Agile is about mindset and a right culture to embrace agile across both business and development teams is very important. Culture is integral to sustainable agile organizations but is one of the most difficult transitions to achieve. This talks focuses on some of the key enablers for the culture shift across organization.

1. CULTURE SHIFT ENABLERS
ACCELERATING BUSINESS VALUE
Quest 2017

2. WE DO
OUTCOME BASED PLANNING WITH ACTUAL BUSINESS
(BACKLOG ALIGNED WITH BUSINESS GOALS AND OBJECTIVES)
WE CONSISTENTLY
DELIVER VALUE @ MARKET CADENCE
(SMALLER CHUNKS, FASTER DELIVERABLES IN WEEKS)
WE DO NOT
HAVE PROCESS OVERHEADS & HAND-OFFS
(CROSS FUNCTIONAL & PARTICIPATIVE EXECUTION)
WE MAINTAIN
TRANSPARENCY & STRIVE FOR CONTINUOUS
IMPROVEMENTS
(ORGANIZATION SUPPORT AND ENABLEMENT)
STATE OF PRACTICE
???

3. INDUSTRY REPORT
DEVOPS 2016 REPORT SUMMARY
▸ High-performing organizations are decisively
outperforming their lower-performing peers in
terms of throughput.
▸ High performers have better employee loyalty, as
measured by employee Net Promoter Score (eNPS).
▸ Improving quality is everyone’s job.
▸ High performers spend 50 percent less time
remediating security issues than low performers.
▸ Taking an experimental approach to product
development can improve your IT and
organizational performance.
▸ Undertaking a technology transformation
initiative can produce sizable cost savings for any
organization.

4. AGILE ENTERPRISE: AGILE & LEAN ADOPTION ISSUES
AGILE SUCCEEDS BEST AS AN EXECUTIVE-LED INITIATIVE THAT INCLUDES
WELL-THOUGHT OUT STRATEGIES TO EFFECT FOUNDATIONAL CHANGE ACROSS
AN ORGANIZATION.

5. PEOPLE ENGAGEMENT IMPACTING AGILITY & CULTURE
STATE OF EMPLOYEE ENGAGEMENT
https://www.officevibe.com/state-employee-engagement

6. UNCERTAINTYPREDICTABILITY OVER
!! AGILE WAS MEANT TO DEAL WITH
UNCERTAINTY !!

7. HOW DO WE DO IT?
MAKING THE CULTURE SHIFT

8. AGILE ENTERPRISE: PROJECTS, BUDGETS & UTILIZATION
PROJECTS >> PRODUCTS
▸ Moving away from Project
Execution to Product Thinking &
Delivery
▸ Measure Outcomes not Outputs
▸ Business Forecasting
▸ Strategic Planning (Choices)
▸ Operational Forecasting
(Predictability)
!! FOCUS SHIFTS TO MEASURING OUTCOMES (VALUE) FROM OUTPUTS !!
Scope
Fixed
Estimated
Resource Time Scope
Resource Time
Output
Value

9. WHAT IS PRODUCT THINKING
PRODUCT THINKING
KNOWING THE USERS
OUTCOME AND MEASUREMENT
SOLUTION FOCUS ON USER & CONTEXT
DELIVER VALUE CONTINUOUSLY

10. AGILE ENTERPRISE - INVESTMENTS TO DRIVE AGILITY
AGILE FLUENCY: BEST-FIT AGILE
http://www.agilefluency.org/
INVESTMENTS TO DRIVE AGILITY BASED ON WHERE THE TEAM &
ORGANIZATION NEEDS TO BE

11. EXPERIENCES & THOUGHTS…
MAKING THE CULTURE SHIFT

12. OBJECTIVES & KEY RESULTS (OKRS)
DRIVING ACCOUNTABILITY WITH CLEAR OBJECTIVES & GOALS
3
OBJECTIVES
3
KEY RESULTS PER
OBJECTIVE
QUARTERLY
REVIEWED WEEKLY
OR MONTHLY
OBJECTIVES
‣ AMBITIOUS
‣ QUALITATIVE
‣ TIME-BOUND &
ACTIONABLE
KEY RESULTS
‣ MEASURABLE
‣ ACHIEVABLE
‣ DIFFICULT BUT NOT
IMPOSSIBLE
Team OKR - 4 SQUARE
Priorities this week
P1: ——————
P2: ——————-
P3: ———————
OKR Confidence
Objective: Establish clear values
KR1:—————- (5/10)
KR2:—————- (5/10)
KR3:—————- (5/10)
Next 4 Weeks: Commitments
Key aspirational commitments/
work to meet objectives
Item 1
Item 2
….
Item n
Health
Team Health:
Business Satisfaction:

