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Enterprise lean agile 2018 challenges ver 0.3
The document discusses the challenges and opportunities of adopting agile practices in large enterprises. It covers three key aspects to consider: social/political factors, the technical environment, and external market conditions. Additionally, it identifies three important conditions for enterprise agile adoption: strategy, structure, and culture. The document then outlines a process for agile adoption including visioning, approval, staffing, development, deployment and feedback. It shares some examples of challenges experienced and results seen from early adopters. Finally, it discusses the concept of business agility and how organizations can sense, respond and adapt to changing market conditions.
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Enterprise lean agile 2018 challenges ver 0.3
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- 23. Social • Politics • Interactions • Patterns • Formal & informal information flow
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- 29. Environmental • Marketplace • Customers • Geography • Regulatory • Community • Suppliers
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- 46. Visioning Approval Staffing Development Deployment Supp & Feedback
- 47. Visioning Approval Staffing Development Deployment Supp & Feedback Agile / Scrum Lean Agile
- 48. Portfolio layer Value Stream layer Program layer Team/Project layer Visioning Approval Staffing Development Deployment Supp & Feedback Agile / Scrum Lean Agile 1-2 year
- 49. 1-2 year Portfolio layer Value Stream layer Program layer Team layer Visioning Approval Staffing Development Deployment Supp & Feedback Agile / Scrum Lean Agile Scaled Lean Agile
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- 51. AGILE ENTERPRISE SCALED LEAN AGILE LEAN AGILE AGILE/SCRUM Projects • Selection • Preparation • Execution • Maintenance BUSINESS AGILITY Context Agile fitting with organizational environment Mindset • Doing Agile • Being Agile People • Selection • Training • Engagement • Growing Communities (org) Which one, How • CoP • Guildes • Chapters Technical Excellence • Clean Coding • SW Craftmanship • Collaboration tool • Cloud • DevOps Communication Effective Transparent Face2Face Evolution Metrics and scaling models
- 53. Lean Agile Roadmap PilotProjects Acceptation Cultural clashes Local changes Formalization Rollout Global Changes
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- 56. Created a dedicated,cross-functional rollout teams (ETC, LCC, …)
- 57. Positioned as a return to our core values Positioned as areturn to our Core Values
- 59. Challenges • Management • Business • Cultural Clashes • Legacy Code – technical debt • Technology KH • Hybrid Methodologies • User Experience • Marketing – demand • Complex Team Interdependencies • Portfolio Management • …
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- 67. Results • ETCs • ImprovementCommunities (ICs) • Lean Change Communities (LCCs) • CoPs, Chapters & Guilds • Lean Agile Tuscany – Lean Agile Calabria – XPUG-Roma • Learning organization : AgileUX, PO Camp… • Feature & Component teams (ScrumXP – Value Team – DevOps) • Line Product teams (Kanban – Lean Dev…) • Lean Agile Maturity Model
- 68. Results • Agile Architecture • Inter-team, coordination • Lean Agile Portfolio • Scaling: DAD, LeSS, Nexus, SAFe, Scrum@Scale… • A3 Thinking, Kaizen, Lean Kata… • Lean Agile Programs • Value Driven Delivery • Value Streams è Value Teams • Systemic 360° Experiments • Chaordic Systems
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- 71. THE REAL WORLDDOESN’T REWARD PERFECTIONISTS. IT REWARD PEOPLE WHO GET THINGS DONE. EXPERIENCES
- 73. Value Team • Theconcept of Value team is an mashup of two concepts: – Discovery Track – Extended Team (see Lean UX) – Value Stream Map this is only an example taken from many experiences
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- 85. Business Agility sense respond Business Agility adapt • Listen to trends • Innovation at the Edges • Track Leading Indicators • Predictive Analytics • Rapid Prototyping • Decentralized decision making • Assess results and modify experiments • Reconfigure Operations • Scale or shrink on demand • Continuous Improvement • Ability to Experiment • Speed to market • Scale rapidly • Decisions based on Insights • Ability to reconfigure operations quickly
- 86. Business Agility sense respond Business Agility adapt • Listen to trends • Innovation at the Edges • Track Leading Indicators • Predictive Analytics • Rapid Prototyping • Decentralized decision making • Assess results and modify experiments • Reconfigure Operations • Scale or shrink on demand • Continuous Improvement • Ability to Experiment • Speed to market • Scale rapidly • Decisions based on Insights • Ability to reconfigure operations quickly
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