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The secret to achieving
sustainable Agility at scale
Ahmed Sidky	
  
President/ Co-founder of ICAgile
Ahmed Sidky, Ph.D.
Head of Development Management at Riot Games
President of the International Consortium for Agile (ICAgile) 
THE SECRET TO ACHIEVING SUSTAINABLE
AGILITY AT SCALE
@asidky
20	
  
	
  
YEARS	
  
on the PMI-ACP
Steering committeePh.D. in Agile
Transformation and
Agility Assessment
years of experience in software development,
management and delivery
President and
Co-founder
Co-authored
Consulted, trained or coached with
people and teams from …
Program Chair
Head of
Development
Management
MEET JACKCompany:	
  Future	
  Corp	
  
Size:	
  10,000	
  people	
  
Profession:	
  CIO	
  
Size	
  of	
  IT:	
  3000	
  People	
  
Goal:	
  Transform	
  organizaDon	
  to	
  Agile	
  -­‐	
  ASAP	
  
MEET JACK
1.  Start	
  training	
  across	
  IT	
  –	
  probably	
  on	
  Scrum	
  
2.  Picked	
  a	
  star,	
  Stacy,	
  in	
  the	
  IT	
  organizaDon	
  and	
  put	
  
her	
  in	
  charge	
  of	
  the	
  transformaDon	
  –	
  in	
  addiDon	
  to	
  
her	
  day	
  job.	
  
3.  Two	
  pilot	
  projects	
  were	
  launched	
  successfully	
  (doing	
  
Scrum)	
  !	
  
4.  Memo	
  from	
  the	
  CIO	
  that	
  says	
  we’re	
  moving	
  to	
  an	
  
agile/scrum	
  process	
  for	
  all	
  IT	
  projects	
  by	
  the	
  end	
  of	
  
the	
  year.	
  	
  
5.  The	
  plan	
  is	
  to	
  launch	
  five	
  pilots/teams	
  every	
  quarter.	
  
6.  The	
  CIO	
  is	
  meeDng	
  monthly	
  with	
  Stacy	
  to	
  track	
  the	
  
number	
  of	
  projects	
  who	
  are	
  adopDng	
  the	
  agile	
  
process.	
  	
  
7.  Stacy	
  is	
  procuring	
  an	
  agile	
  tool	
  to	
  help	
  teams	
  be	
  
consistent	
  in	
  their	
  agile	
  process.	
  
Company:	
  Future	
  Corp	
  
Size:	
  10,000	
  people	
  
Profession:	
  CIO	
  
Size	
  of	
  IT:	
  3000	
  People	
  
Goal:	
  Transform	
  organizaDon	
  to	
  Agile	
  -­‐	
  ASAP	
  
Plan:	
  	
  Something	
  like	
  this	
  
MEET JACKCompany:	
  Future	
  Corp	
  
Size:	
  10,000	
  people	
  
Profession:	
  CIO	
  
Size	
  of	
  IT:	
  3000	
  People	
  
Goal:	
  Transform	
  organizaDon	
  to	
  Agile	
  -­‐	
  ASAP	
  
Sustainable?
Organizational?
Agility?	
  
LETS MAKE SURE WE ARE ALIGNED
TASK
WORK(assembly line)
…not all work is the same…
KNOWLEDGE
WORK(creative work)
…not all work is the same…
KNOWLEDGE
WORK(creative work)
TASK
WORK(assembly line)
INDUSTRIALAGEMENTALITY
KNOWLEDGEAGEMENTALITY
Coordina(on	
  and	
  Control	
  
to	
  realize	
  the	
  outcome	
  
Inspect	
  and	
  Adapt	
  	
  
to	
  realize	
  an	
  outcome	
  
Exact	
  outcome	
  is	
  	
  
knowable	
  in	
  advance	
  
Exact	
  outcome	
  is	
  	
  
not	
  knowable	
  in	
  advance	
  
High	
  cost	
  of	
  change	
  	
  
leading	
  to	
  less	
  change	
  
Low	
  cost	
  of	
  change	
  	
  
leading	
  to	
  more	
  change	
  
OUR MINDSET
Fear of failure
Reducing uncertainty by “nailing things down.”
Looking to fix and confirm things.
Seeking learning opportunities
Reducing uncertainty by discovering and learning.
Learn and discover in the most efficient way possible.
Fixed Mindset
approach to managing uncertainty
Agile Mindset
approach to managing uncertainty
Inspect	
  and	
  Adapt	
  	
  
to	
  realize	
  an	
  outcome	
  
Exact	
  outcome	
  is	
  	
  
not	
  knowable	
  in	
  advance	
  
Low	
  cost	
  of	
  change	
  	
  
leading	
  to	
  more	
  change	
  
Fixed	
  Mindset	
  approach	
  to	
  delivery	
  (Assembly	
  Line)	
  
	
  	
  	
  Agile	
  Mindset	
  approach	
  to	
  delivery	
  (Knowledge	
  Work)	
  
Must	
  “nail	
  down”	
  the	
  output	
  in	
  order	
  to	
  start	
  delivery	
  (Liner	
  Thinking)	
  
Discover	
  and	
  learn	
  through	
  valuable	
  output	
  and	
  welcoming	
  change	
  (Circular	
  Thinking	
  –	
  IKIWISI)	
  
Discover
Then Build
LOCK-DOWN
1 	
   	
   	
  	
  	
  2 	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  3 	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  4 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  5	
  	
  
1 	
   	
   	
  	
  	
  2 	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  3 	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  4 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  5	
  	
  
Mindset Values Principles Practices
AGILE IS A
MINDSET
DESCRIBED BY
4 VALUES
DEFINED BY
12 PRINCIPLES
MANIFESTED THROUGH
UNLIMITED NUMBER OF PRACTICES
Mindset Values Principles Practices
AGILE IS A
MINDSET
DESCRIBED BY
4 VALUES
DEFINED BY
12 PRINCIPLES
MANIFESTED THROUGH
UNLIMITED NUMBER OF PRACTICES
SCRUM XP CUSTOM
Mindset Values Principles Practices
AGILE IS A
MINDSET
DESCRIBED BY
4 VALUES
DEFINED BY
12 PRINCIPLES
MANIFESTED THROUGH
UNLIMITED NUMBER OF PRACTICES
BEING
AGILE
DOING
AGILE
CROSSING THE SCALING AGILE CHASM
SINGLE
TEAM AGILE
MULTIPLE AGILE
TEAMS
ORGANIZATIONAL
AGILITY
THE TRANSFORMATION “WHY” SPECTRUM
Lower	
  energy	
  among	
  the	
  rank	
  and	
  file	
  about	
  
Agile	
  due	
  to	
  lack	
  of	
  buy-­‐in	
  or	
  increased	
  
workload	
  
	
  
Very	
  high	
  energy	
  among	
  the	
  rank	
  and	
  file	
  
about	
  Agile	
  stemming	
  from	
  belief	
  that	
  Agile	
  is	
  
an	
  aid	
  not	
  a	
  burden	
  
	
  
ExecuDve	
  ExploraDon	
  
CauDous	
  Commitment	
  	
  
Highly	
  Constrained	
  “Green	
  Light”	
  
High	
  Level	
  ExecuDve	
  Commitment	
  	
  
No	
  Proof	
  Needed	
  for	
  Agile	
  
Unconstrained	
  “Green	
  Light”	
  	
