Transcript
THE EXECUTIVES GUIDETo Leading Large Scale Agile Transformation
mike@leadingagile.com404-312-1471
www.leadingagile.comtwitter.com/mcottmeyer
facebook.com/leadingagilelinkedin.com/in/cottmeyer
MIKE COTTMEYER
Brief Agenda
• Understand How to Think About Transformation
• Discuss How to Organize Transformation Work
• Explore How to Plan, Manage, and Track Progress
Brief Agenda
• Understand How to Think About Transformation
• Discuss How to Organize Transformation Work
• Explore How to Plan, Manage, and Track Progress
Brief Agenda
• Understand How to Think About Transformation
• Discuss How to Organize Transformation Work
• Explore How to Plan, Manage, and Track Progress
Brief Agenda
• Understand How to Think About Transformation
• Discuss How to Organize Transformation Work
• Explore How to Plan, Manage, and Track Progress
THE GAME HAS CHANGED
EXECUTIVES CARE…• Executives want to adopt agile but
don’t know how• They need line of sight to how the
transformation is going to unfold• Have to be able to continuously
justify the economics of the transformation to key stakeholders
EXECUTIVES CARE…• Executives want to adopt agile but
don’t know how• They need line of sight to how the
transformation is going to unfold• Have to be able to continuously
justify the economics of the transformation to key stakeholders
EXECUTIVES CARE…• Executives want to adopt agile but
don’t know how• They need line of sight to how the
transformation is going to unfold• Have to be able to continuously
justify the economics of the transformation to key stakeholders
EXECUTIVES CARE…• Executives want to adopt agile but
don’t know how• They need line of sight to how the
transformation is going to unfold• Have to be able to continuously
justify the economics of the transformation to key stakeholders
Key Point
Even if we believe in self-organization, many
executives will not buy into an unplanned, emergent
style of agile transformation…
WHAT DO YOU BELIEVE ABOUT
TRANSFORMATION?
Culture
PracticesSystems
BELIEFS…
Culture
PracticesSystems
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
CULTURE DRIVEN
Culture
PracticesSystems
• 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
Practices
SystemsCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
PRACTICES DRIVEN
Practices
SystemsCulture
• 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
Systems
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
SYSTEMS DRIVEN
Systems
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
SYSTEMS DRIVEN
Systems
CulturePractices
... all three are essential, but where you start is also essential…
WHERE TO START?
WHAT DO I MEAN BY SYSTEMS?
Backlog
Backlog
Backlog
Backlog
Backlogs
Teams
Backlog
Backlog
Backlog
Backlog
Backlogs Teams
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
Backlogs Teams Working Tested Software
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
WHAT GETS IN THE WAY?
Team
Matrixed Organizations
Team
Matrixed Organizations
Non-instantly Available
Resources
Team
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Team
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Shared Requirements
Between Teams
Team
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Team
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
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
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
A THEORY OF TRANSFORMATION
Theory of Transformation
Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
Theory of Transformation
Adopting agile at scale is about defining structure, establishing governance, and creating a metrics
and tooling strategy that supports agility
Theory of Transformation
Anything that gets in the way of forming teams, building backlogs, and
producing working tested software is an impediment
to transformation
Theory of Transformation
Solid agile practices will help operationalize the
system and encourage a healthy, adaptive, and
empowered culture emerge over time
ORGANIZING THE WORK
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
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
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
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
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Product & ServicesTeams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
• Cycle Time• Features Blocked• Rework/Defects• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Rate• Acceptance % Ratio• Scope Change
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
• Cycle Time• Features Blocked• Rework/Defects
• Takt Time/Cycle Time• Time/Cost/Scope/Value• RIO/Capitalization
INCREMENTALTRANSFORMATION
(EXPEDITIONS)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Increment Two
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Three - N
ITERATIVETRANSFORMATION
(BASECAMPS)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
EXPEDITIONS &BASECAMPS
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Iteration Two
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Three
Agile Rollout
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
THE EXECUTIVES GUIDE
STEP ONE
• Agile transformation isn’t something that can be done to the organization
• They have to be full participants
• Executive Steering Committee
• Transformation Leadership Team
• Hold the organization accountable
• Remove impediments
• Plan the work• Review
progress• Inspect and
adapt
Build a Leadership Coalition
Why How What
STEP TWO
• We have to have some idea of where we are going before we start
• We accept the plan will change
• Create a working hypothesis for structure, governance, and metrics
• Plan to Progressively Elaborate
• Transformation Workshop
• Pilot• Broad
Organizational Rollout
• Create feedback loops
Define an End-State Vision
Why How What
STEP THREE
• We have to be able to give the organization some idea of what we are doing, when, and for how long
• Expeditions• Basecamps• Sequenced in
Time
• What teams are going to formed
• What training do they need
• What coaching do they need
• When will all this happen?
