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Transform Any Organization into an Agile Enterprise
- 1. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise
- 4. Brief Agenda ā¢ Discuss why adopting agile isnāt āone size fits allā ā¢ Explore the fundamentals of agile transformation ā¢ How to craft an agile transformation roadmap
- 5. Brief Agenda ā¢ Discuss why adopting agile isnāt āone size fits allā ā¢ Explore the fundamentals of agile transformation ā¢ How to craft an agile transformation roadmap
- 6. Brief Agenda ā¢ Discuss why adopting agile isnāt āone size fits allā ā¢ Explore the fundamentals of agile transformation ā¢ How to craft an agile transformation roadmap
- 7. Brief Agenda ā¢ Discuss why adopting agile isnāt āone size fits allā ā¢ Explore the fundamentals of agile transformation ā¢ How to craft an agile transformation roadmap
- 8. ONE SIZE DOES NOT FIT ALL
- 14. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Quadrant One ā¢ Predictive Emergent
- 15. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Quadrant Two ā¢ Predictive Convergent
- 16. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Quadrant Three ā¢ Adaptive Convergent
- 17. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Quadrant Four ā¢ Adaptive Emergent
- 18. THE THREE THINGS
- 22. Teams Backlog Backlog Backlog Backlog Working Tested Software Backlogs Teams Working Tested Software
- 23. Teams Backlog Backlog Backlog Backlog Working Tested Software ā¢ INVEST ā¢ CCC ā¢ Small enough for the team to develop in a day or so ā¢ Everything and everyone necessary to deliver ā¢ Meets acceptance criteria ā¢ No known defects ā¢ No technical debt What Do I Mean? Backlogs Teams Working Tested Software
- 24. Teams Backlog Backlog Backlog Backlog Working Tested Software ā¢ INVEST ā¢ CCC ā¢ Small enough for the team to develop in a day or so ā¢ Everything and everyone necessary to deliver ā¢ Meets acceptance criteria ā¢ No known defects ā¢ No technical debt What Do I Mean? Backlogs Teams Working Tested Software
- 25. Teams Backlog Backlog Backlog Backlog Working Tested Software ā¢ INVEST ā¢ CCC ā¢ Small enough for the team to develop in a day or so ā¢ Everything and everyone necessary to deliver ā¢ Meets acceptance criteria ā¢ No known defects ā¢ No technical debt What Do I Mean? Backlogs Teams Working Tested Software
- 26. Teams Backlog Backlog Backlog Backlog Working Tested Software ā¢ INVEST ā¢ CCC ā¢ Small enough for the team to develop in a day or so ā¢ Everything and everyone necessary to deliver ā¢ Meets acceptance criteria ā¢ No known defects ā¢ No technical debt What Do I Mean? Backlogs Teams Working Tested Software
- 27. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress ā¢ People have clarity around what to build ā¢ People understand how it maps to the big picture ā¢ Teams can be held accountable for delivery ā¢ No indeterminate work piling up at the end of the project ā¢ 90% done, 90% left to do
- 28. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress ā¢ People have clarity around what to build ā¢ People understand how it maps to the big picture ā¢ Teams can be held accountable for delivery ā¢ No indeterminate work piling up at the end of the project ā¢ 90% done, 90% left to do
- 29. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress ā¢ People have clarity around what to build ā¢ People understand how it maps to the big picture ā¢ Teams can be held accountable for delivery ā¢ No indeterminate work piling up at the end of the project ā¢ 90% done, 90% left to do
- 30. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Clarity Accountability Measureable Progress ā¢ People have clarity around what to build ā¢ People understand how it maps to the big picture ā¢ Teams can be held accountable for delivery ā¢ No indeterminate work piling up at the end of the project ā¢ 90% done, 90% left to do
- 31. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery ā¢ Understanding the backlog gives meaning to work ā¢ Local decision making gives people a sense of power and control over their work ā¢ People can demonstrate that they are good at what they do
- 32. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery ā¢ Understanding the backlog gives meaning to work ā¢ Local decision making gives people a sense of power and control over their work ā¢ People can demonstrate that they are good at what they do
- 33. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery ā¢ Understanding the backlog gives meaning to work ā¢ Local decision making gives people a sense of power and control over their work ā¢ People can demonstrate that they are good at what they do
- 34. Teams Backlog Backlog Backlog Backlog Working Tested Software Why Are They Important? Purpose Autonomy Mastery ā¢ Understanding the backlog gives meaning to work ā¢ Local decision making gives people a sense of power and control over their work ā¢ People can demonstrate that they are good at what they do
- 35. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools ā¢ Governance is the way we make economic tradeoffs in the face of constraints ā¢ They way we form teams and foster collaboration at all levels of the organization ā¢ What do we measure, how do we baseline performance and show improvement?