  	
  	
  
Leadership	
  Staff	
  
Agility	
  is	
  viewed	
  as	
  a	
  
necessity	
  for	
  the	
  survival	
  
of	
  the	
  organiza(on	
  	
  
Agile	
  is	
  a	
  nice	
  to	
  have,	
  could	
  
help	
  with	
  some	
  problems,	
  
and	
  we	
  can	
  survive	
  without	
  it	
  
Why	
  
PROCESS ADOPTION VS
CULTURE TRANSFORMATION
PROCESS CHANGE CULTURE TRANSFORMATION
Focus on Process and Technology Focus on People
Cascading Decisions Shared Vision
Training Educating
Communication Buy-in
Compliance Commitment
VERSION ONE: 9th ANNUAL STATE OF AGILE™ SURVEY

At the agile initiative level, respondents cited ability to change
organizational culture or a general resistance to change as their
biggest barriers to further agile adoption, followed by not having
the right skill set.
CULTURE ISN'T ABOUT POST-ITS, HIGH FIVES, OR DAILY STAND-UPS.
THESE ARE ARTIFACTS OF CULTURE – THE TIP OF THE CULTURE ICEBERG.
CULTURE IS OUR COLLECTIVE VALUES, BELIEFS, AND BEHAVIORS
IT'S THE FORCE BEHIND HOW WE DO WHAT WE DO
People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
Culture'
Culture'
Culture'
THE ORGANIZATIONAL ECOSYSTEM
People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
Culture'
Culture'
Culture'
CHANGE
THE ORGANIZATIONAL ECOSYSTEM
HUMAN ELEMENTS
NON-HUMAN ELEMENTS
BASIC ELEMENTS OF A CULTURE TRANSFORMATION
What does your culture triangle look like?
Where is the focus for your transformation? Why?
People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
MORE	
  AGILE	
  LESS	
  AGILE	
  
ORGANIZATIONAL AGILITY
Organizational Agility is a culture inline with
the values and principles of Agile, supported
by the organizational ecosystem and
manifested through personal and
organizational habits (how work really
gets done around here).
People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
Culture'
Culture'
Culture'
SUSTAINABLE ORANIZATIONAL AGILITY
NEEDS A COMPREHENSIVE CULTURE TRANSFORMATION
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
COMMON TRANSFORMATION APPROACHES
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
INDUSTRIAL AGE
MINDSET & CULTURE
KNOWLEDGE AGE
MINDSET & CULTURE
PROCESS-LED TRANSFORMATION
	
  
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
PROCESS-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
PROCESS-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
PROCESS-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
PROCESS-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
PROCESS-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
PROCESS-LED TRANSFORMATION
Team	
  
1	
  
Team	
  
2	
  
Team	
  
3	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
6	
  
Team	
  
7	
  
Team	
  
8	
  
Team	
  
9	
  
TEAM-LED TRANSFORMATION
Team	
  
1	
  
Team	
  
2	
  
Team	
  
3	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
6	
  
Team	
  
7	
  
Team	
  
8	
  
Team	
  
9	
  
TEAM-LED TRANSFORMATION
Team	
  
1	
  
Team	
  
2	
  
Team	
  
3	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
6	
  
Team	
  
7	
  
Team	
  
8	
  
Team	
  
9	
  
TEAM-LED TRANSFORMATION
Team	
  
1	
  
Team	
  
2	
  
Team	
  
3	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
6	
  
Team	
  
7	
  
Team	
  
8	
  
Team	
  
9	
  
TEAM-LED TRANSFORMATION
Team	
  
1	
  
Team	
  
2	
  
Team	
  
3	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
6	
  
Team	
  
7	
  
Team	
  
8	
  
Team	
  
9	
  
TEAM-LED TRANSFORMATION
Team	
  
1	
  
Team	
  
2	
  
Team	
  
3	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
6	
  
Team	
  
7	
  
Team	
  
8	
  
Team	
  
9	
  
TEAM-LED TRANSFORMATION
How	
  Much	
  Can	
  Influence	
  the	
  Culture	
  ?	
  
Org	
  1	
  
Org	
  2	
  
Org	
  3	
  
IT	
  
Org	
  5	
  
Org	
  6	
  
Org	
  7	
  
Org	
  8	
  
Org	
  9	
  
LITTLE INFLUENCE
ORGANIZATIONAL-LED TRANSFORMATION
Org	
  1	
  
Org	
  2	
  
Org	
  3	
  
Org	
  4	
  
Org	
  5	
  
Org	
  6	
  
Org	
  7	
  
Org	
  8	
  
Org	
  9	
  
How	
  much	
  can	
  influence	
  the	
  culture	
  ?	
  
IT	
  
LOTS OF
INFLUENCE
ORGANIZATIONAL-LED TRANSFORMATION
When big
organizations scale
well, they focus on
“moving a thousand
people forward a
foot at a time, rather
than moving one
person forward by a
thousand feet.
“
”SUTTON AND RAO, 2014 - SCALING UP EXCELLENCE
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
True culture transformation doesn’t
only take a long time… its need a
long time !
QUICK WINS
Momentum fuels
motivation – get in the
habit of accomplishing
small victories 
REWORK;:JASON FRIED,, DAVID HANSSON ; FOUNDERS OF 37 SIGNALS
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
Team	
  
4	
  
Team	
  
5	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
7	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
Team
4	
  
Team
5	
  
Team	
  
7	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
Team	
  
4	
  
Team	
  
5	
  
Team	
  
7	
  
Team	
  
3	
  
CULTURE-LED TRANSFORMATION
 
	
  
	
  
	
  
Leadership	
  
(Style,	
  Values,	
  	
  
Habits)	
  
	
  
Strategy	
  	
  
(Goals,	
  Measures	
  of	
  
Success,	
  Rewards)	
  
Structure	
  
(Roles	
  and	
  ResponsibiliDes,	
  Decisions,	
  
OrganizaDons)	
  
Processes	
  
(Value	
  Chain,	
  Policies,	
  OperaDons	
  and	
  Business	
  
Processes)	
  
People	
  
(Values,	
  Beliefs,	
  Aitudes,	
  Norms,	
  Habits)	
  
CULTURE-LED TRANSFORMATION
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
WHAT ARE WE CHANGING?
? ? ? ?
PERSONAL AND ORGANIZATIONAL KEYSTONE HABITS
What is a Habit?
The Power of Habit, Charles Duhigg
Habits are not conscious
decisions, but instead are
automatic routines. Once we
start the routine, we go on
autopilot and simply go
through the steps of the
routine–we don’t even think
about it. It’s just what we do.
The Habit Loop
The Power of Habit, Charles Duhigg
What is a Habit?
The Power of Habit, Charles Duhigg
When we first engage in a new
task, our brains are working
hard—processing tons of new
information as we find our way.
But, as soon as we understand
how a task works, the behavior
starts becoming automatic and
the mental activity required to do
the task decreases dramatically.
What is a Keystone Habit?
The Power of Habit, Charles Duhigg
A keystone habit is a habit
that has the power to start a
chain reaction changing other
habits across the organization

