Uploaded byInnovation Excellence
Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02
This document discusses coaching an organization through an agile transformation. It covers preparing for change, establishing an enablement team to guide the transformation, choosing pilot teams, overcoming challenges like changing leadership styles and organizational structures, and monitoring progress through metrics. The transformation impacts how work gets done, leadership approaches, and the culture. With the right preparation and coaching, organizations can develop the agility to sense and respond to changing needs.
More Related Content
Similar to Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02
Bigvisible journeytoagilitymilehighagile2012-120403183305-phpapp02
- 1. Journey To Agility Coaching a Transformation Agile Mile High 2012 @skipangel sangel@bigvisible.com
- 2. What we willcover Preparation to accepting organizational change Best places to start successfully Coaching differently to achieve greater agility Major transformational activities and events How transformation impacts the organization
- 3. What this talkis not about Agile Maturity Models Unproven Theories Just a Case Study “It won’t work for us”
- 4. Why did yourorganization or client look at Agile? Was it for the right reasons?
- 5. Good Reasons ForAgile Let’s talk about Agile Sense of Urgency Need for Change Focused on Results
- 6. Pitfalls Agile as SilverBullet Lack of Shared Understanding “Just need to go faster”
- 7. What is Agileto you? Software Development Life Cycle? SCRUM*? El se? Different Mindset? ething Way of Life? O rS om Manifesto? Project Management Framework?
- 8. Defining Agility The capacityof an organization to sense and respond holistically to rapidly changing events, situations and circumstances in ways that allow it to continue to thrive and to innovate as an organization
- 9. Understanding their world Organizational Challenges/ Pains Past attempts at Agile? How are you organized? Describe your culture What is your FUD about Agile? Credibility and Trust
- 10. What did youdo to get started?
- 11. Establishing the coachingrole Pitfall: Client telling what coach should do and not do Coaching role is new to most people What do you expect and need from a coach?
- 12. Transformational Coaching Model Leadership Agility Complexity Management/Executive Coaching Organiza(onal+Coaching+ Leadership mentoring ToC Systems Thinking Organizational structures “Changing the Rules” (Process, etc.) Org Change Product Management/Strategy PPM Product Development/Delivery Multiple Team/Programs Typical Focus Team%Coaching% Kanban Scrum of XP Technical mentoring Agile Team Dynamics/Collaboration Team coaching Initiatives
- 13. Coaching Styles Training Embedded Situational Directive Coaching Socratic Coaching Mentoring Shu Ha Ri Person follows rules until Person reflects on the rules, looks Rules are forgotten as person has they sink in for exceptions, and ‘breaks” the developed mastery, and grasped rules the essence and underlying forces Student Apprentice Master
- 14. Coaching Cycle Start%Anywhere,% Go%Everywhere% What%to%Do% Where%to%Go% Next% Next%
- 15. Choosing a pilot Moremanagement support Higher business priority Higher business and technical risk Agile buy-in Product, technical and soft skills Location: less dispersed Minimal shared team members
- 16. Principles First Agile Manifesto+ 12 Principles Lean Principles - Load, Flow, Waste Scrum Values - Focus, Commitment, Openness, Courage, Respect Attributes of Agile - Iterative, Incremental, Collaboration, Communication, Transparency, Prioritization
- 17.
- 18. Establish an enablementteam Cross Company, Highest Level Possible Define Identity Purpose: Create environments in which organizational agility emerges Vision: Dramatically improve the quality and quantity of the software products we build for our customers and suppliers Responsibilities: Evangelism around Agile, Communication of Progress, Escalation of Issues, Guidance and Support
- 19. Enablement Planning Do yourpeople believe that they can change things? Will you hold true to vision or let distractions seep in? WIll you champion change as leaders? Change via Environment Design
- 20. Strategy Mapping Strategic Objective:Desired Outcome or Vision Possible Success Factors: Skills, Capabilities, Constraints or Targets Necessary Conditions: Minimum actions or deliverables needed to deliver just enough of a PSF
- 21.
- 22.
- 23.
- 24. How are peoplehandling the change?
- 25. Changing Organizational Policies, Structures, Tools The organizational structures, rules and policies which facilitate How leaders and how work gets done managers lead, Leadership+ Organiza(onal+ and how results get inspire, direct and Styles+ Structures+ produced. motivate others Organiza(onal+Culture+ Collectively held beliefs, values and assumptions which determine how people think and how they behave
- 26. Changing Leadership Styles Directing Catalyzing Telling and directing Envisioning and facilitating Defining and enforcing rules and policies Establishing clear objectives, allowing rules to evolve Making major project/product decisions Pushing decision making down to lowest level possible Formal meetings for coordination Collaboration and relationship building Top down establishment of bureaucratic, Allow emergence of organic and minimally necessary process heavy control structures structure and processes Quick fix solutions Look at root cause for longer term solutions Telling teams to get better Creating environments for the team to thrive
- 27. Understand that chaosis normal Source: Steve Smith http://stevenmsmith.com/ar-satir-change-model/
- 28. What challenges didyou run into once you started with a few teams? How did you overcome those challenges?
