THE THREE THINGS You Must Know to Transform Any Sized Organization into an Agile Enterprise
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THE THREE THINGS You Must Know to Transform Any Sized
Organization into an Agile Enterprise
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
Brief Agenda
• Discuss why adopting agile isn’t ‘one size fits all’
• Explore the fundamentals of agile transformation
• How to craft an agile transformation roadmap
Brief Agenda
• Discuss why adopting agile isn’t ‘one size fits all’
• Explore the fundamentals of agile transformation
• How to craft an agile transformation roadmap
Brief Agenda
• Discuss why adopting agile isn’t ‘one size fits all’
• Explore the fundamentals of agile transformation
• How to craft an agile transformation roadmap
Brief Agenda
• Discuss why adopting agile isn’t ‘one size fits all’
• Explore the fundamentals of agile transformation
• How to craft an agile transformation roadmap
ONE SIZE DOES NOT FIT ALL
Pred
icta
bilit
y Adaptability
Pred
icta
bilit
y Adaptability
Emergence
Convergence
Pred
icta
bilit
y Adaptability
Emergence
Convergence
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PC
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc Quadrant One
• Predictive Emergent
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional
Quadrant Two • Predictive
Convergent
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Quadrant Three • Adaptive
Convergent
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Lean Startup Quadrant Four • Adaptive
Emergent
THE THREE THINGS
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
Why Are They Important?
Clarity
Accountability
Measureable Progress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Clarity
Accountability
Measureable Progress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Clarity
Accountability
Measureable Progress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Clarity
Accountability
Measureable Progress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Purpose
Autonomy
Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Purpose
Autonomy
Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Purpose
Autonomy
Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
Why Are They Important?
Purpose
Autonomy
Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
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?
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
What Gets in the Way?
Business Dependencies
Organizational Dependencies
Technical Dependencies
• Requirements management
• Process flow • Value streams • Bottlenecks • Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects • Tight Coupling • Low Cohesion
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
What Gets in the Way?
Business Dependencies
Organizational Dependencies
Technical Dependencies
• Requirements management
• Process flow • Value streams • Bottlenecks • Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects • Tight Coupling • Low Cohesion
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
What Gets in the Way?
Business Dependencies
Organizational Dependencies
Technical Dependencies
• Requirements management
• Process flow • Value streams • Bottlenecks • Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects • Tight Coupling • Low Cohesion
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
What Gets in the Way?
Business Dependencies
Organizational Dependencies
Technical Dependencies
• Requirements management
• Process flow • Value streams • Bottlenecks • Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects • Tight Coupling • Low Cohesion
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
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
How Do I Need to Change?
• Known and knowable requirements
• How to deal with unknowns
• Estimating
• Fungible resources
• Individual utilization
• Productivity metrics
• Activity over outcome
Defining Work
Allocating People
Measuring Progress
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
How Do I Need to Change?
• Known and knowable requirements
• How to deal with unknowns
• Estimating
• Fungible resources
• Individual utilization
• Productivity metrics
• Activity over outcome
Defining Work
Allocating People
Measuring Progress
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
How Do I Need to Change?
• Known and knowable requirements
• How to deal with unknowns
• Estimating
• Fungible resources
• Individual utilization
• Productivity metrics
• Activity over outcome
Defining Work
Allocating People
Measuring Progress
Teams
Backlog(
Backlog(
Backlog(
Backlog(
Working Tested
Software
How Do I Need to Change?
• Known and knowable requirements
• How to deal with unknowns
• Estimating
• Fungible resources
• Individual utilization
• Productivity metrics
• Activity over outcome
Defining Work
Allocating People
Measuring Progress
A THEORY OF TRANSFORMATION
A Theory of Transformation
Agile is about forming teams, building backlogs, and
regularly producing increments of working tested
software
A Theory of Transformation
Agile at scale is about defining structure, establishing
governance, and creating a metrics and tooling strategy
that supports agility
A Theory of Transformation
Anything that gets in the way of forming teams, building
backlogs, and producing working tested software is an
impediment to transformation
TRANSFORMATION IS A JOURNEY
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Lean Startup Low Trust
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Lean Startup Low Trust
Become Predictable
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Lean Startup Low Trust
Become Predictable
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup Low Trust
Become Predictable
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup Low Trust
Become Predictable Reduce Batch Size
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase One • Stabilize the
System
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
Phase Two • Reduce Batch
Size
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
Phase Three • Break
Dependencies
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Four • Increase Local
Autonomy
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
Phase Five • Invest to
Learn
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
THE THREE THINGS You Need to Know to Transform Any Sized
Organization into an Agile Enterprise
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