Keystone habit start a process
that, over time, transforms
everything
HABIT #1: COLLABORATING
CURRENT SILOED ORGANIZATION
Keystone Habit #1: Collaborating
Establish a habit of communicating and collaborating
Leadership
 Strategy
 Structure
 Process
 People
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating 
What does Leadership
need to know, or do to
enable, support and
promote enhancing
communication and
collaboration?
What needs to change
for our Strategies to
enable, support and
promote enhancing
communication and
collaboration
What needs to change
for our Structure to
enable, support and
promote enhancing
communication and
collaboration
What needs to change
for our Processes to
enable, support and
promote enhancing
communication and
collaboration
What do People need to
know, or do to enable,
support and promote
enhancing
communication and
collaboration
COLLABORATING
Establish a Habit of Communication and Collaboration 
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
?
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
?
Leadership
 Strategy
 Structure
 Process
 People
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating 
²  Agile Mindset
²  Knowledge Work
Management
²  Facilitative Leadership
²  Create a cross-silo
portfolio value team
²  Management level
rewarding system for
team collaboration not
heroics
²  New Role: Value Team
Facilitator
²  Chartering
²  Information Radiators
²  Collaboration Tools
²  15 Minute Daily Touch
Points
²  Retrospectives
²  Agile Fundamentals
(Including Agile
Mindset)
COLLABORATING
Establish a Habit of Communication and Collaboration
Leadership
What does Leadership need to know, or
do to enable, support and promote this
keystone habit?
Strategy
What needs to change for our
Strategies to enable, support and
promote this keystone habit?
Structure
What needs to change for our
Structure to enable, support and
promote this keystone habit?
Process
What needs to change for our
Processes to enable, support and
promote this keystone habit?
People
What do People need to know, or do to
enable, support and promote this
keystone habit?
Keystone Habit #n

Keystone Habit #4
Keystone Habit #3
Keystone Habit #2
Keystone Habit:
Collaborating

Establish a habit of
communicating and
collaborating 
²  Agile Mindset
²  Knowledge Work
Management
²  Facilitative Leadership
²  Create a cross-silo
portfolio value team
²  Management level
rewarding system for
team collaboration not
heroics
²  New Role: Value Team
Facilitator
²  Chartering
²  Information Radiators
²  Collaboration Tools
²  15 Minute Daily Touch
Points
²  Retrospectives
²  Agile Fundamentals
(Including Agile
Mindset)
HABIT #2: SLICING
Keystone Habit #2: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Collaborating
Establish a habit of communicating and collaborating
HABIT #3: SWARMING
Keystone Habit #3: Swarming
Establish a habit of integrating all efforts – integrated work streams, integrated work team
Keystone Habit: Swarming
Establish a habit of integrating all efforts – integrated work streams, integrated work team
Keystone Habit: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Collaborating
Establish a habit of communicating and collaborating
HABIT #4: LEARNING
Keystone Habit #4: Learning
Establish a habit of gathering feedback from multiple levels – truly open to change and learning
Keystone Habit #n

Keystone Habit: Learning
Establish a habit of gathering feedback from multiple levels – truly open to change and learning
Keystone Habit: Swarming
Establish a habit of integrating all efforts – integrated work streams, integrated work team
Keystone Habit: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Collaborating
Establish a habit of communicating and collaborating
•  Why should we spend so much to collaborate?
•  What are my responsibilities in this new world?
•  What is really my focus: delivery or value?
•  What determines if I am doing a good job
(competency)?
•  What is rewarded?
•  What should be optimized?
•  What is valuable?
•  What is a priority?
ORGANIZATIONALPERSONAL
Leadership
What does Leadership need to know, or
do to enable, support and promote this
keystone habit?
Strategy
What needs to change for our
Strategies to enable, support and
promote this keystone habit?
Structure
What needs to change for our
Structure to enable, support and
promote this keystone habit?
Process
What needs to change for our
Processes to enable, support and
promote this keystone habit?
People
What do People need to know, or do to
enable, support and promote this
keystone habit?
Keystone Habit #n
Keystone Habit:
Learning

Establish a habit of gathering
feedback from multiple levels
– truly open to change and
learning
Keystone Habit:
Swarming

Establish a habit of
integrating all efforts –
integrated work streams,
integrated work team
Keystone Habit:
Slicing

Establish a habit of working
and delivering in circular –
evolutionary slices to realize
early value
Keystone Habit:
Collaborating

Establish a habit of
communicating and
collaborating 
THE CURRENT FOCUS OF
MANY ORGANIZATIONS
Leadership
What does Leadership need to know, or
do to enable, support and promote this
keystone habit?
Strategy
What needs to change for our
Strategies to enable, support and
promote this keystone habit?
Structure
What needs to change for our
Structure to enable, support and
promote this keystone habit?
Process
What needs to change for our
Processes to enable, support and
promote this keystone habit?
People
What do People need to know, or do to
enable, support and promote this
keystone habit?
Keystone Habit #n
Keystone Habit:
Learning

Establish a habit of gathering
feedback from multiple levels
– truly open to change and
learning
Keystone Habit:
Swarming

Establish a habit of
integrating all efforts –
integrated work streams,
integrated work team
Keystone Habit:
Slicing

Establish a habit of working
and delivering in circular –
evolutionary slices to realize
early value
Keystone Habit:
Collaborating

Establish a habit of
communicating and
collaborating 
 81	
  
Transformational
Learning &
Education
Coaching
Mentoring
Transformational
Learning &
Education
Coaching
Mentoring
9-­‐10	
   10-­‐11	
   11-­‐12	
   12-­‐1	
   1-­‐2	
   2-­‐3	
   3-­‐4	
   4-­‐5	
  
Day	
  1	
  
Day	
  2	
  
Day	
  3	
  
Day	
  4	
  
Day	
  5	
  
Day	
  6	
  
Day	
  7	
  
Day	
  8	
  
Day	
  9	
  
Day	
  10	
  
Other	
  
IteraDon	
  Planning	
  
Stand-­‐up	
  
Demo	
  
RetrospecDve	
  
Release	
  Planning	
  
TRANSFORMATIONAL EDUCATION = BEING AGILE
9-­‐10	
   10-­‐11	
   11-­‐12	
   12-­‐1	
   1-­‐2	
   2-­‐3	
   3-­‐4	
   4-­‐5	
  
Day	
  1	
  
Day	
  2	
  
Day	
  3	
  
Day	
  4	
  
Day	
  5	
  
Day	
  6	
  
Day	
  7	
  
Day	
  8	
  
Day	
  9	
  
Day	
  10	
  
Other	
  
Being	
  Agile	
  
Doing	
  Agile	
   22%
78%
TRANSFORMATIONAL EDUCATION = BEING AGILE
Human Elements
Non-Human Elements
Basic Elements of the Transformation
International
Consortium for Agile
What concepts and competencies do organizations
need to build in their people to realize sustainable
agility? 


