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Stop scaling… Start growing an agile organization
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Dhaval PanchalAgile Coach & Trainer [email protected] @dhavalpanchal
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What to scale?
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DeliveryModel?
Organizational Structure? Teams and
Processes?
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Agile at Scale Frameworks
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You didn’t try hard enough! cargo cult Agile
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OrderedUnordered
Simple
ComplicatedComplex
ChaoticSense�Categorize�Respond
Best�Practices
Good�Practices
Sense�Analyze�Respond
Probe�Sense�Respond
Act�Sense�Respond
Emergent
Novel
Disorder
Cynefin Framework
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Fit for Purpose
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New Organization
(up to 60 people)
Grown Organization (from 60 to 500 people)
Corporation (from 500 to many thousands people)
“One size fits all?”… Not in practice… but in Principles!
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We need to scale agile because our projects are very large
So why don’t you make your
projects smaller?
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The heart of an agile organization…
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Client & Value focus
Self-Organization
& Autonomy
Iterative & Incremental
change to reduce the
risk
Continuous Im
provement
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Three step guide to failed transition
• Pick favorite Agile scaling framework. (when you know least about “fit for purpose”)
• Document new processes, roles and responsibilities.
• Install Agile tools to enforce standardization of practices.
People resist being coerced
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Experiences
Beliefs
Actions
Results
Culture
Man
age
Lead
The “Results Pyramid” is copyright of Partners in Leadership LLC
shift
the
balanc
e
coaching is an ongoing long term investment
Coaching for Results
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Growing Agile is the agile way
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Culture as first class concernCulture eats strategy for breakfast
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“This is how we do things around here…”
Culture is the set of behaviors that have been established and accepted within an organization
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Make Culture Explicit
• Structured conversations
• Culture profile
• Give voice to implicit
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Schneider Culture Model
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Cultural Shift: Growing Agile
Cultivation Competence
Control Pe
ople
Impersonal
Actuality
Possibility
Collaboration
William Schneider - The four Core Cultures
Agile Values & Principles
Most of the organizations today have a strong Hierarchy oriented profile
They struggle to introduce a more agile and lean approach to work, because the hierarchical culture is not supportive of agile values and principles
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“If you can make culture explicit, you can agree where you stand, and where you want to go…”
There are two ways of encouraging behaviors within an organization: 1. Story telling and role-modeling (e.g: empathy and tradition, walk
the talk) 2. Ritualization (e.g: Scrum events, Ritual Dissent, Open Space)
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Growing Agile Principle: Make your culture explicitOrganizational culture exists, whether we acknowledge it or not, and making explicit allows for better alignment and context creation
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Iterative & Incremental ChangeOrganizations change, when people in them change
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The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 3-4 months…
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The agile approach to change management…
Design
RolloutDoc
RolloutDoc
RolloutDoc
Coach
≤ 12 weeks t
…focused on stabilization with emergent standardization…
Design Coach
RolloutDoc
RolloutDoc
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Agile Strategy Map™
Goal PSF NCDefine the Goal we want to achieve
Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal
Necessary Condition (NC): what is needed in order to fulfill the Success Factor
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Strategy Map from March 2014
• The Goal for 2015 has been established
• The Transition Team identified at least 7 PSFs that would provide a powerful leverage to achieve the final Goal
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Cross-department Agile champions
team models Agile behaviors and
nurtures environment for
Agile transition to succeed.
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Growing Agile Principle: Focus on small incremental changesWhenever changing from one way of working to another, we will go through a hybrid situation where the coexistence of two different ways generates attrition, duplications and other forms of waste. The awareness of this fact should push us in delivering changes fast and in small increments…
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Organize for value deliveryFocus on the work, not on the worker.
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The matrix organization…
Sub
Syst
em 1
Sub
Syst
em 2
Sub
Syst
em 3
Infra
stru
ctur
e
Ope
ratio
ns
PMO
Project 1
Project 2
Project 3
… optimized for utilization, not value delivery…
Handovers and coordination
Value
Client
Push in the lines
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Stream 1
Stream 2
Stream 3
The agile organization…
Sub
Syst
em 1
Sub
Syst
em 2
Sub
Syst
em 3
Infra
stru
ctur
e
Ope
ratio
ns
… optimized for value delivery and time to market
Value
Client
Pull on the streams
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Opportunity Canvases to create context and focus on Customer Value…
Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it.
