A Taste of Agile

8/18/2019 A Taste of Agile

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Introduction to Agile

A Taste of Agile

academy


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ntro uct on to g e Introductions


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ntro uct on to g e A shared understanding of Agile

Why?

What?

How?

hen? Where?


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Introduction

What is Agile!

Agile for Leaders

– Break –

Agile – Where, When, hoW and Why!

The Transformation Journey

Summary and Q&A

A sha

underst

of Ag

ntro uct on to g e Agenda


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ntro uct on to g e What is Agile?


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• Focus on the

and business v

• Iterative and f

• Flexible, adap

continuously im

• Collaboration

• Empowered

self directed te

ntro uct on to g e Agile Principles

1. Begin with clarity about the outcome,

and let it guide every step along the way.

2. Listen, iterate, learn and course

correct rather than wait until it's perfect.

3. Encourage self-direction for teams to

unleash innovation, instead of

concentrating leadership in the hands of

a select few.


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Foundation

Beliefs

OpennessRespect

CourageTrust

ntro uct on to g e Foundational values and beliefs of Agile


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The standard [value] you walk past, is the

standard [value] you accept.

That goes for all of us, but especially those,

who by their rank, have a leadership role.

“

“

- Lt. Gen. David Lindsay Morrison

Australian General

ntro uct on to g e What are your values?


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ntro uct on to g e 5 Dysfunctions of a team

Video Overview


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ntro uct on to g e 5 Dysfunctions of a team

Status and ego

Low standards

Ambiguity

Artificial harmo

Invulnerability

Inattention to results

Avoidance of accountability

Lack of commitment

Fear of conflict

Absence of trust


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ntro uct on to g e What is Agile?

Agile Practices

Agile Principles

Agile Values

Chan

Agile

Lean

DevOps

Design Thinking


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Scale of

Expectations

Story

Cards

Issue Bulls

Eye

Social

Contract

Discovery

+VSM

Burn-up

Chart

Mood

Marbles

Wall of Work

Stand-up

Retros-

pective

Show

case

Risk

Matrix

ntro uct on to g e Sample of Agile Practices

Trust

Respect

Openness

Courage

Culture

Values


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Bosses

CustPartner/

Supplier

1.

2.

3.

4.5.

1.

2.

3.

4.5.

Character Competence

Reports and peers

ntro uct on to g e Box of Trust

t t t S l f t ti


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ntro uct on to g e Scale of expectations

Sanctions Rew

More Blame-worthy

Practice Name: ____________________Scale of expectations Date: _______________ Time: ______

More Praise-w

Deviance

Deliberateviolation or

selfishpurpose

Inattention

Inadvertentdeviation

Processinadequacy

Faultyprocess

Uncertainty

Lack of clarity

Hy

Expfo

c

t t t P tf li W ll


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ntro uct on to g e Portfolio Wall

NEW

AWAITING

DISCOVERY

APPROVAL

AWAITING

DISCOVERY

RESOURCES

AWAITING

DELIVERY

APPROVAL

AWAITING

DELIVERY

RESOURCES

IN

DELIVERY

DEP

IN

DISCOVERY

L A R G E

M E D I U M

S M A L L

X YZ

X Y Z

X Y Z

DEPARTMENT 1

WAITING STAGES1

PRIORITIZED LIST PRIORITIZED LISTDEPARTMENT 2

X YZ

X YZ

X YZ

X YZ

X YZ

X YZ X YZ

X YZ

X YZ

X YZ

X YZ

X YZ

X YZ

Release plang e rogram attern


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Release plang e rogram attern

Release Wall

Iteration Wall

anne est ng onen

rogress

Walls Visualize the workg e rogram attern


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Visualize the work!