And how can we [ICAgile] encourage people pursue
the journey to master those competencies?
Marsha Acker
 Gene Gotimer
 Dan Mezick
 Charlie Rudd
Lyssa Adkins
 Janet Gregory
 Richard Mills
 Cindy Shelton
Pete Behrens
 Mike Griffiths
 Jeff Morgan
 Ahmed Sidky
Erin Beierwaltes
 Christian Hargraves
 Claire Moss
 Michael Spayd
Mike Burrows
 Shane Hastie
 Niel Nickolaisen
 Jon Stahl
Ben Butler
 Elisabeth Hendrickson
 Jeff Nielsen
 Kevin Steffensen
Alistair Cockburn
 Curt Hibbs
 Michael Norton
 Dennis Stevens
Rod Collins
 Derek Huether
 Jeffery Payne
 Jennifer Stone
Larry Cooper
 Eric Jacobson
 Pat Reed
 Venkat Subramanian
Brian Corrales
 Alex Kell
 Laurie Reuben
 Chris Turner
Dominica DeGrandis
 Olav Maassen
 Randy Rice
 Richard Turner
Sally Elatta
 Paul Mahoney
 Sharon Robson
 Michi Tyson
Bob Galen
 Gerard Meszaros
 Ronica Roth
 and many more …
AGILE EXPERTS AND PRACTITIONERS CONTRIBUTING TO BUILDING ICAGILE’S LEARNING OBJECTIVES
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?
It needed to be 
Methodology agnostic
Compatible with all current and custom methodologies
Therefore 
Grounded in agile values and principles 
Focused on disciplines not roles
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility? 
learning objectives defined for each track
learning objectives defined for each track
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?
And how can we [ICAgile] encourage people pursue
the journey to master those competencies?
And how can we [ICAgile] encourage people pursue
the journey to master those competencies?
And how can we [ICAgile] help people pursue the
journey to master those competencies?
And how can we [ICAgile] encourage people pursue
the journey to master those competencies?
LEARNING + MENTORING + PRACTICE = COMPETENCY
ICAgile Professional Certifications:
Recognizing people along their journey of
knowledge acquisition
ICAgile Expert Certifications:
Recognizing people that
developed competency
And how can we [ICAgile] encourage people pursue
the journey to master those competencies?
HOW DO WE ASSESS
COMPETENCY?
ICE-AC Candidate Evaluation Rubric
4/2/14
Description Proficient Competent Developing Beginning
Topic: Facilitating Agile Practices 4 3 2 1
Candidate's ability to use their agile
subject matter expertise to adapt the agile
practice(s) being facilitated
Can create new agile practices that serve the
team's reality without compromising the values of
agile; Embodies the agile mindset when faciltating
agile practices by maintaining a focused, yet
adaptive, presence.
Can facilitate a variety of agile practices and
understands the essence behind each practice. Can
link the practices to the principles and values and
understands how each practice supports the agile
mindset.
Demonstrates textbook knowledge of agile practices
and understands how to apply and combine
practices beyond the known agile methodologies.
Able to facilitate and speak about practices with
confidence.
Demonstrates a working ability to regulary facilitate
the textbook definition of the agile practice and can
articulate the rules but not necessairly the values or
principles of the practice.
Candidate's ability to design an effective
customized session to maximize
participation and progress towards agreed
upon outcomes
There is a clear arc to the design of the meeting
with well-thought out and planned flow from one
activity to another. Each activity smoothly builds on
the outputs of the previous one, providing clear
context and direction for the desired outcomes.
Design is well-thought out and planned. Candidate's
agenda drives towards desired outcomes. May
demonstrate some room for improvement in
foreseeing difficulties and being ready to address
them smoothly in the moment.
Creates an agenda and shows some ability to
anticipate complexities and prepare to handle them
smoothly.
Creates agenda but does not yet showcase: A)
flexibility and adaptability during the session if things
do not go according to plan, or B) sufficient session
design skills to ensure appropriate materials are
created and presented, participants understand
agenda and meeting progression, etc.
Candidate's ability to demonstrate
neutrality while facilitating agile practices
and to hold the group's agenda
throughout the meeting
Remains entirely neutral, encourages balanced
participation using methods appropriate to the
group dynamic. If the rare need to switch roles
occurs, candidate makes a clear declaration of this
to the group. Closes meeting smoothly with
everyone aware of outcomes and next steps.
Engages the participation of everyone in the group
using various methods as appropriate. Uses
appropriate tools and techniques to manage group
energy and move the meeting along. Demonstrates
ability to adapt in the moment. Closes the meeting,
including summarizing outcomes and next steps.
Demonstrates understanding of facilitator /
participant distinction and encourages balanced
participation. May falter in truly owning the facilitation
process as discussions take place and unanticipated
events occur.
Occasionally wavers between facilitator and
contributor mode. Encourages participation but does
not maintain awareness of balanced participation.
May struggle to manage time or energy. May not
close the meeting so participants may leave without
having a common understanding.
Description Proficient Competent Developing Beginning
Topic: Coach as Professional Coach
Candidate's ability to remain present with
the coachee using professional coaching
listening skills during session and to avoid
giving advice / relating to coach's
personal experience
Engages in a collaborative dance with the
coachee. Self-manages so well that it appears
effortless and maintains complete presence with
the coachee.
Exercises self-management effectively. Stays present
with client and asks powerful questions.
Shows ability to connect with coachee and hone in
on the agenda. Does not always stay true to the
agenda and may occasionally slip in to mentor or
teacher mode.
Listens to coachee but occasionally slips into the role
of mentor, teacher or commiserator.
Candidate's ability to gain trust, hone in
on the coachee's agenda, and conclude
the session in a manner that resonates
with the coachee and forwards his/her
agenda
Candidate paces session effectively to allow
adequate time for clarifying the agenda, exploring
it, and bringing the session to a powerful close.
Coachee leaves session attesting to deepened
learning and/or forwarding of his/her agenda.
Candidate hones in on coachee's agenda and
spends time exploring topics without feeling rushed at
the end. Able to reach suitable closure for the
coachee.
Able to hone in on coachee's agenda and can ask
some powerful questions and leverage skills to
deepen the conversation. May get to an adequate
close with room for improvement on holding the
space for new insights to emerge.
Candidate is able to asks some questions that
promote exploration of the topic for the coachee.
Candidate's ability to hold space for an
agile team to deepen its learning and
reach desired outcomes
Asks powerful questions and allows insights to
emerge without steering the discussion in a
particular direction but while also holding the
focus. Ensures group participation in this process.
Asks powerful questions that often generate insights.
Is able to articulate what is going on and ensure full
group participation.
Asks powerful questions that may generate insights.
May occasionally slip into the role of mentor or
teacher or lose full group participation.
Asks powerful questions, but does not always hold
space for new insights or demonstrate self-
management.
Description Proficient Competent Developing Beginning
Topic: Coach as Mentor / Steward of Teams
Candidate's ability to develop teams while
effectively dealing with complex situations
(i.e. conflict, resistance, lack of
commitment, etc.)
Distinguishes among: A) a beginning team that
has not yet formed, B) a mature team that is well
functioning and C) a team that has been together
a while but has significantly suboptimized
performance, and acts appropriately in each
instance.
Coach can surface conflict, and other complex
situations, and can help the team navigate them
effectively.
Distinguishes among teams in various stages of
development. Tailors approaches with some room for
improvement in versatility. Works with conflict, and
other complex situations, using a limited toolset that
may or may not expand the capabilites of team.
Able to tailor approach for new vs. existing teams.
Has limited tool set for "solving" complex situations
that do not expand the capabilities of the team.
Acts from a standard approach to all teams that does
not consider their level of development as a team
system. Approaches conflict, and other complex
situations, with a "solve it" mentality.
Candidate's ability to provide options to
the mentee that would provide insight into
how to solve the challenge the mentee is
facing
Gives multiple helpful recommendations,
highlighting challenges and pitfalls with each.
Checks with mentee if these are helpful and
ensures the mentee has a way forward.
Gives 1 or 2 helpful recommendations to the mentee.
Checks in to ensure recommendations are relevant to
the mentee's challenges or provide the mentee with
food for thought.
Candidate provides mentee with recommendations,
but may not check their relevance to the mentee.
Candidate offers advice and solutions on subjects
that they may or may not be an expert on.
Description Proficient Competent Developing Beginning
Topic: Coach as Teacher
Candidate's ability to relay a new concept
or technique to an indvidual in a
meaningful way
Engages the learner in the learning to provide
them with a deeper understanding of the concept
at hand. The learning sticks.
Successfully relays a new concept to a person by
engaging them in the process.
Explains the new concept sufficently, but does not
check for understanding in a way that ensures the
individual can apply the concept.
Explains the new concept without awareness of how
it was recieved.
Candidate's ability to know when to
directly lead the team (i.e. provide
content, direction, or opinion) versus
giving them space to decide on their own
Is able to effectively use his/her leadership power
as an agile coach. Able to create space for the
team to make the decision, even if it's the "wrong"
answer. On the other hand, coach can articulate
the areas where s/he takes a stand as an agile
expert and leader.
Is aware of (and can potentially articulate) what
leadership power is and what implication it has on an
agile team. Is able to create the space for the team to
make the decision, even if it is the "wrong" answer.
Only somewhat willing to let the team/individual
make the "wrong" decision. Stands in their Agile
expertise as the default position.
Primarily leads by giving explicit directions or
explanations.
Description Proficient Competent Developing Beginning
Topic: The Agile Coach Roles
Candidate's ability to choose the skillset
appropriate to the situation at hand (i.e.
choosing and shifting among coaching,
facilitating, mentoring, and teaching)
Skillfully chooses between the different roles and
gets effective results with teams. Is able to explain
the internal process used to choose a particular
skill set for the situation at hand. Is able to explain
the pros and cons of the chosen approach.
Is able to explain the internal process used to chose
a particular skill set for the situation at hand.
Sometimes falls into using the skill set of their
comfort zone and recognizes later that they should
have made a conscious choice. Overall, makes a
conscious choice at least some of the time and the
percentage of time is increasing.
Often falls into using the skill set of their comfort zone
and sometimes recognizes later that they should
have made a conscious choice.
The candidate's ability to manifest the
intangibles (earning trust of the team,
holding space, mastering the Agile Coach
Stance, embodying the mindset, etc.)
Demonstrates poise in all situations and roles; It is
clear that teams and participants in live demos
respect the candidate's expertise.
Shows a command of the different roles and skills
involved; Clearly has respect of team and participants
in most situations.
Able to function in each of the roles and
demonstrates poise in one or more.
Seems mechanical or uncertain in two or more of the
agile coach roles.
If you have the will, now there is a way
QUESTIONS

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Achieving sustainable Agility at scale

  • 1.     The secret to achieving sustainable Agility at scale Ahmed Sidky   President/ Co-founder of ICAgile
  • 2. Ahmed Sidky, Ph.D. Head of Development Management at Riot Games President of the International Consortium for Agile (ICAgile)  THE SECRET TO ACHIEVING SUSTAINABLE AGILITY AT SCALE @asidky
  • 3. 20     YEARS   on the PMI-ACP Steering committeePh.D. in Agile Transformation and Agility Assessment years of experience in software development, management and delivery President and Co-founder Co-authored Consulted, trained or coached with people and teams from … Program Chair Head of Development Management
  • 4. MEET JACKCompany:  Future  Corp   Size:  10,000  people   Profession:  CIO   Size  of  IT:  3000  People   Goal:  Transform  organizaDon  to  Agile  -­‐  ASAP  
  • 5. MEET JACK 1.  Start  training  across  IT  –  probably  on  Scrum   2.  Picked  a  star,  Stacy,  in  the  IT  organizaDon  and  put   her  in  charge  of  the  transformaDon  –  in  addiDon  to   her  day  job.   3.  Two  pilot  projects  were  launched  successfully  (doing   Scrum)  !   4.  Memo  from  the  CIO  that  says  we’re  moving  to  an   agile/scrum  process  for  all  IT  projects  by  the  end  of   the  year.     5.  The  plan  is  to  launch  five  pilots/teams  every  quarter.   6.  The  CIO  is  meeDng  monthly  with  Stacy  to  track  the   number  of  projects  who  are  adopDng  the  agile   process.     7.  Stacy  is  procuring  an  agile  tool  to  help  teams  be   consistent  in  their  agile  process.   Company:  Future  Corp   Size:  10,000  people   Profession:  CIO   Size  of  IT:  3000  People   Goal:  Transform  organizaDon  to  Agile  -­‐  ASAP   Plan:    Something  like  this  
  • 6. MEET JACKCompany:  Future  Corp   Size:  10,000  people   Profession:  CIO   Size  of  IT:  3000  People   Goal:  Transform  organizaDon  to  Agile  -­‐  ASAP   Sustainable? Organizational? Agility?  
  • 7. LETS MAKE SURE WE ARE ALIGNED
  • 10. KNOWLEDGE WORK(creative work) TASK WORK(assembly line) INDUSTRIALAGEMENTALITY KNOWLEDGEAGEMENTALITY Coordina(on  and  Control   to  realize  the  outcome   Inspect  and  Adapt     to  realize  an  outcome   Exact  outcome  is     knowable  in  advance   Exact  outcome  is     not  knowable  in  advance   High  cost  of  change     leading  to  less  change   Low  cost  of  change     leading  to  more  change  
  • 11. OUR MINDSET Fear of failure Reducing uncertainty by “nailing things down.” Looking to fix and confirm things. Seeking learning opportunities Reducing uncertainty by discovering and learning. Learn and discover in the most efficient way possible. Fixed Mindset approach to managing uncertainty Agile Mindset approach to managing uncertainty Inspect  and  Adapt     to  realize  an  outcome   Exact  outcome  is     not  knowable  in  advance   Low  cost  of  change     leading  to  more  change  
  • 12. Fixed  Mindset  approach  to  delivery  (Assembly  Line)        Agile  Mindset  approach  to  delivery  (Knowledge  Work)   Must  “nail  down”  the  output  in  order  to  start  delivery  (Liner  Thinking)   Discover  and  learn  through  valuable  output  and  welcoming  change  (Circular  Thinking  –  IKIWISI)   Discover Then Build LOCK-DOWN 1          2                              3                                                        4                                                        5     1          2                              3                                                        4                                                        5    
  • 13. Mindset Values Principles Practices AGILE IS A MINDSET DESCRIBED BY 4 VALUES DEFINED BY 12 PRINCIPLES MANIFESTED THROUGH UNLIMITED NUMBER OF PRACTICES
  • 14. Mindset Values Principles Practices AGILE IS A MINDSET DESCRIBED BY 4 VALUES DEFINED BY 12 PRINCIPLES MANIFESTED THROUGH UNLIMITED NUMBER OF PRACTICES SCRUM XP CUSTOM
  • 15. Mindset Values Principles Practices AGILE IS A MINDSET DESCRIBED BY 4 VALUES DEFINED BY 12 PRINCIPLES MANIFESTED THROUGH UNLIMITED NUMBER OF PRACTICES BEING AGILE DOING AGILE
  • 16. CROSSING THE SCALING AGILE CHASM SINGLE TEAM AGILE MULTIPLE AGILE TEAMS ORGANIZATIONAL AGILITY
  • 17. THE TRANSFORMATION “WHY” SPECTRUM Lower  energy  among  the  rank  and  file  about   Agile  due  to  lack  of  buy-­‐in  or  increased   workload     Very  high  energy  among  the  rank  and  file   about  Agile  stemming  from  belief  that  Agile  is   an  aid  not  a  burden     ExecuDve  ExploraDon   CauDous  Commitment     Highly  Constrained  “Green  Light”   High  Level  ExecuDve  Commitment     No  Proof  Needed  for  Agile   Unconstrained  “Green  Light”         Leadership  Staff   Agility  is  viewed  as  a   necessity  for  the  survival   of  the  organiza(on     Agile  is  a  nice  to  have,  could   help  with  some  problems,   and  we  can  survive  without  it   Why  
  • 18. PROCESS ADOPTION VS CULTURE TRANSFORMATION PROCESS CHANGE CULTURE TRANSFORMATION Focus on Process and Technology Focus on People Cascading Decisions Shared Vision Training Educating Communication Buy-in Compliance Commitment
  • 19. VERSION ONE: 9th ANNUAL STATE OF AGILE™ SURVEY At the agile initiative level, respondents cited ability to change organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.
  • 20. CULTURE ISN'T ABOUT POST-ITS, HIGH FIVES, OR DAILY STAND-UPS. THESE ARE ARTIFACTS OF CULTURE – THE TIP OF THE CULTURE ICEBERG.
  • 21. CULTURE IS OUR COLLECTIVE VALUES, BELIEFS, AND BEHAVIORS IT'S THE FORCE BEHIND HOW WE DO WHAT WE DO
  • 24. HUMAN ELEMENTS NON-HUMAN ELEMENTS BASIC ELEMENTS OF A CULTURE TRANSFORMATION
  • 25. What does your culture triangle look like? Where is the focus for your transformation? Why? People (Values,)Beliefs,)A.tudes,)Norms,)Habits)) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes)) Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on)) ) Strategy (Goals,)Measures)of)Success,)Rewards)) Leadership (Style,)Values,)Habits)) MORE  AGILE  LESS  AGILE  
  • 26. ORGANIZATIONAL AGILITY Organizational Agility is a culture inline with the values and principles of Agile, supported by the organizational ecosystem and manifested through personal and organizational habits (how work really gets done around here). People (Values,)Beliefs,)A.tudes,)Norms,)Habits)) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes)) Structure (Roles)and)Responsibili?es,)Decisions,)Organiza?on)) ) Strategy (Goals,)Measures)of)Success,)Rewards)) Leadership (Style,)Values,)Habits)) Culture' Culture' Culture'
  • 27. SUSTAINABLE ORANIZATIONAL AGILITY NEEDS A COMPREHENSIVE CULTURE TRANSFORMATION
  • 29. PROCESS-LED TRANSFORMATION         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)  
  • 30.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  • 31.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  • 32.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  • 33.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  • 34.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  • 35.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   PROCESS-LED TRANSFORMATION
