly Important Goal Becomethe leading drone supplier in USA for delivery of essential goods to remote areas Break down the WIG into measurable outcomes at three horizons Identify specific action(s) that will achieve the short-term outcome Each outcome acts as an indicator that we are making progress on the WIG Review and adjust at least weekly A drone cluster can carry a payload that is bigger than what a single drone can carry
- 20. 21 Lead Measures Lead MetricHypothesis: ❑ It will remove barriers that prevent achievement of outcome ❑ It is Influenceable ❑ Pivot may be necessary Time Approval Delays House All F-xx airframe supply chain information in single online EBOM by Q2 2024 Target Outcome Develop New Cloud-Based Integrated EBOM Software Platform Initiative Lead Measure? What historical barriers exist that we can influence in the short term? Number of times approvals are delayed for supplier parts registrations
- 21. 22 Strategy Board Context andConstraints Become a Data-Centric Organization that uses data at speed and scale for operational advantage and increased efficiency Integrate all medical bioeffects data sources into the 711 HPW data mesh by Q1 2024 Human Performance Enhancement is able to optimize response time to high stress situation by 15% by Q2 2025 CONTEXT: Based on studies performed in 2019, we believe that focusing on high stress situations is best place to start CONSTRAINTS: (1) Not feasible if > $$$ (2) Algorithms cannot train on PII or PHI ... WIG Long-term outcome Med-term outcome
- 22. 23 Agile Interactions AcrossSilos Strategic Level Standup Teams and Value Streams Send Delegates
- 23. 24 Pharma Example Revenue from Anti-Cancer Doctor Presentations Week Become leading supplierof anti- cancer drugs in USA Long-Term Goals 2023 - 2025 Wildly Important Goal 1 Year Outcomes By 31 Dec 2023 < 3 Months By 30 June 2023 Next In Progress Measure Success New lymphoma drug to market 3 lymphoma drugs in human trials 5 lymphoma drugs in animal testing Doctors have 40% better awareness Doctors prescribe our drugs over Competitor 20% Doctor awareness equals competition QRS Formula β Mutation Testing Social Media Campaign New absorption coating Equipment in repair Week Quarter
- 24. 25 Linking Strategy toValue Streams Wildly Important Goal Ready Hypothesize Refine Explore Validate Ready 4 Engineering In Progress Internal Test Send Out Initiative Nano Particle Selection Business As Usual Initiative β Mutation Testing β Mutation Testing Flight Level 3 Strategic Flight Level 2 Coordination
- 25. 26 Insurance Example: CorporateStrategy Wildly Important Goal Become leading mutual life insurance company in the US Outcomes Achieve $20B in revenue from life insurance products Actions Invest in an Insuretech that leverages AI/Machine Learning to simplify underwriting approval Kickoff a major advertising campaign to raise awareness of our offerings Acquire a smaller competitor that can provide access to new markets Consolidate and streamline older policy admin systems with new system Reduce average time from start of application to bound policy from 3 months to 3 weeks Increase penetration of US households from 0.5% to 1.5% 1. Notice how the actions involve teams from all across the organization: sales, IT, legal, underwriting, marketing 2. Imagine what an iteration review/demo looks like for all this? This is where magic happens! Long-Term Med-Term Short-Term
- 26. 27 Federal Example: DisabilityCase Processing System Mid-Term Outcome Q4 2025 Short-Term Outcome Q1 2024 All legacy disability systems in US (MicroPact, MIDAS, ACPS, Cornhusker) are retired Build two-way mainframe interface for MicroPact JSON Financial API System Capabilities Single unified system can process all US disability claims Wildly Important Goal Long-Term Outcomes 2H 2027 All non-SC, non-expedited disability cases for 46 MicroPact states can be managed non-SC, non- expedited disability case can be entered for one state Todo Doing Done Modern case manage- ment UI Even short-term outcome requires delivery to production
- 27. 28 Leadership Agility withFlight Levels
- 28. 30 Learn More https://www.arielpartners.com/capabilities-statement https://www.arielpartners.com/upcoming-courses https://www.arielpartners.com/flight-levels ENTERPRISE KANBANFOR AGILE TRANSFORMATION & LEADERSHIP UPCOMING TRAINING ABOUT ARIEL