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Executing Strategy as a Competitive Advantage:Beam Team Case Study<br />Using Lean and Agile <br />to Lead<br />An Organiz...
Dennis StevensEnterprise Agile Coach<br />Contributed / Featured <br />Portfolio, Program, Project<br />PMI: OPM3<br />Ali...
Organizational Transformation<br />“In the long history of humankind (and animal kind, too) those who learned to collabora...
Organizational Transformation<br />Why is organizational transformation difficult?<br />Differentiate between all the “imp...
Different Perspectives – Competing Concerns<br />The Blind Men and The Elephant<br />
Long Obscure Roadmaps<br />
Unsuitable Problem Solving Approach<br />Customers<br />People<br />Process<br />Business<br />Technology<br />Whose  job ...
Lack of focus<br />
Case Study: Situation<br />$100 million retail service provider<br />The economy and regulatory changes has drastically re...
Initial Findings: Organization<br />Owners: Entrepreneurs – Six Brothers <br />Management: Tactically Focused – Rose throu...
Initial Findings: Technology<br />40% of technology developed over four years had not been deployed in the business<br />S...
Approach<br />Two prong approach<br />Get development under control <br />Identify and deploy a focused set of changes in ...
Approach: Get Technology Under Control<br />Established Kanban board for development - visualized their process and all th...
Refactoring the Development Board<br />
Approach: Business<br />Differentiate between all the “improvement” requirements to move the company towards it’s strategy...
Approach: Business<br />Analyze business model to identify capabilities<br />
Approach: Business<br />Facilitated Strategy Articulation <br />based on Strategic Goals, COGS model and SWOT analysis<br />
Approach: Business<br />Assess the Capabilities<br />Value (border) <br />How strongly does this affect focusing objective...
Capability Value Performance Map<br />
Assess the model<br />Capability Map gave us clarity on what the business did.<br />Assessing the model determined what wa...
Approach: Business<br />Performed information flow analysis against current systems and processes<br />Six systems and ove...
Approach<br />From our assessments we knew precisely what capabilities we needed to change and what processes and technolo...
Approach: Strategy to Execution<br />Bring together the Business and Technology in A3 efforts focusing on the leverage poi...
An A3 Plan: Strategy to Execution<br />
An A3 Plan: Strategy to Execution<br />
An A3 Plan: Strategy to Execution<br />
An A3 Plan: Strategy to Execution<br />
Now the big challenge<br />Execute the Strategy<br />How can we get management to maintain focus?<br />Technology is a sma...
Strategy Execution Kanban Board<br />Expand / collapse tasks from the plan in each column<br />    Next                 An...
Strategy Execution Kanban<br />
Ceremonies<br />Walk the board with management once a week. <br />Blocked items are flagged with a red tab with a note of ...
Results<br />Achieved focus across the business<br />Reduction in the crisis management tendency<br />Technology deployed ...
Success Attributed To<br />Visual control of the Kanban board<br />Focus<br />Momentum<br />Shared Alignment<br />Visual n...
Improvements<br />Replace less effective legacy weekly management meetings – right now these are duplicate efforts<br />Tr...
Time as a Strategic DifferentiatorThe new Bargain of Agility<br />The primary concept of the new Bargain of Agile is to ex...
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Dennis Stevens - Using Agile and Lean to Lead Business Transformation

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presented at Southern Fried Agile 2010.