Build a Roadmap
Why How What
STEP FOUR
• Very similar to an agile release plan, we want a rolling 90 day, fairly specific view of what is going to take place
• Transformation leadership team meets periodically to plan forward, assess progress, and adjust as necessary
• Week by week training and coaching plans
• Detailed resource planning
• Expected activities and outcomes
Maintain a Rolling 90-Day Plan
Why How What
STEP FIVE
• Very similar to the sprint cycle in Scrum
• We want to periodically assess progress, retrospect, and adjust
• ELT reviews progress against strategy and outcomes
• TLT focuses on how well the plan is moving along
• Scheduled recurring meetings
• Review planning artifacts
• Review metrics • Improvement
plans
Conduct 30-Day Checkpoints
Why How What
STEP SIX
• The whole reason we are doing this is to get better business outcomes
• This is where we begin justifying the investment
• Create hypotheses
• Conduct experiments
• Demonstrate outcomes
• Pivot based on what we learn
• Assessments• Status Reports• Coaching
Plans
Connect Activity to Outcomes
Why How What
STEP SEVEN
• We want to be able to trace improvements in the system to tangible business benefits
• Business metric baselines
• Regularly show progress
• Update coaching plans as necessary
• Assessment Outcomes
• Transformation metrics
• Business Metrics
Connect Outcomes to Business Objectives
Why How What
STEP EIGHT
• Our understanding will evolve throughout the transformation
• Re-assess the End-State Vision based on the evolving understanding
• Refine the End-State Vision and the Roadmap
Incorporate Feedback
Why How What
STEP NINE
• Letting everyone know what is going on and the success of the program will create excitement and energy
• Regular communication from leadership
• Be transparent about progress and impediments
• Town Halls• Executive
roundtables• Signage• Information
Radiators• Cadence of
Accountability
Manage Communication
Why How What
STEP TEN
• Understand what’s in it for everyone involved and help them see where they fit in the new organization
• Clarity• Accountability• Measureable
progress
• Team assignments
• Staffing plans• Job
descriptions• Job aids• Communities
of Practice
Create Safety For Everyone Involved
Why How What
IN CONCLUSION…
In Conclusion…
• Adopting agile is a systems problem, especially at scale
• Performant organizations are the unit of value
• Change can be planned, measured, and controlled
In Conclusion…
• Adopting agile is a systems problem, especially at scale
• Performant organizations are the unit of value
• Change can be planned, measured, and controlled
In Conclusion…
• Adopting agile is a systems problem, especially at scale
• Performant organizations are the unit of value
• Change can be planned, measured, and controlled
In Conclusion…
• Adopting agile is a systems problem, especially at scale
• Performant organizations are the unit of value
• Change can be planned, measured, and controlled
ONE MORE THING…
Wednesday, July 27th @ 7:00 PM
collectivesoul.leadingagile.comUnlock Code: agile2016
mike@leadingagile.com404-312-1471
www.leadingagile.comtwitter.com/mcottmeyer
facebook.com/leadingagilelinkedin.com/in/cottmeyer
MIKE COTTMEYER
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