Governing an agile enteprise
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This document provides guidance for executives to lead an agile mindset through executive product ownership. It discusses enabling innovation from teams while providing alignment and autonomy. Key points include guiding from the center to enable edge innovation, being a role model for agile practices, and using data-oriented feedback to empower teams to solve problems across organizational boundaries. Executives should review team data to sponsor experiments addressing impediments and prioritize cross-cutting challenges.
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In this hands-on workshop, you’ll learn:
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- why change management is no longer needed with teams’ ability to adapt “baked in” to the organization
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Agile transformation model
To institutionalize Agile practices across the organization across the below domains :-
(E) Enterprise wide Software Development
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(H) Hardware & Architecture
(N) Non Software Processes
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(C) Cultural changes
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Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
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The document discusses how business analysts can succeed working on agile teams. It explains that agile methods are inevitable as more organizations adopt them, and that BAs are needed to help address gaps in requirements, design, and business process knowledge. The document outlines typical activities for BAs on agile teams, such as business modeling, requirements gathering, prioritization, and user acceptance testing. It emphasizes that to succeed, BAs should focus on facilitation over documentation, collaboration over independence, and sufficiency over perfection. BAs are encouraged to shift their focus from documenting requirements to helping customers determine their needs.
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If your organization struggles to deliver fast across multiple teams, fails to anticipate failure or handle rapid change, the 14 principles behind Services Oriented Architecture (SOA) applied to organizations offer a solution. We call this Service Oriented Teams (SOT).
In this session we will learn the benefits of modeling your organization in Services Oriented Teams (SOT). This includes improved information flow, ability to expose internal functionality, organizational flexibility, service re-use, lower development and management costs, configuration flexibility. We will do this by applying SOA principles and methods to Agile teams in an all-hands-on-deck workshop, using LEGO®’s as team modeling tools, and SOA methods as teams’ interfaces.
Learning Outcomes:
In this hands-on workshop, you’ll learn:
- an introduction to Services Oriented Architecture and how applying this to organizational design helps to promote high performing, learning and highly effective teams
- how SOTs operate as self-orchestrated ecosystems of teams that are, in fact, Complex Adaptive Systems (CAS)
the benefits of modeling organizational structure to influence the architectural direction of your product (Conway’s law)
- why SOA principles are as relevant for teams as they are for software architecture
- how to design organizations to maximize flow of product - with fewer handoffs and better communication
- why change management is no longer needed with teams’ ability to adapt “baked in” to the organization
- how to define smart team interfaces to accelerate independent delivery
- how SOT teams can configure/reconfigure so that other teams are not impacted
- how to build teams to promote knowledge, knowledge reuse, and growth
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- 1. Leading the Agile Mindset through Executive Product Ownership
- 2. Opportunity Call to Action Plan Implement Validate The key is being able to guide from the center, and enable innovation from the edge A key role for executive in the agile world, enabling rapid learning and improvement with alignment and autonomy Executives Teams 1 2 3 Improvement 1 2 3 Define Outcomes and review Challenges that crosses organizational boundaries, and identify or sponsor a cross cutting impediment Validate existing root cause analysis, suggest or support an Improvement, define a Single Key Metrics, and target Line In The Sand If necessary Identify, and then authorize Improvement owners to act, provide permission, and gain agreement to proceed Measure either quantitative factors or qualitative factors, while embracing both success and failure! Determine whether the impediment is still a Topic of Focus Execute experiment by doing something small and trying something new Plan the Actions that addresses the Outcome Impediment as evidenced by the Key Single Metric, phrased as an experiment Track visually using SLT OMTM Kanban system
- 3. Alignment provided through data oriented feedback provides teams with the autonomy to solve problems across organizational boundaries Teams LeadersExecutives 1 Leaders align with teams on how to solve impediments that are outside of the team’s scope of control Executives align with leaders on the priority of cross cutting impediments and challenges 2 Executives review data from teams to sponsor them to test out solutions to problems 3 Strategic Objectives
- 4. ImprovementHypothesis Concern Outcome Evidence One Metric That Matters Root Cause Line In The Sand Impacted Associates Improvement Experiments What do we want to achieve with to our business? What concerns do we have with the current progress? What evidence or metrics are we basing our concern on? What are the cross cutting impediments, is there a common root causes? What is the key metric that can be used to represent the progress towards the outcome? Ability to resolve the impediment? What is our level of performance that indicates we are achieving the outcome? Which Pods, Lanes, Associates are impacted by the concern and can drive the organization towards a solution? What Improvement Experiments will be tried by impacted associates? CalltoAction Executive Canvas – Where do we need to focus?
- 5. Visualize Flow of Opportunities – Are we making progress? Identify Opportunity (1) Sponsor Improvement (1) Ready to Start (3) Implement (2) Validate (3) • Analyze impediments to Outcome • Analyze for Root Cause and Counter Measures • Review Advice • Agree on 1 Key Metric and Line In the Sand • Communicate to Team and Stakeholders • Identify Improvement Owner and Team Next (2) • Commit to Start Plan Improvement Activity • Agree on Overall Timeline • Implement Improvement Experiment • Measure Weekly • Report on Progress • Showcase results • Still a Topic of Focus? Yes /No • Identify new Impediments Soon (4) Later (4) Impediments Improvements ExperimentsExperimentsExperiments
- 6. Key Metric (Title & Description) Insight / Evidence Collection – Are we moving the needle? Line In the Sand By Area Area Score Rank Experiment Insight Overall Area Score Rank Key Insight Area: Level
- 7. Appendix A: Methods to foster the Executive Product Owner
- 8. A page from Beyond Budgeting; Internal competition that fosters collaboration, an increase in experimentation, and ultimately to global optimization Leaders Executives 1rst 2cnd 3rd 4rth 2cnd 1rst 2cnd 3rd 4rth 1cnd 3rd 1rst Portfolio Leads are responsible for improving the score of the department Teams are responsible for improving the score of the portfolio Executives are responsible for improving the score across Departments Portfolio Portfolio Department Organization 1 2 3
- 9. A page from Boeing; Design a decision rule that provides economic incentives that reward localized innovation towards a centrally defined outcome … and create a decision rule that encourage teams to achieve that goal, Leaders centrally define an organizational goal… …the rule is often tied to an economic incentive (ie extra team budget) tied to contributions to the goal Teams self-organize in order make progress against the goal, and are awarded budget with appropriate inspection When a particular team cannot participate, it can “trade” the economic incentive with others teams that are able to make further progress 1 2 3 Centralized authority is able to harness local innovation required to address solve global problems