The document discusses organizational alignment and business agility. It provides an agenda for a presentation on these topics, including defining agility, an enterprise agile case study comparing waterfall vs. agile for a Department of Defense project, how businesses must pivot or perish, why banks are embracing agile, and how organizational alignment leads to agility. Alignment of product vision, roadmap, release plan and iteration plan at different planning levels is key to business agility.

1. Organizational Alignment -
The Foundation For Business Agility
Welcome – the session will begin shortly!

2. Organizational Alignment,
The Foundation For Business Agility
Dr. David Rico
Tom Friend
• Author and speaker
• 30+ years technical lead NASA,
U.S. Navy, U.S. Airforce
• 12+ Years Agile Scrum Experience
• 25+ Year IT Application Scrum
• US Naval Aviator & Air Force Pilot

3. Agenda
• What is Agility
• Enterprise Agile Case Study
• Pivot or Perish
• Business Agility
• The Power of Alignment
• Q&A

4. What is Agility?
Maximizing
BUSINESS VALUE
with right sized, just-
enough, and
just-in-time processes
and documentation
Highsmith, J. A. (2002). Agile Software Development Ecosystems. Boston, MA: Addison-Wesley.

5. Where Agile Movement Came From
Source: www.agilemanifesto.org
Individuals and Interaction over process and tools
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to Change over following a plan

6. XP
Crystal
Kanban
RUP
Scrum
Lean
FLEX
“Agile” is an Ecosystem

7. Levels of Agile in an Organization
XP
TDD
BDD
Scrum
LSD Agile
Practices
Kanban
DevOps
Scrum of
Scrums
Lean
PDCA
Kaizen
A3
Individual Team Department Organization
Daily
Enterprise
Project
Program

8. Version One Report
Accelerate product delivery 59%
Manage changing priorities 56%
Increase productivity 53%
Predictability 44%
Alignment 40%
9th
Annual
STATE OF
AGILE
SURVEY

9. Iteration
24
hours
Iteration Backlog Backlog tasks
expanded
by team
Viable
Increment
Daily Coordination
Meeting
Scrum: Framework
1 month or less

10. The purpose of a Scrum sprint is to deliver an increment of potentially
releasable functionality of the highest value.
Maximum Value Delivered
Value of Work Not Done
1. Optimize Business Value
2. Mitigate Risk
3. Maximum Transparency
Never Used
Seldom Used
Sometimes
Used
Often Used
Always Used
45%
7%
13%
16%
19%

11. Comparing The Details?
Lifecycle
Deliverables
Time to Market
TrainDD Test
plan
HLD Tech
spec
Build
Funct
test
Deploy
Doc
Deliverables
Time to
Market
Lifecycle
Iterate,Increment
andInnovate
WaterfallBigBang
VS.
12 to 36 months
Define Code Test
6 Months
Potentially Shippable Product Increments

12. Getting Value Sooner
Time
Value
x
x
x
x x x
x
What value do we get if we cancel here?

13. Reduction of Risk
Tested &
Working
RISK
RISK
RISK
Tested &
Working
RISK
RISK
Tested &
Working
Tested &
Working
Waterfall Agile
RISK

14. The Scrum Team Self Organizes to
Attack Risk

15. Building a High Performance Team
Forming Storming Norming Performing
Source: Dr. Bruce Tuckman
Teams are the foundation for Enterprise Agile Transformation
EffectivenessofTeam
Performance of Team

16. • New iteration of all systems released every 6 mos
• $43M cost1 (20% of F-35)
• World’s most cost-effective military aircraft (1)
• $143 billion over budget
• Delayed until 2022 (final systems integration)
• Cost of Navy F-35C grew from $273 million in
2014 to $337 million by 2015
Enterprise Agile Case Study
Dept of Defense: Waterfall vs. Agile
$1.5 trillion $15 billion
(1) Jane’s Aviation Weekly

17. Businesses Have to Pivot or Perish

18. Why Banks are Embracing Agile

19. Amazon, Google, Alibaba, 10 cent – all have ROA in
the high teens (15-20%).
JPMorgan 0.9%,
HSBC 0.5%.
Bank of Montreal 0.67%
Barclays 0.05%.
Return on Assets (ROA)
It is All About $$$
20%
<1%

20. What are Banks focusing on?
High ROALow ROA
No ROA

21. Organizational Alignment Leads to Agility
Product Vision
Product
Roadmap
Release Plan
Iteration Plan
Daily
Coordination
Long Range Planning
1 year +
Mid Range Planning
6 Months
Short Range Execution

22. Capability Maturity Model
Agile
Teams
Agile
at Scale
Business
Agility

24. Simple FLEX Team Alignment

25. e Staff and SVP
Centralized Planning | Decentralized Execution
VPs, Champions & BU Owners
Sr Directors, Directors & ICs
PLAN EXECUTE

26. Questions?

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