  • 36. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  • 37. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  • 38. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  • 39. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  • 40. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  • 41. Team   1   Team   2   Team   3   Team   4   Team   5   Team   6   Team   7   Team   8   Team   9   TEAM-LED TRANSFORMATION
  • 42. How  Much  Can  Influence  the  Culture  ?   Org  1   Org  2   Org  3   IT   Org  5   Org  6   Org  7   Org  8   Org  9   LITTLE INFLUENCE ORGANIZATIONAL-LED TRANSFORMATION
  • 43. Org  1   Org  2   Org  3   Org  4   Org  5   Org  6   Org  7   Org  8   Org  9   How  much  can  influence  the  culture  ?   IT   LOTS OF INFLUENCE ORGANIZATIONAL-LED TRANSFORMATION
  • 44. When big organizations scale well, they focus on “moving a thousand people forward a foot at a time, rather than moving one person forward by a thousand feet. “ ”SUTTON AND RAO, 2014 - SCALING UP EXCELLENCE
  • 45.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 46.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 47.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 48.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 49.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 50.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 51. True culture transformation doesn’t only take a long time… its need a long time !
  • 52. QUICK WINS Momentum fuels motivation – get in the habit of accomplishing small victories REWORK;:JASON FRIED,, DAVID HANSSON ; FOUNDERS OF 37 SIGNALS
  • 53.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 54.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team   4   Team   5   CULTURE-LED TRANSFORMATION
  • 55.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team   4   Team   5   Team   7   CULTURE-LED TRANSFORMATION
  • 56.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team 4   Team 5   Team   7   CULTURE-LED TRANSFORMATION
  • 57.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   Team   4   Team   5   Team   7   Team   3   CULTURE-LED TRANSFORMATION
  • 58.         Leadership   (Style,  Values,     Habits)     Strategy     (Goals,  Measures  of   Success,  Rewards)   Structure   (Roles  and  ResponsibiliDes,  Decisions,   OrganizaDons)   Processes   (Value  Chain,  Policies,  OperaDons  and  Business   Processes)   People   (Values,  Beliefs,  Aitudes,  Norms,  Habits)   CULTURE-LED TRANSFORMATION
  • 59. ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( WHAT ARE WE CHANGING? ? ? ? ? PERSONAL AND ORGANIZATIONAL KEYSTONE HABITS
  • 60. What is a Habit? The Power of Habit, Charles Duhigg Habits are not conscious decisions, but instead are automatic routines. Once we start the routine, we go on autopilot and simply go through the steps of the routine–we don’t even think about it. It’s just what we do.
  • 61. The Habit Loop The Power of Habit, Charles Duhigg
  • 62. What is a Habit? The Power of Habit, Charles Duhigg When we first engage in a new task, our brains are working hard—processing tons of new information as we find our way. But, as soon as we understand how a task works, the behavior starts becoming automatic and the mental activity required to do the task decreases dramatically.
  • 63. What is a Keystone Habit? The Power of Habit, Charles Duhigg A keystone habit is a habit that has the power to start a chain reaction changing other habits across the organization Keystone habit start a process that, over time, transforms everything
  • 66. Keystone Habit #1: Collaborating Establish a habit of communicating and collaborating
  • 67. Leadership Strategy Structure Process People Keystone Habit: Collaborating Establish a habit of communicating and collaborating What does Leadership need to know, or do to enable, support and promote enhancing communication and collaboration? What needs to change for our Strategies to enable, support and promote enhancing communication and collaboration What needs to change for our Structure to enable, support and promote enhancing communication and collaboration What needs to change for our Processes to enable, support and promote enhancing communication and collaboration What do People need to know, or do to enable, support and promote enhancing communication and collaboration COLLABORATING Establish a Habit of Communication and Collaboration ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ?
  • 68. ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ! ! ! ! Leadership! (Style,(Values,(( Habits)! ( Strategy(( (Goals,(Measures(of( Success,(Rewards)( Structure( (Roles(and(Responsibili<es,(Decisions,( Organiza<ons)( Processes! (Value(Chain,(Policies,(Opera<ons(and(Business( Processes)( People! (Values,(Beliefs,(AFtudes,(Norms,(Habits)( ? Leadership Strategy Structure Process People Keystone Habit: Collaborating Establish a habit of communicating and collaborating ²  Agile Mindset ²  Knowledge Work Management ²  Facilitative Leadership ²  Create a cross-silo portfolio value team ²  Management level rewarding system for team collaboration not heroics ²  New Role: Value Team Facilitator ²  Chartering ²  Information Radiators ²  Collaboration Tools ²  15 Minute Daily Touch Points ²  Retrospectives ²  Agile Fundamentals (Including Agile Mindset) COLLABORATING Establish a Habit of Communication and Collaboration
  • 69. Leadership What does Leadership need to know, or do to enable, support and promote this keystone habit? Strategy What needs to change for our Strategies to enable, support and promote this keystone habit? Structure What needs to change for our Structure to enable, support and promote this keystone habit? Process What needs to change for our Processes to enable, support and promote this keystone habit? People What do People need to know, or do to enable, support and promote this keystone habit? Keystone Habit #n Keystone Habit #4 Keystone Habit #3 Keystone Habit #2 Keystone Habit: Collaborating Establish a habit of communicating and collaborating ²  Agile Mindset ²  Knowledge Work Management ²  Facilitative Leadership ²  Create a cross-silo portfolio value team ²  Management level rewarding system for team collaboration not heroics ²  New Role: Value Team Facilitator ²  Chartering ²  Information Radiators ²  Collaboration Tools ²  15 Minute Daily Touch Points ²  Retrospectives ²  Agile Fundamentals (Including Agile Mindset)
  • 71.
  • 72. Keystone Habit #2: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value
  • 73. Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating
  • 75. Keystone Habit #3: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team
  • 76. Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating
  • 78. Keystone Habit #4: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning
  • 79. Keystone Habit #n Keystone Habit: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating
  • 80. •  Why should we spend so much to collaborate? •  What are my responsibilities in this new world? •  What is really my focus: delivery or value? •  What determines if I am doing a good job (competency)? •  What is rewarded? •  What should be optimized? •  What is valuable? •  What is a priority? ORGANIZATIONALPERSONAL
  • 81. Leadership What does Leadership need to know, or do to enable, support and promote this keystone habit? Strategy What needs to change for our Strategies to enable, support and promote this keystone habit? Structure What needs to change for our Structure to enable, support and promote this keystone habit? Process What needs to change for our Processes to enable, support and promote this keystone habit? People What do People need to know, or do to enable, support and promote this keystone habit? Keystone Habit #n Keystone Habit: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating THE CURRENT FOCUS OF MANY ORGANIZATIONS