- 36. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools ā¢ Governance is the way we make economic tradeoffs in the face of constraints ā¢ They way we form teams and foster collaboration at all levels of the organization ā¢ What do we measure, how do we baseline performance and show improvement?
- 37. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools ā¢ Governance is the way we make economic tradeoffs in the face of constraints ā¢ They way we form teams and foster collaboration at all levels of the organization ā¢ What do we measure, how do we baseline performance and show improvement?
- 38. Teams Backlog Backlog Backlog Backlog Working Tested Software What Do They Look Like at Scale? Governance Structure Metrics & Tools ā¢ Governance is the way we make economic tradeoffs in the face of constraints ā¢ They way we form teams and foster collaboration at all levels of the organization ā¢ What do we measure, how do we baseline performance and show improvement?
- 39. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies ā¢ Requirements management ā¢ Process flow ā¢ Value streams ā¢ Bottlenecks ā¢ Too much in process work ā¢ Matrixed Organizations ā¢ Non instantly available resources ā¢ Lack of SME ā¢ Technical Debt ā¢ Defects ā¢ Tight Coupling ā¢ Low Cohesion
- 40. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies ā¢ Requirements management ā¢ Process flow ā¢ Value streams ā¢ Bottlenecks ā¢ Too much in process work ā¢ Matrixed Organizations ā¢ Non instantly available resources ā¢ Lack of SME ā¢ Technical Debt ā¢ Defects ā¢ Tight Coupling ā¢ Low Cohesion
- 41. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies ā¢ Requirements management ā¢ Process flow ā¢ Value streams ā¢ Bottlenecks ā¢ Too much in process work ā¢ Matrixed Organizations ā¢ Non instantly available resources ā¢ Lack of SME ā¢ Technical Debt ā¢ Defects ā¢ Tight Coupling ā¢ Low Cohesion
- 42. Teams Backlog Backlog Backlog Backlog Working Tested Software What Gets in the Way? Business Dependencies Organizational Dependencies Technical Dependencies ā¢ Requirements management ā¢ Process flow ā¢ Value streams ā¢ Bottlenecks ā¢ Too much in process work ā¢ Matrixed Organizations ā¢ Non instantly available resources ā¢ Lack of SME ā¢ Technical Debt ā¢ Defects ā¢ Tight Coupling ā¢ Low Cohesion
- 43. Team
- 46. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
- 47. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
- 48. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
- 49. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Large Products with Diverse Technology Team
- 50. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
- 51. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
- 52. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? ā¢ Known and knowable requirements ā¢ How to deal with unknowns ā¢ Estimating ā¢ Fungible resources ā¢ Individual utilization ā¢ Productivity metrics ā¢ Activity over outcome Defining Work Allocating People Measuring Progress
- 53. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? ā¢ Known and knowable requirements ā¢ How to deal with unknowns ā¢ Estimating ā¢ Fungible resources ā¢ Individual utilization ā¢ Productivity metrics ā¢ Activity over outcome Defining Work Allocating People Measuring Progress
- 54. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? ā¢ Known and knowable requirements ā¢ How to deal with unknowns ā¢ Estimating ā¢ Fungible resources ā¢ Individual utilization ā¢ Productivity metrics ā¢ Activity over outcome Defining Work Allocating People Measuring Progress
- 55. Teams Backlog Backlog Backlog Backlog Working Tested Software How Do I Need to Change? ā¢ Known and knowable requirements ā¢ How to deal with unknowns ā¢ Estimating ā¢ Fungible resources ā¢ Individual utilization ā¢ Productivity metrics ā¢ Activity over outcome Defining Work Allocating People Measuring Progress
- 57. A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software
- 58. A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
- 59. A Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
- 61. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup
- 62. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust
- 63. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
- 64. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable
- 65. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable
- 66. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size
- 67. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple
- 68. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple
- 69. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase One ā¢ Stabilize the System
- 70. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Two Phase Two ā¢ Reduce Batch Size
- 71. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Two Phase Three ā¢ Break Dependencies
- 72. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Four ā¢ Increase Local Autonomy
- 73. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Teams Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five Phase Five ā¢ Invest to Learn
- 75. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise
Editor's Notes
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. Ā We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. Ā You might think of this as rolling wave planning or progressive elaboration. Ā The idea is that we plan based on what we know, and plan more as we learn more. Ā