Real World Techniques for Enterprise Agile Adoption

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Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation.

Real WorldTechniques
for
Enterprise Agile Adoption
AgileDC 2015
October 26, 2015

Scott Richardson
• Background
• 1 year at Fannie Mae,VP Enterprise Data Delivery
• 13 years at Capital One,VP of Retail & DirectTechnology for
Consumer & Small Business Bank
• Founder/owner of 2 technology consulting companies
• PriceWaterhouse – financial systems consultant
• Agile Credentials
• Practitioner for 11 years
• Certified Agile Scrum Master
• Scaled Agile Framework (SAFe) Certified Program Consultant
• Sponsor/Champion forAgile adoption in 6 corporate
organizations 2s12rich@gmail.com

Overview
• Getting oriented
• Key Steps to a Successful AgileTransformation
• Deep techniques – leading change in the real world
Objectives
• Understand the key elements of an enterprise-wide Agile adoption
• Learn how to anticipate and overcome challenges
• Gain insights into specific approaches and techniques that work well
3

4
Getting Oriented: Assessing the Organization
Culture &
Strategy
People &
Org
Processes &
Oversight Other
• Budget
• Space
• Etc.
• People:
• Leadership
• Mid-Level
• Teams
• Exec Support
• Org Structure
• Values
• Values
• History
• Competition
• Customer
• Confidence
• SDLC
• Audit, Regulators
• CoEs
• Procurement
• Finance
• Testing

5
Key Steps to a Successful AgileTransformation
1. Get oriented and prepare
2. Secure top-level sponsorship & support
3. Choose where to begin
4. Launch and support initial teams
Parallel track: Start resolving structural issues
5. Expand quickly, but with discipline
Parallel track: Launch Program Mgmt & DevOps

6
We’re on the right track now, but how…. ?
How to engage
Middle
Management?
How to deal with
Shared Services,
CoEs, PMO?
How to address
Change resistance?
How can I
afford this?
How to integrate
Agile & non-Agile
delivery?
How to maintain
Agile discipline
over time?

7
AdditionalTopics
• Enterprise investment management
• Organize for strategy execution (see next slide)
• Fund theTeam not the Project (e.g., SAFe portfolio view)
• Measuring results (KPIs) not projects completed
• Procurement approach
• Fixed Price/Managed Service Provider structures inhibit
Agile in several dimensions:
• Delivery Structure: Functional siloes
• Management: Multiple vendors on one team
• Goals: Individuals within one team are incented differently
• Location: Often the siloes are in different locations
• “Risk sharing” with a vendor is a fallacy

Strategy
Investment
Theme
Product
Manager
Product
Owner +
Agile Team
Product
Owner +
Agile Team
Product
Manager
Product
Owner +
Agile Team
Investment
Theme
Product
Manager
Product
Owner +
Agile Team
Product
Owner +
Agile Team
Product
Owner +
Agile Team
Product
Manager
Product
Owner +
Agile Team
Investment
Theme
Product
Manager
Product
Owner +
Agile Team
Product
Owner +
Agile Team
Investment
Theme
Product
Manager
Product
Owner +
Agile Team
Product
Owner +
Agile Team
Product
Owner +
Agile Team
8
Scaling Agile in an organization is an opportunity
to improve overall strategy execution
Executive ExecutiveExecutive Executive
KPI KPI KPI KPI
• Decompose business Strategy into InvestmentThemes
• Assign an accountable Executive to each InvestmentTheme
• KPIs: Executives are accountable for achieving KPIs measuring realization of strategic business value
• Resources: Give executives the resources (budget, AgileTeams) to achieve their KPIs
• Executives have Product Managers and Product Owners to manage business value-driven delivery
• Primary resource for delivering new capabilities is the AgileTeam

Achieving lasting success with Agile in a large organization, division, or enterprise can be a challenge given many competing demands on priorities, budget, and mind-share. Corporate culture and interests at different levels in the organization can also make it difficult to retain the early advantages that Agile brings. How can leaders throughout an organization ensure that Agile is adopted organization-wide and that these benefits will endure? In this talk we will share the experiences of a large and rapid adoption of Agile at the enterprise scale in corporate America. With focus primarily on executive and senior leadership levels, we will identify specific Agile transformation methods that worked successfully in bringing about stunningly rapid Agile adoption across a large enterprise-wide IT organization, and we will contrast these with less successful management techniques that did not achieve the same results. You will leave with a clear understanding of the critical elements that senior leaders and Agile sponsors can employ to achieve breakthrough Agile adoption and enduring value in your organization.

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Real World Techniques for Enterprise Agile Adoption

1. Real WorldTechniques for Enterprise Agile Adoption AgileDC 2015 October 26, 2015

2. Scott Richardson • Background • 1 year at Fannie Mae,VP Enterprise Data Delivery • 13 years at Capital One,VP of Retail & DirectTechnology for Consumer & Small Business Bank • Founder/owner of 2 technology consulting companies • PriceWaterhouse – financial systems consultant • Agile Credentials • Practitioner for 11 years • Certified Agile Scrum Master • Scaled Agile Framework (SAFe) Certified Program Consultant • Sponsor/Champion forAgile adoption in 6 corporate organizations 2s12rich@gmail.com

3. Overview • Getting oriented • Key Steps to a Successful AgileTransformation • Deep techniques – leading change in the real world Objectives • Understand the key elements of an enterprise-wide Agile adoption • Learn how to anticipate and overcome challenges • Gain insights into specific approaches and techniques that work well 3

4. 4 Getting Oriented: Assessing the Organization Culture & Strategy People & Org Processes & Oversight Other • Budget • Space • Etc. • People: • Leadership • Mid-Level • Teams • Exec Support • Org Structure • Values • Values • History • Competition • Customer • Confidence • SDLC • Audit, Regulators • CoEs • Procurement • Finance • Testing

5. 5 Key Steps to a Successful AgileTransformation 1. Get oriented and prepare 2. Secure top-level sponsorship & support 3. Choose where to begin 4. Launch and support initial teams Parallel track: Start resolving structural issues 5. Expand quickly, but with discipline Parallel track: Launch Program Mgmt & DevOps

6. 6 We’re on the right track now, but how…. ? How to engage Middle Management? How to deal with Shared Services, CoEs, PMO? How to address Change resistance? How can I afford this? How to integrate Agile & non-Agile delivery? How to maintain Agile discipline over time?

7. 7 AdditionalTopics • Enterprise investment management • Organize for strategy execution (see next slide) • Fund theTeam not the Project (e.g., SAFe portfolio view) • Measuring results (KPIs) not projects completed • Procurement approach • Fixed Price/Managed Service Provider structures inhibit Agile in several dimensions: • Delivery Structure: Functional siloes • Management: Multiple vendors on one team • Goals: Individuals within one team are incented differently • Location: Often the siloes are in different locations • “Risk sharing” with a vendor is a fallacy

8. Strategy Investment Theme Product Manager Product Owner + Agile Team Product Owner + Agile Team Product Manager Product Owner + Agile Team Investment Theme Product Manager Product Owner + Agile Team Product Owner + Agile Team Product Owner + Agile Team Product Manager Product Owner + Agile Team Investment Theme Product Manager Product Owner + Agile Team Product Owner + Agile Team Investment Theme Product Manager Product Owner + Agile Team Product Owner + Agile Team Product Owner + Agile Team 8 Scaling Agile in an organization is an opportunity to improve overall strategy execution Executive ExecutiveExecutive Executive KPI KPI KPI KPI • Decompose business Strategy into InvestmentThemes • Assign an accountable Executive to each InvestmentTheme • KPIs: Executives are accountable for achieving KPIs measuring realization of strategic business value • Resources: Give executives the resources (budget, AgileTeams) to achieve their KPIs • Executives have Product Managers and Product Owners to manage business value-driven delivery • Primary resource for delivering new capabilities is the AgileTeam

9. Q & A

10. Scott Richardson s12rich@gmail.com

Editor's Notes

Scott Richardson Email: s12rich@gmail.com LinkedIn: www.linkedin.com/in/scottrichardson/
If you are going to have FFP/MSP, at least give the vendor an entire team (must have employee Product Owner however)
Cf. Hoshin strategic planning

Real World Techniques for Enterprise Agile Adoption

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