Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
5. 1943
1950-
1960s
1985
1990
1995
1996
1997
1998
2000
2001
USAF & NASA
X-15 hypersonic jet
Iterative
Incremental Delivery
Hirotaka Takeuchi
& Ikujiro Nonaka
The New New
Product
Development Game
1990 - Sutherland &
Schwaber
Scrum Framework
DSDN Consortium
Dynamic System
Development
Method
1996 - Beck,
Cunningham, Jeffries
Extreme
Programming
Jeff de Luca
Feature Driven
Development
Alistair Cockburn
Crystal Methodologies
Robert Charette
Lean Development
THE
AGILE
MANIFEST
O
Taiichi Ohno
Toyota Production
System
Kanban
Hardware Software
6. Individuals & interactions Processes & toolsover
Working software
Comprehensive
documentation
over
Customer collaboration Contract negotiationover
Responding to change Following a planover
That is, while there is value in the items on the right,
we value the items on the left more.
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:
Source: www.agilemanifesto.org
MANIFESTO VALUES
7. Satisfy the
Customer
Welcome
Change
Deliver
Frequently
Collaborate
Daily
Support & Trust
Motivated
Teams
Promote
Face-to-Face
Conversations
Deliver
Working
Software
Promote
Sustainable
Pace
Promote
Technical
Excellence
Maximize
Through
Simplicity
Have
Self-Organized
Teams
Reflect &
Adjust
Regularly
Source: www.agilemanifesto.org
MANIFESTO PRINCIPLES
10. Culture
PracticesStructure
• Focused on changing hearts
and minds
• Focused on being agile
rather than doing agile
• Focused on values and
principles
CULTURE DRIVEN
11. Culture
PracticesStructure
• Focused on changing hearts
and minds
• Focused on being agile
rather than doing agile
• Focused on values and
principles
• Belief that delivery systems
will emerge based on new
thinking
CULTURE DRIVEN
12. Practices
StructureCulture
• Focused on the things that
you do
• Focused on roles,
ceremonies, and artifacts
• Can be management driven
or technically driven
PRACTICES DRIVEN
13. Practices
StructureCulture
• Focused on the things that
you do
• Focused on roles,
ceremonies, and artifacts
• Can be management driven
or technically driven
• Belief that agile is a
process or way to work
PRACTICES DRIVEN
15. Structure
CulturePractices
• Focused on forming teams
and governing the flow of
value
• Focused on aligning the
organization first
• Belief that culture and
practices only emerge
within a rational structural
and planning framework
STRUCTURE DRIVEN
40. Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack of
Clarity
Lack of
Accountability
Lack of
Measureable
Progress
Often caused by too
many external
dependencies
54. 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 TechnologyTeam
55. 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 TechnologyTeam
56. 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 TechnologyTeam
57. Corollary One:
Solving for the issues that get in
the way of effectively practicing
agile is what should guide your
agile transformation initiative
94. Services Teams – These teams
support common services across
product lines. These teams support the
needs of the product teams.
Team
95. 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.
Team
Team
96. 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.
Team
Team
Team
97. 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.
Team
Team
Team
Team
98. Team Team Team Team
TeamTeamTeam
Product &
Services
Teams
99. Team Team Team
Team Team Team Team
TeamTeamTeam
Product &
Services
Teams
Program
Teams
100. Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product &
Services
Teams
Program
Teams
Portfolio
Teams
128. Corollary Five:
Organizations can adopt agile
safely and pragmatically by
iteratively and incrementally
introducing structure,
governance, and metrics and
maturing practices and culture
over time
133. Corollary One:
Solving for the issues that get in
the way of effectively practicing
agile is what should guide your
agile transformation initiative
134. Corollary Two:
Agile can mean different things
to different companies and not
all agile approaches will work
well for every organization
137. Corollary Five:
Organizations can adopt agile
safely and pragmatically by
iteratively and incrementally
introducing structure,
governance, and metrics and
maturing practices and culture
over time
138. Summary
By focusing on the fundamentals of
agile delivery, while systematically
and methodically breaking
dependencies, we can achieve true
enterprise agility
139. WHY AGILE IS FAILING
IN LARGE ENTERPRISES
…and what you can do about it