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![“Agile isn't just about software development these
days. Agile can certainly be about people, managerial,
organizational, and executive development.” 8
Victoria King, M.D. &
Eric King, Davisbase Consulting
“In today's world, every company is at risk of having a
‘Kodak Moment’ watching its industry and the
competitive advantages it has developed over years,
even decades, vanish overnight.
Everyone needs agility.” 3
David Butler, Vice President of
Innovation & Entrepreneurship
“60% of program spend is now on Agile projects.”7
Craig Fischer, CIO
“The team that had literally dozens of internal
customers…organized a customer council… [that
identified scope] for good of all, in order of value to
Amazon overall.” 9
Alan Atlas, Amazon’s first Agile Coach
“Australia of the future has to be a nation that is agile,
innovative, creative.” 10
Malcolm Turnbull, Prime Minister of Australia
“I say [adopting agile] that not as a value statement,
but as a strategic necessity.” 11
Patrick Eltridge, ex-CIO
now CIO, Royal Bank of Scotland
“In the financial services industry, risk is critical,” “That
was an amazing turnaround for a quite conservative
part of the industry, and they could make a difference
earlier in the process than ever before.” 12
Pete Steel, ex-CIO Retail and Business Banking
now Executive General Manager, Digital
“Turning to agile to cope with the madness of our
high-speed digital-obsessed 21st century makes all the
sense in the world.”13
Nigel Dalton, CIO
“Results: doubling its productivity every year.. 30
percent more new functionality to business units at
lower cost every quarter. Agile could also translate
beyond the IT organisation. The CEO asked us to
go Agilise the entire company
500 people from line-of-business units have already
receive Agile training. We stepped completely out to
act as coaches and mentors, and within two weeks we
had moved 50 per cent of our total delivery capacity
onto this program under the auspices of four people
that had never led anyone before. It’s been a
phenomenal exercise, and a phenomenal success.” 14
Jeff Smith, ex CEO of Suncorp Business Services
now CIO, International Business Machines (IBM)
Who has agility?
“21st century services require a 21st century approach to
delivery - one that focuses foremost on speed to delivery and
ability to scale while focussing on user needs, rather than
the traditional approach of repeatable process, risk
minimisation and cost efficiency. Agile approaches have
enabled Healthdirect to achieve its current market position
and are increasingly critical to ensure alignment with the
new approaches to government services referenced by Prime
Minister Turnbull and the Digital Transformation Office.”
Bruce Haefele, Chief Architect
FAMILY PRACTICE GP
“Measure not hours, but great works accomplished
by our people.” 4 6
Patty McCord, Chief Talent Officer](https://image.slidesharecdn.com/1masterclass-enterpriseagile-151222101645/85/IIT-Academy-Masterclass-Enterprise-Agile-19-320.jpg)
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IIT Academy - Masterclass - Enterprise Agile
The document outlines an Enterprise Agile Masterclass, sharing the author's extensive experience in transforming organizations across various industries towards agility, resulting in significant productivity improvements. It covers the fundamental concepts of agility, frameworks for implementation, and case studies demonstrating successful agile transformations. Additionally, it emphasizes the necessity of adopting agile methodologies to stay competitive in a rapidly changing business environment.
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Similar to IIT Academy - Masterclass - Enterprise Agile
IIT Academy - Masterclass - Enterprise Agile
- 1. Enterprise Agile Masterclass @Industrie IT Academy
- 2.
- 3. Beginner Practiced MasterExpert juststarting the journey a few years, know the concepts significant experience, delivered results let’s learn from each other about you
- 4. about me • Launchedsix startups in past 2 years - fashion, recruitment, education, creative tech, publishing, volunteering • First Scrum Master at the biggest bank in Australia, beach head agile coach at international bank, responsible for orchestrating one of Australia’s top 10 brands toward agility • Transformed across industries gaming companies, home loan providers, financial institutions, international tech, government, health organisations - 240% productivity in 6 weeks • Facilitates Sydney Scrum - biggest and one of the first Agile Meetups Pioneered multi-language offshore scaled agile Orchestrate Industrie IT’s Academy: Agile two-time IMA award winner CBA innovation award 2011
- 5. government health -data APIs banking - mobile payments mortgage finance provider - rescue, stabilise, transform case studies 1 2 3
- 6. Let’s design ourmasterclass ~10 mins per section • What is agility? • Enterprise characteristics of agility • Enterprises with agility • Next steps on agility journey ~ 10 mins per section • government and health - large data set, critical service, company growth anti-patterns, no co-ord. • mobile payments - huge enterprise new to agile, fast- follow strategy, “risk averse” • mortgage financing - web-based, distributed offshore with complex vendors; both rescue and remediate YOUR TOPICS AGILITY CASE STUDIES
- 7.
- 8. The Agile Manifesto RESPONDINGTO CHANGE over following a plan INDIVIDUALS & INTERACTIONS over processes and tools USEFUL PRODUCT over comprehensive documentation CUSTOMER COLLABORATION over contract negotiation What is Agile?
- 9. Why IS CONSTANT & ACCELERATING ABILITYTO RESPOND CHANGE COMPETITIVE ADVANTAGE= What is Agile?
