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Agile Transformations that Stick
The document provides guidance on making agile transformations stick within organizations. It emphasizes focusing on values, principles and behaviors over mechanics. Key steps include: getting leaders aligned on desired outcomes; training everyone in agile; allowing teams to start without too much tweaking; and watching for danger signs like too much process or role confusion and addressing them. The overall message is that genuine culture change takes time and organizations should fail fast, adapt often, and amplify successes.
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Agile Transformations that Stick
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- 2. Enterprise Agile, Innovation& Organizational Transformation Former salesforce VP, coaching at Yahoo!, learned agile with ThoughtWorks in 2004 Consulting clients include eBay, RMS, Twitter, Zendesk, British Telecom Focus on people and culture over process. Process enables outcomes
- 3. Why Transform? Agile TransformationPlaybook Danger signs and what to do about them
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- 5. Go faster &beat the competition Increase quality Build stronger and happier teams Scale
- 6. We’ve crossed thechasm Going agile is no longer a question
- 7. Agile is tablestakes
- 8. If we allagree, then why is it so hard?
- 9. Change is hard Peopleresist change Agile is all about people Dysfunction must be addressed
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- 12. How to makeit stick? Agile has to be part of the culture – everything changes Don’t focus on mechanics, focus on values, principles & behaviors Look for and remove systemic blockers
- 13. Get leaders aligned Determinewhat outcomes you are trying to achieve *(this make take some time to do)
- 14. Technical: How do youdo builds? Do you have continuous integration? Do you have test automation frameworks? Can teams mock? Determine your infrastructure
- 15. Organizational: Are you staffedto build cross functional teams of 10 or less? Are those teams persistent? Are there ScrumMasters and Product Owners? Do the teams have backlogs which own portions of the technology? Determine your infrastructure
- 16. Form a crossfunctional leadership team to make decisions which impact the whole organization
- 17. Build your organizationalbacklog Definition of Done Roles and Responsibilities Environments, Tools & Metrics Delivery Rhythm and Planning Cadence Requirements and Dependency Management Technical Debt strategy Way to stay visible
- 18. …but resist definingeverything Add large scale process only when it is needed
- 19. Train Everyone inAgile Leaders Managers Whole teams * Everybody – even those people who’ve “been doing it for years”
- 20. Bottom Up Release Plan Wholeteams Expect this to reveal hard truths
- 21. Allow the teamsstart without too much tweaking They will make mistakes. They may feel confused. Help them see tradeoffs and make wise decisions Do not over – coach Let them own the details of their process Keep them visible and accountable Let them fail fast and reset
- 22. Danger Signs And whatto do Danger Signs and what to do about them
- 23. There’s so much process,teams (or you) forget what outcomes you are trying to achieve. Backlash or Mechanics thrive but teams do not improve Process Overload
- 24. The Fix Go backto basics Focus on the “what” and “why” rather than the “how” Push decision making lower Take a hard look at your metrics – people take their cues from what you collect
- 25. Step one –select tool Step two – determine process Step three – train people on tool and it’s process Tool enforcement pain
- 26. The Fix Put awaythe tool in favor of simple, collaboration tools Allow teams to customize their process to their work and context
- 27. ScrumMasters are not developed(or rotating or part-time or shared with any number of roles) Product Owners are not bought it to a “development process” Role Confusion
- 28. SMs - NameSMs, build job descriptions & success metrics. Develop community for shared learning Ensure rollout (and rollout team) is comprehensive, not just engineering. PMs (and their managers) need skin in the game The Fix
- 29. Decision Making isheld; no self organization Leaders are unable to push decision making down to teams. Managers don’t have a new job, continue directive style, assignments, estimates and commitments
- 30. The Fix Coach leaderson the impact of their actions to outcomes. Bring in data rather than arguments. Give managers a real role in the agile org which is different from their previous one. Critical partners to create agile culture.
- 31. Too Many Metrics Lotsof Gaming Detailed scorecards look good but teams are not succeeding or improving Reporting is a burden and it’s tough to know how to action off data
- 32. The Fix Simplify –go back to desired outcomes Measure no more than 5 things Remind people of the “why” so metrics have value and promote course correction
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- 34. Genuine transformation takestime – remember it’s culture change Execute playbook quickly but inspect and adapt often Fail fast and find successes to amplify
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Editor's Notes
- #24 Team retros are great but the code is getting rolled back