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4 phases of Agile evolution in your organization

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This presentation was prepared for local Agile meetup and proposes 4 evolution phases of Agile in organization. It is not based on data research nor is it a formal framework, but rather intuitive phases based on my experience with dozens of companies implementing Agile in middle Europe.

Each phases describes its goal as well as a phase checklist to know in which phase you fit. I also enclosed the proposed role of Scrum Master as an important contributor in each phase.

What is your opinion? What is missing?

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4 phases of Agile evolution in your organization

  1. 1. Agile meet-up Jarek Procházka Brno Ken4co
  2. 2. Agile is not a SW development approach … … it is a company cultural change
  3. 3. Therefore need to be … supported by business driven by business done together with business … … and with people (employees, customers)
  4. 4. Agile implementa4on differs company by company Different company needs Different implementa6on and used methods
  5. 5. Software development and Agile approaches (50+ years) Engineering disciplines (5000+ years)
  6. 6. Still evolving …
  7. 7. chaos à waterfall à OOP à iterations à aut. testing à business value (UC/US) à UX à dual track agile à team psychology à internal startups à …
  8. 8. Phase 1: IT behind the wall… Guerrilla Agile implementa6on only in IT teams Engineering prac4ces (pair working, code review, automa4on, UC/US, TC) Be more efficient, quick, have beMer quality and predictability
  9. 9. •  Individuals and interac6ons over processes and tools •  Working soFware over comprehensive documenta4on •  Customer collabora6on over contract nego4a4on •  Responding to change over following a plan We’ve stopped doing this But not yet started this
  10. 10. Goal 1 •  Facilitate Agile mee4ngs •  Gain the trust from the team •  Start to work as team coach •  Help to deliver value (done-done) •  Help to incorporate daily frequent feedback in the team •  Some4mes demo and successful delivery
  11. 11. Phase 2: Dismantling the wall… US with clear business value/benefit Early and frequent customer involvement Contract updates Regular Demo Measuring the success and visibility for the business/customer
  12. 12. 50,00% 60,00% 70,00% 80,00% 90,00% 100,00% 2009 w24 2009 w32 2009 w38 2009 w44 2009 w50 2010 w 3 2010 w 9 2010 w15 2010 w21 2010 w28 2010 w34 2010 w40 2010 w46 2010 w52 # Open errors # Open errors
  13. 13. Goal 2 Share and regularly explain •  Who is our customer •  What is the value for them •  What is the company vision Ask PO/help to ensure •  US with clear business value/benefit stated •  acceptance of delivered value •  regular demo Team measures (visibility: sprint traffic lights, boards, …) Some psychology introduced (yes, socware is done by people…)
  14. 14. Phase 2 ques4ons 1.  Stories contain why/value? 2.  Vision and strategy known in the team? 3.  Feedback in team is regular and frequent? 4.  Demo and retro some4mes happens? 5.  Team board with measures exists? 6.  Known typology types and personal mo4va4on and frustra4on of each team member?
  15. 15. Phase 3: IT part of the business… Tight coopera6on between IT and business (cross teams, Agile business teams) Discovery process Agile contracts Measuring the success (company boards)
  16. 16. 0 1 2 3 4 5 Customer Sa4sfac4on Employee Sa4sfac4on Value Revenue Profit Margin Flow Produc4on speed Defects
  17. 17. Goal 3 Shiced focus and scope •  SM ques6oning the system •  team facilitator à company Agile coach •  agile principles à business teams (also in HR, marke4ng) •  removing cross-department impediments (COO hands, visualizing issues, RCA, sharing success cases) Helping PO, TL, UX with discovery process (dual track Agile) More psychology introduced (team dysfunc4on, mo4va4on, UX and usability) Company and business measures
  18. 18. Phase 3 ques4ons 1.  Demo “always” happens? 2.  Customer known in the teams? 3.  Retrospec4ve as key improvement tool? 4.  Discovery/Dual track happens? 5.  Measures (semi)automated, accessible and used for business predic4ons 6.  You ques4on the system? (visually, showing RC, paMerns) 7.  Team dysfunc4ons solved?
  19. 19. Phase 4: Driving the business… Managers as organiza4onal coaches Hiring based on values Agile management and business teams Agile procurement à vendor ecosystem (Agile RFP) Internal startups, LABS
  20. 20. Vision Mission Objec4ves Strategies Ac4on Plans >> Porqolio >> … People doing the work …
  21. 21. Agile/Scrum Marketing + Branding Value delivery engine Hire and fire according to these values Coach, turn blaming into positive/feedback/action, teach people talk J MBTI, Belbin, ... – know your people, adjust communication, adjust position according to it SM backlog as source of improvements Limit WIP Explain daily what it means for your people
  22. 22. •  Unknown Business Model yet (to be found) •  Different mindset needed (startup, R&D) •  Need to be verified •  Hard to sell the idea without expected profit Ideally 70-20-10% spread •  Exis4ng core products/services (key business) •  Best understandable •  Focus on defend and op4mise •  Usually incremental changes •  Verified new products •  Emerging, sold as core product complement •  Either incremental changes or already verified disrup4on (revolu4onary change) 3 Horizons
  23. 23. Goal 4 Company Lean coach helping mgmt with: •  one team with one goal •  one backlog with clear priori4es •  clear vision and strategy (what & how) Lean coach of internal startups •  Lean startup •  Service Design •  Google sprint Company coach solving human aspects •  1-1, internal/cross team communica4on Helping company vendors
  24. 24. Phase 4 ques4ons 1.  Are business teams Agile? (one backlog, clear priori4es, retrospec4ve) 2.  3 Horizons part of daily business? 3.  Does company retrospec4ve happen? 4.  Failures and success stories shared? 5.  Agile RFPs / vendor coopera4on? 6.  New products on the market?
  25. 25. What is your phase now? What phases are ahead?

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