- 10. The Paradigm Shift fromINVESTORS to SCIENTISTS What is Agile?
- 11. Concepts BACKLOGS & ROADMAPS Whatbusiness needs most MINIMUM VIABLE PRODUCT Shorten learning cycle RETROSPECTIVES Continous Improvement XP Practices SCRUM KANBAN SCALING + BDD, TDD, RAD, & MANY MORE... LEAN & 6S 6σ What is Agile?
- 12. Target State WHY? People culturefor growth WHAT? Empirical approach Hypothesise, model & test HOW? Incremental & Iterative Products, People & Processes What is Agile?
- 13.
- 14. Maximize ROI MARKET BETSTO CONSTANT INNOVATION Invest In Performance FTE TEAMS TO FEATURE TEAMS Voice Of Customer ONE PHASE REQ’M TO CUSTOMER DELIGHT Are we Agile?
- 15. Are we Agile? VoiceOf Customer ONE PHASE REQ’M TO CUSTOMER DELIGHT Product Ownership Prioritisation Concept & Inception Roadmapping Sponsorship Benefits Measurement Visibility Structures
- 16. Invest In Performance FTETEAMS TO FEATURE TEAMS Systems Thinking Engineering Excellence Information Sharing High Performance Teams Alignment Structures Domain Driven Design Empowerment Over Process Reduce Interdependencies Are we Agile?
- 17. Maximize ROI MARKET BETSTO CONSTANT INNOVATION Finance Structures People & Hiring Structure Contractual Structure Support & Learning Structure Feedback Structure Are we Agile?
- 18.
- 19. “Agile isn't justabout software development these days. Agile can certainly be about people, managerial, organizational, and executive development.” 8 Victoria King, M.D. & Eric King, Davisbase Consulting “In today's world, every company is at risk of having a ‘Kodak Moment’ watching its industry and the competitive advantages it has developed over years, even decades, vanish overnight. Everyone needs agility.” 3 David Butler, Vice President of Innovation & Entrepreneurship “60% of program spend is now on Agile projects.”7 Craig Fischer, CIO “The team that had literally dozens of internal customers…organized a customer council… [that identified scope] for good of all, in order of value to Amazon overall.” 9 Alan Atlas, Amazon’s first Agile Coach “Australia of the future has to be a nation that is agile, innovative, creative.” 10 Malcolm Turnbull, Prime Minister of Australia “I say [adopting agile] that not as a value statement, but as a strategic necessity.” 11 Patrick Eltridge, ex-CIO now CIO, Royal Bank of Scotland “In the financial services industry, risk is critical,” “That was an amazing turnaround for a quite conservative part of the industry, and they could make a difference earlier in the process than ever before.” 12 Pete Steel, ex-CIO Retail and Business Banking now Executive General Manager, Digital “Turning to agile to cope with the madness of our high-speed digital-obsessed 21st century makes all the sense in the world.”13 Nigel Dalton, CIO “Results: doubling its productivity every year.. 30 percent more new functionality to business units at lower cost every quarter. Agile could also translate beyond the IT organisation. The CEO asked us to go Agilise the entire company 500 people from line-of-business units have already receive Agile training. We stepped completely out to act as coaches and mentors, and within two weeks we had moved 50 per cent of our total delivery capacity onto this program under the auspices of four people that had never led anyone before. It’s been a phenomenal exercise, and a phenomenal success.” 14 Jeff Smith, ex CEO of Suncorp Business Services now CIO, International Business Machines (IBM) Who has agility? “21st century services require a 21st century approach to delivery - one that focuses foremost on speed to delivery and ability to scale while focussing on user needs, rather than the traditional approach of repeatable process, risk minimisation and cost efficiency. Agile approaches have enabled Healthdirect to achieve its current market position and are increasingly critical to ensure alignment with the new approaches to government services referenced by Prime Minister Turnbull and the Digital Transformation Office.” Bruce Haefele, Chief Architect FAMILY PRACTICE GP “Measure not hours, but great works accomplished by our people.” 4 6 Patty McCord, Chief Talent Officer
- 20. on the journey nextsteps
- 21. Autonomy Mastery Purpose Towardagillity DRiVE • Harlow, H.F. (1949) The formation of learning sets, Psychological Review 56: 51-65. • R. M. Ryan & E.L. Deci (2000), Self-Determination Theory and the Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions, Contemporary Educational Psychology 25, 54–67 (2000). • Pritchard, R., Campbell, K., & Campbell, D. (1977). Effects of extrinsic financial rewards on intrinsic motivation. Journal of Applied Psychology, 62, 9–15.
- 22. SENIOR MANAGEMENT vision + context overcommand & control enable alignment via co-ordination + servant leadership OPERATIONAL MANAGEMENT rigourously improve beyond high performance SELF-MANAGED TEAMS Toward agillity
- 23.