13. FOCUSED RIGOR WITH MANAGEMENT PARTICIPATION
DEVOPS ADOPTION JOURNEY … IT’S STILL ON
▸ Established roadmap for progression.
▸ Conduct workshops and mentoring sessions.
▸ Autonomous teams and choice of technology
stacks
▸ Realigning branching strategies to fit the
context
▸ Templated versions of build-pipelines for
specific types of work context.
▸ Isolated testing and test data management.
▸ Monthly showcase of adoption.
▸ Resolve adoption challenges and
impediments
40+
GEOGRAPHICALLY DISTRIBUTED DATA
WAREHOUSING ENGINEERING TEAMS
RADICAL SHIFT
TECHNOLOGY CHOICES CHANGED FROM
PROPRIETARY TO OPEN SOURCE
RTB & CTB
ALL AT ONCE - TEAMS BUILDING
INTERNAL PRODUCTS WHILE
SUPPORTING EXISTING BUSINESS

14. DUAL TRACK SPRINTS
▸ Team involved in both
discovery and delivery
▸ KANBAN: Discovery leads
shippable increment sprint.
▸ DELIVERY BACKLOG: Slice
user stories that are logical and
fits into 2 week increments
▸ SPRINTS: 2 week sprint cycles
that delivers shippable
increments of the highest
priority Delivery Backlog
▸ RELEASES: Monthly release
cadence.
HTTPS://WWW.DEVBRIDGE.COM/ARTICLES/HOW-TO-SET-UP-DUAL-TRACK-SCRUM-IN-JIRA/
REMOVING AMBIGUITY IN DELIVERY

15. SUSTAINING AGILITY ACROSS PORTFOLIO TEAMS
MODELING CONTINUOUS IMPROVEMENT PLANS
▸ Moving away from periodic assessments
and mundane retrospectives
▸ Continuous improvements are not
initiatives but way of life
▸ Collective Goals/MVP: Evidence based
approach to agile practice
improvements
▸ Driving improvements with
accountability from both Management
and Teams
▸ Align OKRs and Improvement Plans
WHAT DIFFERENT THINGS WE NEED TO FOCUS ON & HOW CAN WE DO
THINGS DIFFERENTLY…

16. MEASURING VALUE DELIVERY AND OUTCOMES
SOURCE OF TRUTH
Product
Team
Objectives
Business
Satisfaction
Team Health
Business Unit 1
Team 2
Team 3
Team 4
Team 5
Team 1
Business Unit 2
Team 3
Team 4
Team 5
Team 4
Business Unit 3
Team 4
Team 5
Team 6
Portfolio OKR View
SENSE OF PROGRESSION: TEAM AGILITY MAPPED TO OKRS
TREND ON SOURCE CODE COMMITS

17. BEING AGILE - “A MINDSET”
EMBRACING AGILE
▸ Learn How Agile Really Works
▸ Understand Where Agile
Does or Does Not Work
▸ Start Small and Let the Word
Spread
▸ Allow “Master” Teams to
Customize Their Practices
▸ Practice Agile at the Top
▸ Destroy the Barriers to Agile
Behaviors
https://hbr.org/2016/05/embracing-agile
FORBES: HBR’s Em
brace
of Agile
The embrace of Agile by Harvard
Business
Review is
welcome
but it remains
a
partial
embrace. “Doing Agile” is not enough. To get
the
full benefits
of
Agile, managers
must
recognize that Agile is a mindset, not just a
methodology. They must learn to “be Agile.”
- Steve Denning, Contributor
https://www.forbes.com/sites/stevedenning/2016/04/21/hbrs-embrace-of-agile/
#189b00c55802

18. THANK YOU