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Agile transformation
approach
Copyright © 2017 Deloitte Development LLC. All rights reserved. 2
Building blocks of an agile transformation
Initiating an enterprise-level transformation requires a holistic approach
Agile
transformation
program
Operating
model and
alignment
Architecture
and DevOps
Organization
design
Training Coaching
Team process
and practices
A future operating model that can
help drive alignment across the
enterprise through:
 End-to-end business and IT
interaction modelling
 Need-based scaling for portfolio
layer and release trains
 Business case development and
executive alignment roadshows
A technical foundation that can
help support the change through:
 Productized architecture aligned
to business capabilities
 Automated and continuous
delivery pipeline
 Dev and Ops integration
A flattened organizational
structure that can help
increase speed through:
 Empowered business roles,
such as product owners
 Smaller, more nimble IT
team structures
 New talent models focused
on building the breadth
and fungibility of
contributors
A focus on building the maturity
and continuous improvement
mindset of teams through:
 Embedded, hands-on agile
coaches
 Impediment identification and
rerouting to transformation
leadership
 “Coach the coach” model that
accelerates the self-sufficiency
of adoption
Consistent education and
communication of the new
operating model to staff through:
 Contextualized and real-world
training programs
 Immersive and simulation-
based components
 Just-in-time approaches to
deepen learning
Methodological guardrails that
can help teams move fast but
also safely through:
 Just-enough software
development life cycle process
for scrum/Kanban adoption
 Agile tooling standards
 Need-based agile and
engineering practice adoption
Enterprise agility
“Business agility”
“Process training”
Team agility
Copyright © 2017 Deloitte Development LLC. All rights reserved. 3
Investing in a new set of capabilities
To be effective, new capabilities are needed across business and IT, with
impacts on supporting areas
Backlog
management
Sprints
Velocity
forecasting
Team
governance
Continuous integration and test
automation
Continuous delivery
DevOps management
Launch and release train management
MVP design
Release
planning
Solution
architecture
Infrastructure
and operations
planning
Production
support
Servicing
Technical debt
management
Portfolio
planning
Value and cost
of delay metrics
Portfolio
management
Financial
management
Value stream management
Continuous
improvement
Marketing
Governance and controls
Business
development
Product strategy
Enterprise
architecture
Business op
readiness
Analytics
Portfolio
Program
Team
Support
Areas
Business
agility
Scaled
agility
Basic
agility
Copyright © 2017 Deloitte Development LLC. All rights reserved. 4
Key team and enterprise-level changes
Transforming from a traditional organization requires significant changes
that we can help you navigate and persevere
Project teams and
functional resource
management
Fixed, cross-functional product teams
Traditional delivery organizations typically operate on a
functional model, while team agility requires building static
cross-functional teams
Capacity based funding by product
Central to agile is shifting from traditional project-based
funding to team-based funding so that costs can be fixed
and time and scope can vary
A formal product owner organization
Changing the business organization and talent is critical to
achieve business agility and requires investment in formal
product owner roles and reskilling
Funding and strategic
planning
Business engagement,
job families, and talent
Agility across support functions
Enterprise agility requires not just changes to core delivery
roles, but also to how supporting functions, such as
marketing, servicing, and others interact with agile teams
Supporting functions
outside of core delivery
Increased empowerment and self-organization
Leadership and management is the foundation for a
sustainable agile transformation; changes to how leaders
and managers are evaluated and behave are critical
Leadership and people
management
Today
Tomorrow
–
Agile
organization
Key shifts required that affect traditional operating models
Copyright © 2017 Deloitte Development LLC. All rights reserved. 5
Our enterprise agile transformation playbook
Deloitte has an established transformation approach that uses
agile to help organizations become agile
Pilot
Refine
Adopt
Scale
Define base operating
model and road map
Assess architecture and
DevOps capability
Componentization and
DevOps strategy
Refactor architecture
and stand-up DevOps
Integrate and extend
across the enterprise
Define training and
coaching program
Transition portfolio, programs, and teams by
waves
Setup agile tooling
Define agile tooling
stack
Stand-up tooling
enablement team
Establish enterprise
wide agile COE
Establish agile vision
and success criteria
Define core agile SDLC
method for pilots
Coach pilot groups
Refine and extend
Define agile change
and ops team
Apply and refine agile SDLC method
Stand-up organization
and team structures
Stand-up agile change
and ops team
Execute training program (executive,
management, PO, scrum master, RTE, team)
Train the pilot groups
Refine SDLC method
Stand-up tooling
enablement team
Mature architecture
and DevOps
Operating
model,
alignment and
organization
design
Architecture
and DevOps
Team process
and practices
Training and
coaching
Work streams
Structured enterprise agile transformation playbook
Lean change:
An agile approach to
change
Copyright © 2017 Deloitte Development LLC. All rights reserved. 6
Getting started?
Contact us for more information
Jeffery Mischka
Principal | Deloitte Consulting LLP
jmischka@deloitte.com
Alexis Hui
Senior Manager | Deloitte Consulting LLP
alehui@deloitte.com
Jared VandeWeghe
Manager | Deloitte Consulting LLP
javandeweghe@deloitte.com
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a
detailed description of the legal structure of Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be
available to attest clients under the rules and regulations of public accounting.