  • 82. Leadership What does Leadership need to know, or do to enable, support and promote this keystone habit? Strategy What needs to change for our Strategies to enable, support and promote this keystone habit? Structure What needs to change for our Structure to enable, support and promote this keystone habit? Process What needs to change for our Processes to enable, support and promote this keystone habit? People What do People need to know, or do to enable, support and promote this keystone habit? Keystone Habit #n Keystone Habit: Learning Establish a habit of gathering feedback from multiple levels – truly open to change and learning Keystone Habit: Swarming Establish a habit of integrating all efforts – integrated work streams, integrated work team Keystone Habit: Slicing Establish a habit of working and delivering in circular – evolutionary slices to realize early value Keystone Habit: Collaborating Establish a habit of communicating and collaborating 81   Transformational Learning & Education Coaching Mentoring Transformational Learning & Education Coaching Mentoring
  • 83. 9-­‐10   10-­‐11   11-­‐12   12-­‐1   1-­‐2   2-­‐3   3-­‐4   4-­‐5   Day  1   Day  2   Day  3   Day  4   Day  5   Day  6   Day  7   Day  8   Day  9   Day  10   Other   IteraDon  Planning   Stand-­‐up   Demo   RetrospecDve   Release  Planning   TRANSFORMATIONAL EDUCATION = BEING AGILE
  • 84. 9-­‐10   10-­‐11   11-­‐12   12-­‐1   1-­‐2   2-­‐3   3-­‐4   4-­‐5   Day  1   Day  2   Day  3   Day  4   Day  5   Day  6   Day  7   Day  8   Day  9   Day  10   Other   Being  Agile   Doing  Agile   22% 78% TRANSFORMATIONAL EDUCATION = BEING AGILE
  • 85. Human Elements Non-Human Elements Basic Elements of the Transformation International Consortium for Agile
  • 86. What concepts and competencies do organizations need to build in their people to realize sustainable agility? And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  • 87. Marsha Acker Gene Gotimer Dan Mezick Charlie Rudd Lyssa Adkins Janet Gregory Richard Mills Cindy Shelton Pete Behrens Mike Griffiths Jeff Morgan Ahmed Sidky Erin Beierwaltes Christian Hargraves Claire Moss Michael Spayd Mike Burrows Shane Hastie Niel Nickolaisen Jon Stahl Ben Butler Elisabeth Hendrickson Jeff Nielsen Kevin Steffensen Alistair Cockburn Curt Hibbs Michael Norton Dennis Stevens Rod Collins Derek Huether Jeffery Payne Jennifer Stone Larry Cooper Eric Jacobson Pat Reed Venkat Subramanian Brian Corrales Alex Kell Laurie Reuben Chris Turner Dominica DeGrandis Olav Maassen Randy Rice Richard Turner Sally Elatta Paul Mahoney Sharon Robson Michi Tyson Bob Galen Gerard Meszaros Ronica Roth and many more … AGILE EXPERTS AND PRACTITIONERS CONTRIBUTING TO BUILDING ICAGILE’S LEARNING OBJECTIVES What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  • 88. It needed to be Methodology agnostic Compatible with all current and custom methodologies Therefore Grounded in agile values and principles Focused on disciplines not roles What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  • 89. What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  • 90. What concepts and competencies do organizations need to build in their people to realize sustainable agility? learning objectives defined for each track
  • 91. learning objectives defined for each track What concepts and competencies do organizations need to build in their people to realize sustainable agility?
  • 92. And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  • 93. And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  • 94. And how can we [ICAgile] help people pursue the journey to master those competencies?
  • 95. And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  • 96. LEARNING + MENTORING + PRACTICE = COMPETENCY ICAgile Professional Certifications: Recognizing people along their journey of knowledge acquisition ICAgile Expert Certifications: Recognizing people that developed competency And how can we [ICAgile] encourage people pursue the journey to master those competencies?
  • 97. HOW DO WE ASSESS COMPETENCY?
  • 98. ICE-AC Candidate Evaluation Rubric 4/2/14 Description Proficient Competent Developing Beginning Topic: Facilitating Agile Practices 4 3 2 1 Candidate's ability to use their agile subject matter expertise to adapt the agile practice(s) being facilitated Can create new agile practices that serve the team's reality without compromising the values of agile; Embodies the agile mindset when faciltating agile practices by maintaining a focused, yet adaptive, presence. Can facilitate a variety of agile practices and understands the essence behind each practice. Can link the practices to the principles and values and understands how each practice supports the agile mindset. Demonstrates textbook knowledge of agile practices and understands how to apply and combine practices beyond the known agile methodologies. Able to facilitate and speak about practices with confidence. Demonstrates a working ability to regulary facilitate the textbook definition of the agile practice and can articulate the rules but not necessairly the values or principles of the practice. Candidate's ability to design an effective customized session to maximize participation and progress towards agreed upon outcomes There is a clear arc to the design of the meeting with well-thought out and planned flow from one activity to another. Each activity smoothly builds on the outputs of the previous one, providing clear context and direction for the desired outcomes. Design is well-thought out and planned. Candidate's agenda drives towards desired outcomes. May demonstrate some room for improvement in foreseeing difficulties and being ready to address them smoothly in the moment. Creates an agenda and shows some ability to anticipate complexities and prepare to handle them smoothly. Creates agenda but does not yet showcase: A) flexibility and adaptability during the session if things do not go according to plan, or B) sufficient session design skills to ensure appropriate materials are created and presented, participants understand agenda and meeting progression, etc. Candidate's ability to demonstrate neutrality while facilitating agile practices and to hold the group's agenda throughout the meeting Remains entirely neutral, encourages balanced participation using methods appropriate to the group dynamic. If the rare need to switch roles occurs, candidate makes a clear declaration of this to the group. Closes meeting smoothly with everyone aware of outcomes and next steps. Engages the participation of everyone in the group using various methods as appropriate. Uses appropriate tools and techniques to manage group energy and move the meeting along. Demonstrates ability to adapt in the moment. Closes the meeting, including summarizing outcomes and next steps. Demonstrates understanding of facilitator / participant distinction and encourages balanced participation. May falter in truly owning the facilitation process as discussions take place and unanticipated events occur. Occasionally wavers between facilitator and contributor mode. Encourages