- 29. The Client Travel Website 250People 10 Years Old Teams in San Francisco, Geneva, and Kiev 2 Coaches (Re)Introduced Agile Nov 2011
- 30.
- 31. Leadership Where did westart? Where are we now? What comes next? Some strong leadership Transition Team is “storming” Transition Team is the glue Willingness to try Agile Finding their place in Agile Learning how to be catalysts Agile is Engineering Process Agility (not Agile) is the Mindset Agility becomes second nature Compelling need Not going back Sustaining change Managers “finding themselves” Managers have control Managers re-inventing their roles given less control
- 32.
- 33. Organization Where did we start? Where are we now? What comes next? Functional Teams pulled together for Most product cross-functional teams Product Cross-Functional Feature Teams projects Organizational processes centered around Heavy processes leaned out across value Critical Processes adapted for Agile projects (compliance, capitalization) streams Teams were relocated into same working Teams using common areas for Teams having collaborative areas instead spaces of cubicles collaboration near cubicles of cubicles Limited information sharing / learning Communities of Practice for Product Other Communities of Practice through intranet and company trainings Owners and Scrum Masters Highly specialization of skills through Hiring of “Agile” skills with diversity, More (but not everyone) seeing value in hiring and training some becoming more generalists becoming more generalists Metrics focused primarily on financial/ Metrics being developed to focus on Metrics being used as feedback for business results agility capabilities improvement
- 34. Product / BusinessStrategy
- 35. Product / BusinessStrategy Where did we start? Where are we now? What comes next? Product Discovery working with Product Team working in product discovery and Product Discovery separate Development development activities Product Management - Product Owners with teams but telling Team members learning product and Stakeholder and Strategic Role teams what is needed business to guide priorities and solutions Teams using Business Model Canvases to Little knowledge of Vision or Strategy Vision Statements created for Teams understand business Prioritized list of projects in “Product Prioritized list of features/stories in Include Innovative Ideas in Backlog Queue” “Product Backlog” Requirements captured as specs Stories defined with acceptance criteria Stories include customer tests (BDD) Minimal Viable Product for Feature using Scope of Projects Minimal Viable Product for Releases Lean Startup (Build-Measure-Learn) Customer Validation through Learning Customer Validation through Sprint Customer Validation through Cohort Labs and Split Testing Reviews/Demos Testing in Production Learning about the customer through Learning about the customer through Learning about the customer through interviews persona development empathy mapping
- 36.
- 37. Delivery Wheredid we start? Where are we now? What comes next? 8 - 10 Proposed Scrum Teams 15 Agile Teams (Kanban and Scrum) 20 Agile Teams using various practices Monthly Release Targets Monthly Combined Release Deliveries Continuous Delivery (2 weeks or less) Monthly Release Coordination, some More frequent release coordination and Little coordination ahead of release Forecasting forecasting Offshore teams doing Internal Coaches hired/trained, went Offshore company going through their their own form of Agile through same process as other teams own transformation with coaches Branching and merging for releases Continuous Integration, some smoke tests Continuous Integration and Testing Manual Builds every 2 - 3 Days Automated Builds 1-2 times daily Continuous Builds
- 38.
- 39. Execution Wheredid we start? Where are we now? What comes next? Teams working as individuals Teams working together in Sprints Teams sharing roles delivering work Regression Test Automation Only BDD Functional and Unit Tests after Code Test Driven Development High Fidelity Prototypes ahead Right Fidelity working with team Ideation with team and customers Code Shared/Owned Across Teams Some code shared, but owned by team Most code shared and owned by team Technical Debt out of control No debt for new code in stories Addressing past debt within stories Managers tasking/estimating work Team owning work, help from managers Team owning and understanding work
- 40. When to leave? “There is something you should understand about the way I work. When you need me but do not want me, then I must stay. When you want me but no longer need me, then I have to go. It's rather sad, Nanny McPhee really, but there it is.”
- 41. Summary Delivering outcomes thatwill improve the capabilities needed for agility Develop a culture that encourages and supports developmental learning Evolve a theory of change that impacts everyone in the organization Helping others go through the process of change Evolve the capability for continuous discovery and improvement for individuals, organization and team
- 42. Summary Evolve the model(processes, structure, behaviors) of the organization Foster organization design that supports emergence and self- organization Develop catalytic leadership that will foster, support and encourage change Foster shared vision across products and organization so that strategy aligns to everyone’s work
- 43.