Walls – Visualize the work g e rogram attern

A buffet of Practices - Agile / Lean and Design Thinkingg e rogram attern


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The practices are like a buffet – laid out to allow people to pick what suits

These practices ensure behavior is aligned to the values and principl

A buffet of Practices - Agile / Lean and Design Thinkingg e rogram attern

• Agile Strategy pattern

• Portfolio walls

• Backlog prioritization

• Social contract

• Kanban board

• Team environments

• Team rotations

• Leader smashes

LeadershipPractices

• Agile Discovery Practice

• Stand ups

• Retrospectives

• Showcases

• Backlog grooming

• Planning poker

• Team of teams

• Design Thinking practices

CollaborationPractices

• Agile Program

• Automated Tes

• Burndown cha

• Continuous int

• Design Thinkin

• DevOps practi

• Story cards

• Value stream m

DeliPrac

Agile for Executives and Managersg e rogram attern


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We don’t use documentation to

achieve shared understanding.

We document shared

understanding.

g e ta es a ot o emp as s away rom ocumentat on.

t even gets t e ncorrect reputat on t at t s ant - ocumentat on.

g e sn t ant - ocumentat on; owever, t s aga nst ocumentat on

t at oesn t prov e va ue. ore mportant y, g e recogn zes

t at ocumentat on sn t t e est way to ga n a s are un erstan ng.

“ “

evew Curry?


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evew Curry?

Shu — Ha — Ri

In you can make a curry, but can’t make French pastry and someone asks

to make French pastry, what do you do?

You find the recipe, buy the ingredients and follow the recipe.

You don’t decide, without understanding the recipe, to boil the pastry inste

baking it in the oven as instructed.

It’s the same with Agile or any new way of working. In order to learn we m

follow the process as described. Then once we have practiced it a coupl

times we can adapt the recipe to make it better and finally when we are

practiced and experienced, we can write our own recipe.

Shu Ha Ri - Japanese Learning Systemg e rogram attern


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S u a Japa ese ea g Sys eg e og a a e

Shu

Ha

Ri

follow

break

transcend



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g gg g

g e or ea ers The Building


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Completed in 193

102 floors

73 elevators

2 acres of land

g g

evew History of Agile


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The classic waterfall development model

1980 1990 2000

Herbert Be

Dr. Winston

Requirements/ analysis

Design

Coding

Testing

Maintenance

RAD AGILE AGILE XP Crystal

Scrum DSDM

evew Quiz 1


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Agile is a way of working based on a set of ______ and ______

Name three of the key Agile Values

The first principle is to begin with clarity of the ______ and let it guide every step along the way.

Listen, _______, learn and course ________ are the basics of principle two.

Self directing teams unleash __________.

The practices of Agile make the ______ and ______ come alive by changing _________.

Name any 3 Agile practices

1.

2.

3.

4.

5.

6.

7.

evew Agenda


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Introduction

What is Agile!

Agile for Leaders

– Break –



Summary and Q&A

A sha

underst

of Ag

g e trategy


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Agile for

LeadersDoing the Right Work!

g e trategy Challenges of today


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Too much work

Pressure to deliver

Stressed and/or

disengaged teams

Missed targets

Sub optimal results

Resource constraintsg e rogram attern


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Growth is controlled

not by the total ofresources available,

butby the scarcest

resource”

“

- Dr. Liebig

g e trategy Theory of constraints


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Every organization has at

any given point in time atleast one constraint which

limits the system's

performance relative

to its goal”

“

- Dr. Eliyahu M. Goldratt

You can

fast as the

you

evew Heijunka


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Little’s Law

Increase throughput by demand and production leveling

Work in progress

Avg completion rate

Total cycle tim

=

Managingthe on-ramp

RemovingConstraints

Don’t overburden

Reduce workin progress

IncreaseCompletion

Time

evew Slow down to do more!


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BACKLOG IN PROGRESS DONE

Watch this concept: One Piece Flow Simulation – aka The Holiday Card Exe

https://www.youtube.com/watch?v=Bi9R1Hqr8dI

Minimize WIP

evew Doing the Right Work


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PortfolioFunnel

of Work

Mission & Vision

Objectives & Goals

Strategic Initiatives

Strategic

Programs

Strategy

1

2

3

4

5

7

6

8

Doing The

Right Work

evew Doing the Work Right


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Team 1

PULL

Program

Delivery practices

Operational

Delivery practicesPULL

Portfolio

Funnel

of Work

Mission & Vision

Objectives & Goals

Strategic Initiatives

Strategic

Programs

Strategy

1

1 2 3 4 5 6

Team 2

1 2 3 4 5 6

Team n

1 2 3 4 5 6

2

3

4

5

7

6

8

Doing The

Right Work

evew Doing the work


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Doing TheRight Work

W

OrganizationPortfolio

Program

Project


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evew Customer-facing, end-to-end teams...as far as possible