participation but does not maintain awareness of balanced participation. May struggle to manage time or energy. May not close the meeting so participants may leave without having a common understanding. Description Proficient Competent Developing Beginning Topic: Coach as Professional Coach Candidate's ability to remain present with the coachee using professional coaching listening skills during session and to avoid giving advice / relating to coach's personal experience Engages in a collaborative dance with the coachee. Self-manages so well that it appears effortless and maintains complete presence with the coachee. Exercises self-management effectively. Stays present with client and asks powerful questions. Shows ability to connect with coachee and hone in on the agenda. Does not always stay true to the agenda and may occasionally slip in to mentor or teacher mode. Listens to coachee but occasionally slips into the role of mentor, teacher or commiserator. Candidate's ability to gain trust, hone in on the coachee's agenda, and conclude the session in a manner that resonates with the coachee and forwards his/her agenda Candidate paces session effectively to allow adequate time for clarifying the agenda, exploring it, and bringing the session to a powerful close. Coachee leaves session attesting to deepened learning and/or forwarding of his/her agenda. Candidate hones in on coachee's agenda and spends time exploring topics without feeling rushed at the end. Able to reach suitable closure for the coachee. Able to hone in on coachee's agenda and can ask some powerful questions and leverage skills to deepen the conversation. May get to an adequate close with room for improvement on holding the space for new insights to emerge. Candidate is able to asks some questions that promote exploration of the topic for the coachee. Candidate's ability to hold space for an agile team to deepen its learning and reach desired outcomes Asks powerful questions and allows insights to emerge without steering the discussion in a particular direction but while also holding the focus. Ensures group participation in this process. Asks powerful questions that often generate insights. Is able to articulate what is going on and ensure full group participation. Asks powerful questions that may generate insights. May occasionally slip into the role of mentor or teacher or lose full group participation. Asks powerful questions, but does not always hold space for new insights or demonstrate self- management. Description Proficient Competent Developing Beginning Topic: Coach as Mentor / Steward of Teams Candidate's ability to develop teams while effectively dealing with complex situations (i.e. conflict, resistance, lack of commitment, etc.) Distinguishes among: A) a beginning team that has not yet formed, B) a mature team that is well functioning and C) a team that has been together a while but has significantly suboptimized performance, and acts appropriately in each instance. Coach can surface conflict, and other complex situations, and can help the team navigate them effectively. Distinguishes among teams in various stages of development. Tailors approaches with some room for improvement in versatility. Works with conflict, and other complex situations, using a limited toolset that may or may not expand the capabilites of team. Able to tailor approach for new vs. existing teams. Has limited tool set for "solving" complex situations that do not expand the capabilities of the team. Acts from a standard approach to all teams that does not consider their level of development as a team system. Approaches conflict, and other complex situations, with a "solve it" mentality. Candidate's ability to provide options to the mentee that would provide insight into how to solve the challenge the mentee is facing Gives multiple helpful recommendations, highlighting challenges and pitfalls with each. Checks with mentee if these are helpful and ensures the mentee has a way forward. Gives 1 or 2 helpful recommendations to the mentee. Checks in to ensure recommendations are relevant to the mentee's challenges or provide the mentee with food for thought. Candidate provides mentee with recommendations, but may not check their relevance to the mentee. Candidate offers advice and solutions on subjects that they may or may not be an expert on. Description Proficient Competent Developing Beginning Topic: Coach as Teacher Candidate's ability to relay a new concept or technique to an indvidual in a meaningful way Engages the learner in the learning to provide them with a deeper understanding of the concept at hand. The learning sticks. Successfully relays a new concept to a person by engaging them in the process. Explains the new concept sufficently, but does not check for understanding in a way that ensures the individual can apply the concept. Explains the new concept without awareness of how it was recieved. Candidate's ability to know when to directly lead the team (i.e. provide content, direction, or opinion) versus giving them space to decide on their own Is able to effectively use his/her leadership power as an agile coach. Able to create space for the team to make the decision, even if it's the "wrong" answer. On the other hand, coach can articulate the areas where s/he takes a stand as an agile expert and leader. Is aware of (and can potentially articulate) what leadership power is and what implication it has on an agile team. Is able to create the space for the team to make the decision, even if it is the "wrong" answer. Only somewhat willing to let the team/individual make the "wrong" decision. Stands in their Agile expertise as the default position. Primarily leads by giving explicit directions or explanations. Description Proficient Competent Developing Beginning Topic: The Agile Coach Roles Candidate's ability to choose the skillset appropriate to the situation at hand (i.e. choosing and shifting among coaching, facilitating, mentoring, and teaching) Skillfully chooses between the different roles and gets effective results with teams. Is able to explain the internal process used to choose a particular skill set for the situation at hand. Is able to explain the pros and cons of the chosen approach. Is able to explain the internal process used to chose a particular skill set for the situation at hand. Sometimes falls into using the skill set of their comfort zone and recognizes later that they should have made a conscious choice. Overall, makes a conscious choice at least some of the time and the percentage of time is increasing. Often falls into using the skill set of their comfort zone and sometimes recognizes later that they should have made a conscious choice. The candidate's ability to manifest the intangibles (earning trust of the team, holding space, mastering the Agile Coach Stance, embodying the mindset, etc.) Demonstrates poise in all situations and roles; It is clear that teams and participants in live demos respect the candidate's expertise. Shows a command of the different roles and skills involved; Clearly has respect of team and participants in most situations. Able to function in each of the roles and demonstrates poise in one or more. Seems mechanical or uncertain in two or more of the agile coach roles.
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  • 105. If you have the will, now there is a way