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Dennis Stevens - Using Agile and Lean to Lead Business Transformation

  1. 1. Executing Strategy as a Competitive Advantage:Beam Team Case Study<br />Using Lean and Agile <br />to Lead<br />An Organizational Transformation<br />
  2. 2. Dennis StevensEnterprise Agile Coach<br />Contributed / Featured <br />Portfolio, Program, Project<br />PMI: OPM3<br />Aligning Technology with the Business ModelThe Next Revolution in Productivity<br />web: http://www.synaptus.com<br />blog: http://www.dennisstevens.com<br />twitter: @dennisstevens<br />email: dennis.stevens@synaptus.com<br />Scaling Agile Development<br />Rethinking the Agile Enterprise<br />Cost Cutting and Innovation<br />re-th!nk<br />
  3. 3. Organizational Transformation<br />“In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed” – Charles Darwin<br />
  4. 4. Organizational Transformation<br />Why is organizational transformation difficult?<br />Differentiate between all the “improvement” requirements to move the company towards it’s strategy?<br />How do I solve problems in complex situations?<br />How do I keep everyone focused on making progress?<br />Case Study – The Beam Team<br />
  5. 5. Different Perspectives – Competing Concerns<br />The Blind Men and The Elephant<br />
  6. 6. Long Obscure Roadmaps<br />
  7. 7. Unsuitable Problem Solving Approach<br />Customers<br />People<br />Process<br />Business<br />Technology<br />Whose job will this be?<br />Where should we put the servers?<br />What is needed to achieve our business goals?<br />What are the business rules?<br />How will we validate everything?<br />What is the right process?<br />How will we account for this?<br />What do the customers and end-users want?<br />How does this interact with the other parts of the system?<br />Conversation<br />
  8. 8. Lack of focus<br />
  9. 9. Case Study: Situation<br />$100 million retail service provider<br />The economy and regulatory changes has drastically reduced core business<br />They have just acquired a company of equivalent size<br />The entire business focus was in an area that is not traditionally profitable – and the business processes and technology were not optimized to perform resets<br />
  10. 10. Initial Findings: Organization<br />Owners: Entrepreneurs – Six Brothers <br />Management: Tactically Focused – Rose through the ranks<br />Back office: Hardworking and committed<br />Overall: Not a demonstrated history of getting ideas from concept to implementation<br />
  11. 11. Initial Findings: Technology<br />40% of technology developed over four years had not been deployed in the business<br />Swivel Chair Integration<br />Little useful management information<br />Turmoil in technology organization<br />
  12. 12. Approach<br />Two prong approach<br />Get development under control <br />Identify and deploy a focused set of changes in the business<br />Deliver results really fast so company survives<br />
  13. 13. Approach: Get Technology Under Control<br />Established Kanban board for development - visualized their process and all the existing work<br />Established three classes of service based on source of funding<br />Explicitly limited WIP<br />Major bottleneck was in customer acceptance <br /> Next Analysis Development Acceptance “Done-Done”<br />NPD<br />Enhance<br />Core System<br />Enhancex of 40<br />
  14. 14. Refactoring the Development Board<br />
  15. 15. Approach: Business<br />Differentiate between all the “improvement” requirements to move the company towards it’s strategy<br />We needed to create alignment and focus in a time of rapid shift, turmoil, and duress<br />
  16. 16. Approach: Business<br />Analyze business model to identify capabilities<br />
  17. 17. Approach: Business<br />Facilitated Strategy Articulation <br />based on Strategic Goals, COGS model and SWOT analysis<br />
  18. 18. Approach: Business<br />Assess the Capabilities<br />Value (border) <br />How strongly does this affect focusing objectives?<br />How strongly does this affect standard operating objectives?<br />Is this value-added?Supporting? Controlling?<br />Performance (fill)<br />How is this capability performing today?<br />Would a small improvement here improve BT bottom line performance?<br />Do we understand how to improve performance?<br />Risk (dot)<br />How difficult is this capability to scale (for CR1)?<br />Is this constrained by Customer (HD) policy?<br />Is the process complex? Highly dependent on other capabilities? Subject to compliance issues?<br />Verb Noun(Action – Entity)<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />Low Performing<br />Medium Performing<br />High Performing<br />High Risk<br />Moderate Risk<br />Low Risk<br />
  19. 19. Capability Value Performance Map<br />
  20. 20. Assess the model<br />Capability Map gave us clarity on what the business did.<br />Assessing the model determined what was most important to the business.<br />The business was aligned with the outcome because they developed it.<br />
  21. 21. Approach: Business<br />Performed information flow analysis against current systems and processes<br />Six systems and over a dozen spreadsheets<br />Swivel Chair Integration<br />