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Front End

Back End

Infrastructure

Analysts

Designers

Developers

Testers

Compliance

Conte

Design

Actua

Deliv

Supp

Loosely Coupled, Tightly Aligned

Customer Customer



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Organizing a group

of people to achievea common goal”

“

Definition of leadership

- Wikipedia

evew Clarity of Purpose


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W E D O H A V E A S T R AT E G Y !

evew Inspire Purpose


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Mission

2015 2016

evew Using Agile practices to “cascade” strategy


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Business Unit/

Profit centre level

Support functionsHR/Fin/Legal/etc

Support functions

HR/Fin/Legal/etc

Vision / Mission

Objectives / Goals

Strategy Plan

Vision / Mission

Objectives / Goals

Strategy Plan

Vision / Mission

Objectives / Goals

Strategy Plan

Vision / Mission

Objectives / Goals

Strategy

evew Setup for Success


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Right resources

Right place

Right time

Structure Teams

evew Optimize value flow


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‘Gembutsu’

Remove Bottlen

Eliminate Waste

evew Optimize value flow


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‘Gembutsu’

Remove Bottlen

Eliminate Waste

evew Govern for greatness


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Work

Doing the work right

Govern and steer

Doing the work right


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g e or ea ers Agile Leadership


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Inspire Purpose

Setup for Success

Optimise Value Flow

Govern for Greatness

Innovate

Agile Leadership

evew Quiz 2


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Getting shared understanding of a common ______, is the leaders first task.

In order to do more you have to throttle the _______.

True or false? Leaders only need to focus on ‘Doing the right work!

Total cycle time can be improved if you reduce the _____ in ______.

True or false? Appropriate strategies should be devised at all levels of the organisation.

Teams should be _______ coupled and _____ aligned.

______, cross functional teams, aligned to _______ value are the best way to structure teams

1.

2.

3.

4.

5.

6.

7.

g e trategy


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Where, When,

How and Why to use Agile

g e trategy Agile as a way of working can be used everywhere…

Strategy


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Agile Practices

Agile Principles

Agile Values

Chan

Agile

Lean

DevOps

Design Thinking

Strategy

Marketing Sales Delivery Operators Support Se

g e trategy ……across any business process


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Support Service Processes (HR / FINANCE / PROCUREMENT / REAL ESTATE / etc)

Opportunity Order

Product Strategy DevelopmentDesign

Order Cash Cash Care

S u p p o

r t

C o r e P r

o c e s s e s

g e trategy Applying Agile as a way of working at all levels


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CoreBusiness Unit

Suppor

Business

Operations

Strategic Programs

Strategy

Group Level

g e trategy The three Agile patterns that cover all work!


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Strategy & Governance Pattern

Program Execution Pattern

Operation Execution PatternStrategy &

GovernancePattern

Program

Execution

Pattern

Operation

Execution

Pattern

Mobilize Understand Explore / Strategize

Build / Test / Implement

Manage / Evolve

Each Pattern Follows Five Phases


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g e trategy Strategy Pattern - Used to craft and execute organizational strategy

Strategy Formulation Strategy Execution


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Mobilize UnderstandExplore / Strategize

Build / Test / Implement

Manage / Evolve

Strategy Formulation Strategy Execution

Where are we now? Where do we want to be? How did we get there? What do we need to do?

• Business Model Canvas

• Existing strategy

• Business metrics • Work in progress

• Market factors

• Current problems

• Root cause analysis

• SWOT

• Vision (Distant mountains)

• Mission (purpose)

• Objectives (Hills)• BHAG

• SMART Goals

• Design workshops

• Top 3-5 blockers to

achieving the goals• Foundational beliefs

• Strategic options

• Strategic choices

• Strategic initiatives

• High level time line

• