The document outlines the fifth phase of Agile maturity concerning scaling the Agile enterprise, highlighting the importance of an Agile culture, alignment of value delivery, and productivity across organizations. It discusses challenges faced during this phase, including risks related to metrics and alignment, as well as activities to mature Agile practices, such as the establishment of a Center of Excellence and normalization of DevOps practices. Successful enterprise agility leads to improved operational and development value streams that enhance overall customer value delivery.

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2. The Five Phases of Agile Maturity
(Part 3): Phase 5

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Housekeeping Items

4. Meet Our Panelists
Sneha Crews
Managing Director,
Solutions Engineering
Rod Morrison
Partnerships Director,
EMEA
Sarah Sego
Agile Transformation
Consultant

5. 01 Agile Maturity Phases Overview
02 Deep Dive into Phase 5
03 Metrics to Mature
04 Q&A
Agenda

6. Overview
The Five Phases of Enterprise Agility

7. VMO/LACE
• The Agile Team
• Team of Agile Teams
• The Scaling Agile Organization
• The Agile Enterprise
• The Scaling Agile Enterprise
Five Phases of Enterprise Agility
VMO

8. Scaling Agile Framework
1. Strategic Planning
2. Investment Prioritization
1. Strategies, goals, themes
2. Long Term Strategic Roadmapping
3. Strategic Snapshots
1. Strategy & Investment Funding
2. Demand Management
3. Budgeting
1. Strategic Themes and OKRs
2. Epic Business Cases
3. Epic Backlog & Prioritization
4. Epic Lifecycle Management
1. Strategic Themes
2. Epic Business Cases & Kanban
3. Epic Backlog
4. Epic Business Cases & Ranking
1. Cross Team Backlog
2. Cadenced Timeboxes
3. Cross Team Delivery Planning Board
4. Dependency Maps
1. Backlog Refinement
2. Sprint Planning
3. Estimation
4. Kanban
1. Team Backlogs
2. Sprint Planning/Execution
3. Estimation
4. Scrum/Kanban Boards
Tooling Support

9. Phase 5 : Scaling the Agile Enterprise
9

10. Phase 5 – The Scaling Agile Enterprise
Agile Culture
• Cultural Engagement
• Servant Leadership
Agile culture is the standard for language, behavior, values,and practices
• The learning enterprise has formed; leaders are forward looking and articulate the vision throughout all
levels of the enterprise
• A self-sustaining learning culture is reflected at every level
• Value is realized through innovation and relentless improvement
Common Agile
Framework
• Business Agility
• Scaling Framework
Enterprise-wide standard framework has been adopted and optimized across all levels
• Center of Excellence (COE) evolves framework,processes, toolscape, data network
• Value streams are aligned to a 3-year strategic plan
• Product alignment drives value delivery
Value Stream
Alignment
• Lean Thinking
• Product Agility
Organizations are operationally aligned and have autonomy over their value streams
• Product(s) Suites and Services are contained within each value stream with minimal need for cross-
portfolio dependencies
• Ideation applied at macro & micro levels
• Gemba is a core philosophy of product and is reflected in team values, processes, and culture
Value Delivery &
Productivity
• Team Agility
• Team Processes
Organizations are harmonized in planning and delivery
• Roadmap delivery is consistent, high quality, and repeatable
• Teams are high performing and reflect strong agile practices
• Lead time is optimized and teams can pivot to deliver new market value with confidence
• OKRs drive value development and measure the delivered value
Built-In Quality
• Technical Agility
• DevOps
DevOps & Ci/CD are normalized to the Enterprise
• Center of Excellence refine and evolve the state of DevOps and feedback
• Defect Management and tech debt budgets normalized and carried into planning cycles
• Tech Debt stabilized to a healthy value

11. Phase 5 Challenges
● Identifying risks and
challenges across
portfolios
● Inability to adapt and
pivot to market changes
● Unable to roll up metrics
to see across the
enterprise
● Non-cadenced timeboxes
across enterprise
● Portfolios are not
aligned
● Gaps from strategy
to execution
● Enterprise level set
of terminology and
concepts
● Multiple tools throughout
the organization
● No single source of truth
● Portfolios plan and
estimate differently

12. ● Agile culture
● Scaling the enterprise & collaboration
● Enterprise strategy formulation
● Enterprise okrs
● Value delivery & productivity
● Built in quality
Phase 5 – Activities to Mature

13. ● Coordinated and predictable portfolios enabling longer term
planning that supports market innovation
● Ability to respond to change
● Clear alignment of business strategy
● Common terminology and governed processes across each
level
● Formation of Center of Excellence or enterprise governing
body
● General governance - mature and aligned processes that can
be automated to shift people to focus on the highest priority
work
● DevOps and CI/CD practices are normalized across the entire
delivery lifecycle
Outcomes of Successful Enterprise Agility

14. Agile Culture
Extending the Mindset, Values, and Principles to the Enterprise

15. Scaling With the Enterprise

16. Value Delivery & Productivity
● Operational value streams
sequence the activities
needed to deliver a product
or service to a customer.
Example: Manufacturing or
fulfilling an ecommerce
order.
● Development value streams
focus on the activities
needed to convert a
business hypothesis into a
technology enabled
solution that delivers
customer value.
Example: Designing and
developing a medical device
or an ecommerce website

17. Work Tree – Strategy View
17

18. Enterprise Strategy Formulation
Themes are planned and work groups
aligned at a high level
• Enterprise Epics
• Enterprise Backlog
• Enterprise Kanban
• Objective Reporting
• Strategy View - Work Tree
18

19. Strategic Backlog

20. (Horizons) Longer-Term Strategy Roadmap
20
Epics by Strategic
Theme
Month by Quarter
Strategic Theme
Portfolio Epics
Yearly
Horizon

21. Connecting Enterprise Strategy to the Portfolio with
Strategic Themes (OKRs)
Enterprise Strategic Themes
Enterprise Objective: Sustainability
Reduce our carbon footprint by 40%
Portfolio Strategic Theme Objective:
Autonomous Transport Portfolio
Achieve a dominant position within the
autonomous delivery market
Value Streams OKRs Objective:
Autonomous Delivery Program
Value Stream
Capture autonomous delivery market share
in zones 1 and 2
Objective:
Autonomous Vehicle Value Stream
Develop Level 5 autonomous vehicle
development
ART OKRs Objective:
Fulfillment ART
Streamline and accelerate order to delivery
Objective:
Consumer Solutions ART
Refresh pricing strategy

22. Enterprise Objective Reporting
22
The Progress by Objective report captures the
status of the key objectives at all levels, including
the blocked and in-progress items

23. Flow Metrics - Enterprise Insights Dashboards

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