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How to Successfully Scale Agile in Your Enterprise
The document outlines strategies for successfully scaling Agile methodologies within an enterprise. It discusses various team structures, Agile governance, and emphasizes the importance of incremental change management for improved return on investment and organizational adaptability. The content serves as a guide for identifying gaps in current delivery processes and establishing effective Agile practices.
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How to Successfully Scale Agile in Your Enterprise
- 1. How to SuccessfullyScale Agile in your Enterprise May 22, 2014
- 2. Isaac Hogue Enterprise AgileCoach twitter.com/isaachogue linkedin.com/in/isaachogue www.leadingagile.com facebook.com/leadingagile
- 3. Agenda • Agile Basics •Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 4. Agenda • Agile Basics •Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 5. Agenda • Agile Basics •Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 6. Agenda • Agile Basics •Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 7. Agenda • Agile Basics •Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
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- 10. How Agile TeamsWork
- 11. Team Database Report Screen User Story User Story UserStory User Story User Story User Story User Story
- 12. Team Database Report Screen User Story User Story UserStory User Story User Story User Story User Story Clarity
- 13. Team Database Report Screen User Story User Story UserStory User Story User Story User Story User Story Clarity Accountability
- 14. Team Database Report Screen User Story User Story UserStory User Story User Story User Story User Story Clarity Accountability Measureable Progress
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- 21. Team Services Teams –These teams support common services across product lines. These teams support the needs of the product teams.
- 22. Team Team Product Teams –These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 23. Team Team Team Programs Teams –These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 24. Team Team Team Team Portfolio Teams –These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 25. Agile Delivery Structure &Conway’s Law
- 26. Team Team TeamTeam Team TeamTeam Team Product & Services Teams
- 27. Team Team TeamTeam Team TeamTeam Team Product & Services Teams Scrum
- 28. Team Team Team Team Team Team Team TeamTeam Team Team Product & Services Teams Program Teams Scrum
- 29. Team Team Team Team Team Team Team TeamTeam Team Team Product & Services Teams Program Teams Scrum Kanban
- 30. Team Team Team Team Team Team Team Team Team TeamTeam Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban
- 31. Team Team Team Team Team Team Team Team Team TeamTeam Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
- 32. The Strategic Visionis Progressively Elaborated into Epics, Features, and Stories
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- 34. Done Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Market Research New Concept Go v e r n i n g t h e f l o w o f w o r k Feature Complete Integration Testing Develop and Test Story Review Story Mapping Feature Breakdown Story Done Task Done Task In Process Task Ready Story Backlog KANBAN FEATURE STORY EPICS KANBAN SCRUM Clarity Accountability Measurable Progress
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- 36. Kanban creates aPull System that is limited by your Actual Capacity
- 37. Why is thishard?
- 38. Its hard when… Weshow what it looks like But Not How organizations will get there successfully
- 39. Finding where tostart
- 40. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Traditional Agile Lean Startup Adaptive Predictive Emergent Convergent PE PC AC AE
- 41. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Lean/Agile Agile Lean Startup Adaptive Predictive Emergent Convergent Intent PE PC AC AE
- 42. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Lean/Agile Agile Lean Startup Adaptive Predictive Emergent Convergent IntentStart PE PC AC AE
- 43. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Lean/Agile Agile Lean Startup Adaptive Predictive Emergent Convergent IntentStart PE PC AC AE Predictive & Emergent Irrational • Predictive plans treat all scope as equal • Lots of Expediting • Resource Shifting / Multi-tasking • Heavy Change Control
- 44. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Agile Lean Startup Adaptive Predictive Emergent Convergent Start Establish Trust Phase I PE PC AC AE
- 45. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Reduce Batch Size Agile Lean Startup Adaptive Predictive Emergent Convergent Start Establish Trust Phase I Phase II PE PC AC AE
- 46. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Reduce Batch Size Agile Lean Startup Product Discovery Adaptive Predictive Emergent Convergent Start Establish Trust Phase I Phase II Phase III PE PC AC AE
- 47. Up Next… - Mappingout the Journey
- 48. Mapping out theJourney
- 49. Defining the Roadmap Change Management &Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Identify Business Drivers •Identify Gaps in Current Delivery Processes •Identify Pilot Structure
- 50. Define the Operational Framework Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement FormTeams Teach Practices Guide Culture • Built around teams • Product focused • Service oriented Change Management & Communication
- 51. Define the Operational Framework ChangeManagement & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Portfolio • Program • Project
- 52. Define the Operational Framework ChangeManagement & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Return on Investment • Throughput • Capitalization
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- 54. –CONFIDENTIAL – DONOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Agile Lean Startup Adaptive Predictive Emergent Convergent Start Establish Trust Phase I PE PC AC AE
- 55. Agile Pilot –Incremental Iterations for Fast ROI
- 56. Team Team Team Team Team Team Team Team Team TeamTeam Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
- 57. Team Team Team Team Team Team Team Team Team TeamTeam Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Agile Pilot
- 58. Introduce Change Incrementally Change Management &Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Independent • Small • Entrepreneurial
- 59. Introduce Change Incrementally Change Management &Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Product definition • Project management • Technical and delivery
- 60. Introduce Change Incrementally Change Management &Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Trust • Accountability • Adaptability
- 61. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement FormTeams Teach Practices Guide Culture • Capability focused • Objectively assessed • Focus on sustainability
- 62. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement FormTeams Teach Practices Guide Culture • Training • Workshops • Mentoring
- 63. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement FormTeams Teach Practices Guide Culture • Demonstrable progress • Outcomes focused • Map to business drivers
- 64. Continue to IncrementallyIterate & Manage Change Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Maintain Safety •Identify champions •Centers of excellence
- 66. Isaac Hogue Enterprise AgileCoach twitter.com/isaachogue linkedin.com/in/isaachogue www.leadingagile.com facebook.com/leadingagile