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WHY AGILE IS FAILINGIN LARGE ENTERPRISES
mike@leadingagile.com404-312-1471
www.leadingagile.comtwitter.com/mcottmeyer
facebook.com/leadingagilelinkedin.com/in/cottmeyer
MIKE COTTMEYER
WHY AGILE WORKS
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Clarity
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Clarity Accountability
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Clarity Accountability Measureable Progress
WHY AGILE WORKS AT SCALE
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Clarity Accountability Measureable Progress
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Structure Accountability Measureable Progress
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Governance Measureable Progress
Structure
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Governance Metrics & Tools
Structure
WHY AGILE FAILS
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Lack ofClarity
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Lack ofClarity
Lack ofAccountability
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Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
WHY AGILE FAILS AT SCALE
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Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofStructure
Lack ofMeasureable
Progress
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofGovernance
Lack ofStructure
Lack ofMeasureable
Progress
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User Story
Lack ofMetrics &
Tools
Lack ofGovernance
Lack ofStructure
ORGANIZATIONAL BARRIERS
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
WHERE DO YOU GET STARTED?
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Remember the goal…
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Clarity
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User Story
Clarity Accountability
Team
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Report
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User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
Team
Database
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User Story
User Story
User Story
User Story
User Story
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User Story
… at all levels of scale
Culture
PracticesStructure
Culture
PracticesStructure
... all three are essential, but where do you start?
Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
Culture
PracticesStructure
• 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
Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
Practices
StructureCulture
• 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
Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
Structure
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
Working Hypothesis:
Agile transformation begins by defining a
rational system of delivery for the enterprise
Working Hypothesis:
True agility comes by breaking dependencies
between teams across the organization
Working Hypothesis:
Healthy culture and solid practices emerge within a
rational delivery framework
MAPPING YOUR AGILE TRANSFORMATION
Pre
dic
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ility
Ad
ap
tability
Pre
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Ad
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tability
Emergence
Convergence
Pre
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Ad
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tability
Emergence
Convergence
Pre
dic
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Ad
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tability
Emergence
Convergence
AE
PC
Pre
dic
tab
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Ad
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tability
Emergence
Convergence
AEPE
PC AC
Pre
dic
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Pre
dic
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Ad
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional
Pre
dic
tab
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Pre
dic
tab
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB Pilot
Pre
dic
tab
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB Pilot
Pre
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tab
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Adopt Pilot
Pre
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Ad
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Pre
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tab
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
Pre
dic
tab
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Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
LOB
Reduce Batch Size
Pre
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Ad
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
LOB
LOB
LOB
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
INCREMENTAL AND ITERATIVE IMPROVEMENT
Pre
dic
tab
ility
Ad
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Pre
dic
tab
ility
Ad
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
STRUCTURE
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
GOVERNANCE
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
METRICS
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
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
INCREMENTALTRANSFORMATION
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
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
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Four
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Five
ITERATIVE & INCREMETNAL CHANGE
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
Agile Rollout
Iteration One
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
SUMMARY
Summary
By focusing on the fundamentals of agile
delivery, while systematically and
methodically breaking dependencies, we can achieve true enterprise
agility
WHY AGILE IS FAILINGIN LARGE ENTERPRISES
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