This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related
entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making
any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity
in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.
Copyright © 2017 Deloitte Development LLC. All rights reserved.

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gx-about-deloitte-agile-deloitte-agile-transformation-approach.pdf

  • 2. Copyright © 2017 Deloitte Development LLC. All rights reserved. 2 Building blocks of an agile transformation Initiating an enterprise-level transformation requires a holistic approach Agile transformation program Operating model and alignment Architecture and DevOps Organization design Training Coaching Team process and practices A future operating model that can help drive alignment across the enterprise through:  End-to-end business and IT interaction modelling  Need-based scaling for portfolio layer and release trains  Business case development and executive alignment roadshows A technical foundation that can help support the change through:  Productized architecture aligned to business capabilities  Automated and continuous delivery pipeline  Dev and Ops integration A flattened organizational structure that can help increase speed through:  Empowered business roles, such as product owners  Smaller, more nimble IT team structures  New talent models focused on building the breadth and fungibility of contributors A focus on building the maturity and continuous improvement mindset of teams through:  Embedded, hands-on agile coaches  Impediment identification and rerouting to transformation leadership  “Coach the coach” model that accelerates the self-sufficiency of adoption Consistent education and communication of the new operating model to staff through:  Contextualized and real-world training programs  Immersive and simulation- based components  Just-in-time approaches to deepen learning Methodological guardrails that can help teams move fast but also safely through:  Just-enough software development life cycle process for scrum/Kanban adoption  Agile tooling standards  Need-based agile and engineering practice adoption Enterprise agility “Business agility” “Process training” Team agility
  • 3. Copyright © 2017 Deloitte Development LLC. All rights reserved. 3 Investing in a new set of capabilities To be effective, new capabilities are needed across business and IT, with impacts on supporting areas Backlog management Sprints Velocity forecasting Team governance Continuous integration and test automation Continuous delivery DevOps management Launch and release train management MVP design Release planning Solution architecture Infrastructure and operations planning Production support Servicing Technical debt management Portfolio planning Value and cost of delay metrics Portfolio management Financial management Value stream management Continuous improvement Marketing Governance and controls Business development Product strategy Enterprise architecture Business op readiness Analytics Portfolio Program Team Support Areas Business agility Scaled agility Basic agility
  • 4. Copyright © 2017 Deloitte Development LLC. All rights reserved. 4 Key team and enterprise-level changes Transforming from a traditional organization requires significant changes that we can help you navigate and persevere Project teams and functional resource management Fixed, cross-functional product teams Traditional delivery organizations typically operate on a functional model, while team agility requires building static cross-functional teams Capacity based funding by product Central to agile is shifting from traditional project-based funding to team-based funding so that costs can be fixed and time and scope can vary A formal product owner organization Changing the business organization and talent is critical to achieve business agility and requires investment in formal product owner roles and reskilling Funding and strategic planning Business engagement, job families, and talent Agility across support functions Enterprise agility requires not just changes to core delivery roles, but also to how supporting functions, such as marketing, servicing, and others interact with agile teams Supporting functions outside of core delivery Increased empowerment and self-organization Leadership and management is the foundation for a sustainable agile transformation; changes to how leaders and managers are evaluated and behave are critical Leadership and people management Today Tomorrow – Agile organization Key shifts required that affect traditional operating models
  • 5. Copyright © 2017 Deloitte Development LLC. All rights reserved. 5 Our enterprise agile transformation playbook Deloitte has an established transformation approach that uses agile to help organizations become agile Pilot Refine Adopt Scale Define base operating model and road map Assess architecture and DevOps capability Componentization and DevOps strategy Refactor architecture and stand-up DevOps Integrate and extend across the enterprise Define training and coaching program Transition portfolio, programs, and teams by waves Setup agile tooling Define agile tooling stack Stand-up tooling enablement team Establish enterprise wide agile COE Establish agile vision and success criteria Define core agile SDLC method for pilots Coach pilot groups Refine and extend Define agile change and ops team Apply and refine agile SDLC method Stand-up organization and team structures Stand-up agile change and ops team Execute training program (executive, management, PO, scrum master, RTE, team) Train the pilot groups Refine SDLC method Stand-up tooling enablement team Mature architecture and DevOps Operating model, alignment and organization design Architecture and DevOps Team process and practices Training and coaching Work streams Structured enterprise agile transformation playbook Lean change: An agile approach to change
  • 6. Copyright © 2017 Deloitte Development LLC. All rights reserved. 6 Getting started? Contact us for more information Jeffery Mischka Principal | Deloitte Consulting LLP jmischka@deloitte.com Alexis Hui Senior Manager | Deloitte Consulting LLP alehui@deloitte.com Jared VandeWeghe Manager | Deloitte Consulting LLP javandeweghe@deloitte.com
  • 7. As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright © 2017 Deloitte Development LLC. All rights reserved.