  22. 22. Approach<br />From our assessments we knew precisely what capabilities we needed to change and what processes and technology were employed in each capability<br />Our strategy was clear and there was a shared context within the business<br />Have combined different perspectives and competing concerns<br />Have a clear near term road-map<br />
  23. 23. Approach: Strategy to Execution<br />Bring together the Business and Technology in A3 efforts focusing on the leverage point capabilities<br />Facilitate discussion to align what we could rapidly deliver with needs of impacted management and performers<br />What is our target? What are the capability gaps relative to the strategy?<br />What is the root cause? Five why’s – not granular 6 Sigma effort.<br />Evaluate Solutions<br />High Level Deliverables on the Implementation Plan<br />Assign Owners and Target Due Dates<br />High level deliverables end up on the A3, with measurable outcomes, in the context of the strategy, and with the impacted capabilities clearly identified.<br />
  24. 24. An A3 Plan: Strategy to Execution<br />
  25. 25. An A3 Plan: Strategy to Execution<br />
  26. 26. An A3 Plan: Strategy to Execution<br />
  27. 27. An A3 Plan: Strategy to Execution<br />
  28. 28. Now the big challenge<br />Execute the Strategy<br />How can we get management to maintain focus?<br />Technology is a small component of the solution - how can we rapidly get stable process changes in place across HR, the field, accounting, and operations?<br />How can we get technology deployed so that the business realizes the value?<br />
  29. 29. Strategy Execution Kanban Board<br />Expand / collapse tasks from the plan in each column<br /> Next Analyze Prepare Execute Measure<br />Expedite<br />AcceptanceCriteria<br />AcceptanceCriteria<br />AcceptanceCriteria<br />AcceptanceCriteria<br />Development is fed stories based on active tasks in the prepare column<br />
  30. 30. Strategy Execution Kanban<br />
  31. 31. Ceremonies<br />Walk the board with management once a week. <br />Blocked items are flagged with a red tab with a note of who needs to unblock it.<br />Management follows up (some actually do) with their line managers from their A3s.<br />There is a lot of focus on getting stories on the technology board through acceptance now. <br />We have an expedite column on the management board. We limit crisis to one at a time. Board ensures current projects maintain (regain) focus.<br />
  32. 32. Results<br />Achieved focus across the business<br />Reduction in the crisis management tendency<br />Technology deployed on time – continued to refine and deploy enhancements in flight<br />Delivered the performance based incentive model<br />Provide field management with real time status against their plan<br />Trust has been established between us (effectively the technology group and PMO) and the business<br />Strategy deployment model in place in the business<br />
  33. 33. Success Attributed To<br />Visual control of the Kanban board<br />Focus<br />Momentum<br />Shared Alignment<br />Visual nature of the strategy articulation<br />Decisions by developers and management are made in a shared strategic context<br />Collaborative nature of the capability map, A3, and the Kanban board<br />Shared understanding<br />Participative design<br />Accountability<br />Rapid maturing of the organization regarding strategy execution<br />Courage and commitment of the Beam Team leadership<br />
  34. 34. Improvements<br />Replace less effective legacy weekly management meetings – right now these are duplicate efforts<br />Track commitment dates of tasks on the board.<br /> Prioritize defects against the capability model. Not every fix is equally important – this is a hole in the process that permits gaming. <br />More sustained discipline around use of A3’s and the Kanban board.<br />Gather metrics and use them to improve the processes<br />
  35. 35. Time as a Strategic DifferentiatorThe new Bargain of Agility<br />The primary concept of the new Bargain of Agile is to expend the least resource possible to exploit the next most valuable opportunity.<br />Observe<br />Orient<br />Decide<br />Act<br />Unfolding circumstances<br />Implicit guidance and control<br />Implicit guidance and control<br />Understand<br />Culture<br />Tradition<br />New Information<br />Previous Experience<br />Synthesis<br />Action<br />(Test)<br />Observations<br />Feed<br />Forward<br />Feed<br />Forward<br />Decision<br />Feed<br />Forward<br />Outside information<br />Feedback<br />Unfolding interaction with the environment<br />
  36. 36. Questions<br />Reach out to Dennis Stevens<br />http://www.synaptus.com<br />dennis.stevens@synaptus.com<br />Twitter: dennisstevens<br />Blog: www.dennisstevens.com<br />We offer<br />Strategic Project Execution<br />Value Stream Mapping for Knowledge Work<br />Agile Enterprise Transformation<br />Kanban / Agile Project Management<br />Strategic Backlog Management<br />Affiliations<br />Associate in David J Anderson and Associates<br />http://www.djandersonassociates.com/<br />Pillar Technologies for Agile Software Development<br />http://www.pillartechnologies.com<br />Matt-5:13<br />

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