- 24. Big Data +API government & health
- 25. Challenges • huge costand schedule over-runs • continous scope creep • no project end in sight • people quitting due to low morale • no clear list of priorities • massive context switching • “no time to make time, no time to plan” PRESENTATION IIT AGILE PRACTICE
- 26. PRESENTATION IIT AGILE PRACTICE TransformationTarget • Anything that’s better than current • trust • higher productivity • a completed project • (later) Save money; create sustainable delivery
- 27. actions taken PRESENTATION IIT AGILEPRACTICE • how much work left? • product road map? • how much work in flight? • how much context switching? • how much clarity of purpose? Create Clarity of Purpose
- 28. 0! 10! 20! 30! 40! 50! 60! 70! 80! 1! 2! 2!3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18! Velocity! Week! Team B! Team A! Existing Average! New Average! +340%
- 29.
- 30. Challenges • 2003 ForresterResearch - ‘New Payment Systems’ Survival Guide • new product, new market, new platform • will be beaten to market by competitor - need to produce a fast follow • normal project - few $M and 6-18mths • strong push for a product differentiator “the bump” PRESENTATION IIT AGILE PRACTICE
- 31. PRESENTATION IIT AGILE PRACTICE TransformationTarget • Speed to market • Lower product risk • (later) Save money; create sustainable delivery
- 32. actions taken PRESENTATION IIT AGILEPRACTICE Done is better than perfect
- 33. the result PRESENTATION IIT AGILEPRACTICE First 18 months: • 800,000 people have downloaded of 4.3 million active users • Total of $6.7 billion in transfers and payments • $8,375 per user • twice a day logins Strategically • created new market, with the biggest slice of pie • continuous innovation and agility
- 34.
- 35. Challenges • Multi-language, offshoreteams • Many vendors • Project and cost overruns • < 60% of feature parity with intended sunset system; promised to market • Endemic crunch time • Mis-communication, low morale • Us vs. them mentality PRESENTATION IIT AGILE PRACTICE
- 36. PRESENTATION IIT AGILE PRACTICE TransformationTarget • High-performing, self-organised scaled squads • Teams that continually keep and deliver on promises • Maximal return-on-investment
- 37. Actions PRESENTATION IIT AGILE PRACTICE •“Keep our promises” • Agile Coach, training Product Owners, Scrum Masters, Teams and organisation overall • Incrementally increasing definition of done • Wide scope of change - product ownership, interactions with vendors, product ownership, road mapping, squad composition Invest in people
- 38. 8 SPRINTS 65 pointstargeted 15 delivered
- 39. 36 SPRINTS 47 pointstargeted 47 delivered
- 40.
- 41. Challenges • 110+ majorbugs on product system • No focus on fixing problems - new functionality added to unstable target • No focus on technical excellence or devops
- 42. • Stabilise thesquad - create operational cadence • Stabilise the system • Meet and exceed expectations Transformation Target
- 43. 1. Coaching onthree wastes - muri, muda, mura 2. Daily Inspection of visual board designed as pull system 3. Daily impediment removal 4. Create conditions for flow • Autonomation • People Development • Continuous improvement • Adherence to technical excellence 5. Reduce work-in-progress (WIP) 6. Role modelled Genchi Genbutsu (Shop Floor Attitude) Actions
- 44. Proof @ Aussie Startedthe kanban squad
- 45.
- 46.
- 47.
- 48.
- 49. TEAM PERFORMANCE TEAMTOPERFORM 1 23 4 5 6 7 8 9 10 11 12 13 TIME FORM STORM NORM PERFORM • NOT ALL TEAMS ARE EQUAL • TEAMS REQUIRE TIME TO PERFORM • TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE • EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM
- 50. TRADITIONAL RESOURCE MANAGEMENT TEAMTOPERFORM PROJECT1 PROJECT 2 PROJECT 3 • HAVE DIFFERENT PEOPLE • RE-LEARN TEAM NORMS • STARTS WITH ZERO PERFORMANCE BEHAVIOUR • PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A “HOCKEY STICK CRUNCH” CONSTANTLY REFORMING TEAMS PROJECT 3 TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE
- 51. CONSTANTLY RE-REFORMING TEAMS:PORTFOLIO VIEW WATERFALLPORTFOLIO PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 • NOT ALL TEAMS ARE EQUAL • TEAMS REQUIRE TIME TO PERFORM • EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM UNPREDICTABLE PRODUCTIVITY ACROSS PORTFOLIO
- 52. WHY PRESERVE PERFORMANCE? TEAMPERFORMANCE SPRINT1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 HIGH PERFORMANCE TEAM MEDIUM PERFORMANCE TEAM POOR TEAM ~240% greater
- 53. KEEPING TEAMS TOGETHER TEAMPERFORMANCE SPRINT1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 TEAM
- 54. FIXED TEAMS, INDIVIDUALROTATIONS TEAM A TEAM B TEAM C TEAM D JUL JAN FEB OCT Rotate individuals occasionally for personal and professional growth
- 55.
- 56. further reading 1. TEDTalk:Drive: The Surprising Truth About What Motivates Us iit.life/drive 2. TEDTalk: How Great Leaders Serve Others iit.life/david-marquet 3. Book: Coca Cola: Design to Grow with Scale and Agility iit.life/coke 4. Slide Pack: The Netflix Culture iit.life/netflix 5. Website: The Agile Manifesto iit.life/agilem