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How to start an Agile Transformation
This document discusses the complexities of agile transformations and emphasizes the importance of a simple approach while acknowledging the inherent challenges. Key components include the assessment of agility, the roles of management and transformation teams, and the iterative nature of the transformation process. Success metrics involve improvements in team predictability, output, and customer value delivery.
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How to start an Agile Transformation
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- 3. “AgileTransformations are complex,one should make them as simple as possible while keeping in mind that they remain a complex matter.”
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- 5. Agile TransformationApproach(*) Care Suppo rt Initiat e Sustai n Team of Teams TEAM TEAMof TEAMS ORGANISATION Mindset, method, tools Structures, systems Culture, Leadership Strategy * ( cc - 2015, the Agile Transformation Approach (ATAp) designed by Franky Redant) Foundations, goals, principles Legend: Teal Team = Transformation Team Blue teams = management teams Green teams = operational teams (dev-ops) Transformation Team Assessment of Agility Assessment, readiness criteria Care Suppo rt Initiat e Sustai n Team of Teams Care Suppo rt Initiat e Sustai n Team of Teams Team Team of Teams Team Team Team of Teams Team of Teams Team of Teams AgileValues&principles
- 6. AgileTransformation S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI CTEAM TEAMof TEAMS ORGANISATION S SI C S SI C S SI C S SI C S SI C S SI C S SI C Iterative & Incremental Adaptive&Empirical
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- 8. www.cegeka.com Interviews Observations Information radiators reviews Gemba walks Improvementworkshop Agile culture Operational Excellence Build initial transformation backlog View on current structures & systems Understand context & culture Assessements Goals Measures Practices Assessment Value Created View on Agile maturity (level of Agility)
- 9. www.cegeka.com Preconditions Active Sr Managementinvolvement Transition team known and dedicated Management open to coaching Start transformation Hold Conditions
- 10. www.cegeka.com Approach– The Transformationteam Why? Who? How? What? Typically: Sponsor of the agile transformation Stakeholder from the pilot teams Agile coaches Lead the transition agilely Inspire and coach Role modeling Understand progress Encourage improvement Maintaining backlog Taking action Regular alignment Solve impediments Provide active support Find solutions …
- 11. www.cegeka.com Care Support Initiate Sustain SituationalCoachingModel-SCM(*) – Teams eval eval eval (© 2014, SCM (SituationalCoaching Model) designed by Franky Redant and Jan De Baere)
- 12. www.cegeka.com The fourphasesofmaturity Initiate Care Stabilizeoutput & have predictable delivery Support Sustain Predictability is within 20% range for 3 successive sprints For example: • Teams setup • Roles are clear and assigned • Trainings are given • Initial backlog • Visualisation is setup Typical examples - 30% less incidents - Increase Output with 30% - Predictability within 10% range - Decrease deployment cycle time with 50% Typical examples: - Faster time to market. - Increased delivery of business value - Capacity utilization - Feedback cycle time - Design in process inventory Next phase when All todo’s are done (see list) Install the basics Find your team grow Objective(s) Further growth and realize results Defined Objective(s) has/have been reached Predictability: planned vs actual velocity, throughput, cycle time N/A What? Objective
- 13. Timingsof a coachingcycle 03 - 4 6+ Evaluate? Time in months %ofteams to care Timeboxes of 3 months Evaluation after timebox Transformation team decides
- 14. www.cegeka.com Thisis an evolvingmodel. Continuouslyimprove and elaborate Iterative Empirical Adaptive Incremental
- 15. www.cegeka.com “An Agile Transformation is winningminds over implementing processes and tools.”
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- 17. CONTACT Universiteitslaan 9 3500Hasselt, Belgium Phone: +32 11 24 02 34 Fax: +32 11 23 34 25 facebook.com/cegeka @cegeka info@cegeka.be linkedin.com/company/cegeka www.cegeka.com
Editor's Notes
- #4 Simplicity or simplexity : Basic models of flocking behavior are controlled by three simple rules: Separation - avoid crowding neighbors (short range repulsion) Alignment - steer towards average heading of neighbors Cohesion - steer towards average position of neighbors (long range attraction) With these three simple rules, the flock moves in an extremely realistic way, creating complex motion and interaction that would be extremely hard to create otherwise. But the movement of the sparrows is unpredictable even if the ruleset is simple.
- #7 Team of Teams - collaobation between teams - interaction between groups of teams - dependencies, processes, coordination between teams of teams
- #11 Dedicated : Focus, agreements and priorities.
- #12 Why ? Who ? How ? Meeting schedules, principles,… What ? Transformation Backlog
- #14 0 – not started yet (Add awareness items) 1 – The basics See transition backlog split with details for minimals DevOps teams setup: S07.12, S07.15, S07.22, S07.23, S07.24, S07.30, S07.31, S07.32, S07.33, S07.34, S07.35, S07.38 Release train setup: S01.02, S01.03, S01.04, S01.05, S01.07, S04.35, S04.36, S04.37, S04.38, S04.52, S04.53, S07.06 All roles are filled and clear: S02.03, S02.08, S02.09, S04.06, S04.07, S04.08, S04.09, S04.10, S04.11, S04.12, S04.13, S04.14, S04.15, S07.03, S07.04, S07.05, S07.08, S07.10 2- a. Stabilize feature output by measuring variance in the number of features (feature points) delivered (eg. Measure how many feature points a train delivers over time and if they become a stable in delivering it!) b. Have predictability: Do we deliver the planned work – or do we deviate. EG. Planned versus actual % graph This is being done per type of work