Opportunity Name (title)
1. Opportunity 2. Customer SegmentsWhat is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the problem right now?
3. Possible SolutionWhat are the key points of a possible solution to the presented problem?
4. BenefitsWhat are the benefits for the customers?
6. Measuring SuccessWhat metrics will be best measure the success of the feature?
5. Business ReadinessWhat steps are required from the business side to be able to use this capability?
7. Cost of DelayWhich profile better represent the cost of delay (CoD)?
8. Costs StructureHow does the cost structure look like for such a feature? One time, ongoing costs, contractors expenses, development costs?
9. Value to Customer and BusinessWhat are the expected incremental revenue for selling this feature, and what are the strategic and tactical benefit? What are the intangible values (usability, performance, customer knowledge obtained...)
Opportunity Owner (name)
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Unified Portfolio and Program System to increase transparency, to visualize Customer Value and dependencies
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Growing Agile Principle: Focus on value and organize accordinglyFocusing on value means to make sure that there are as few obstacles as possible in the direction of the value streams…
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Decentralize controlSandbox of creativity, accountability, and team work.
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Control !
Worker 1
Sub 1
Worker 2
Sub 2 Sub 3
The hierarchical organization… Centralized Control, ends up overloaded, introducing delays
Reque
sts
Authorization
the design is based on mistrust…
Info
rmat
ion
& p
ower
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Scale this?In hierarchies, getting anything done involves workers in a complex web of requestors, approvers, and reports. Overhead of managing work is often larger than cost of doing work.
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Team as container for empowerment
Worker 3Worker 2
The agile organization… Decentralized Control reduces overhead, and encourage collaboration
the design is based on trust…
Worker 1
Collaboration
Info
rmat
ion
& p
ower
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No two teams have same task board design, no two teams have copy-cat practices.
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Clear explicit policies describe range of autonomy teams have. AND program metrics
Product Owner(s) container for discovery and breakdown of Epics.
Team containers for managing stories
Done stories and epics.
Transparency builds trust between Portfolio Management and Delivery teams
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Growing Agile Principle: Decentralize control whenever possibleDecentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining containers for empowerment, to allow for autonomous decision making.
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De-synchronized flowAre the trains running on time?
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t
Project 2
Project 3
Project 1
The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs
Release
Pm 3
Pm 1
Pm 2
…fixed scope and fixed date…
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t
The agile organization… De-synchronization of development teams to reduce cost of release
…variable scope and variable date…
Feature A
Release
Team 1
Team 2
Team 3
Team 4
Feature B
Release Release
Feature C
Release
Feature D
Release
Feature E
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Automated testing and focus on Epics allowed to go to market on time, and build capability to incremental enter new states.
Switch from big product releases to incremental change, every feature is released on all platforms
“Focusing on one Feature at a time allowed for faster feedback also involving stakeholders was easier… deliver fast to learn fast”
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Growing Agile Principle: Avoid synchronization of flows unless necessaryDe-synchronization is unintuitive, but allows for parallel distributed work, without having to carry the excessive burden of coordination and handovers…
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Overall lessons learnedChanges in behavior happens thanks to focus on principles and values, the resulting emergent systems showed recurring and reusable patterns that may reproduce similar behaviors…
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Asse
ssm
ent
Strategy
Pilot Projects
Rollout
Enterprise Transition Framework (ETF)
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so what?
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1. There is no blueprint for an Agile Organization, as from the moment you’ll try to define one, it won’t be Agile anymore!
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2. Scaling the delivery model won’t make your organization agile, you need to change the culture too!
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3. Becoming an Agile organization should never be your goal, it is a means at best!
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4. Becoming an agile organization is a team sport, and still everyone needs to start the change from within!
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5. Experience shows that there are recurring patterns emerging by embracing specific principles… so use them!
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At your own risk! ;-)
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Thank You!
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More food for thought...
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Copyrights noticeAll material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa).
The brands and logos of agile42, Enterprise Transition Framework ETF (http://agile42.com/etf/), Team Coaching Framework TCF (http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-transition/agile-strategy-map/) are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization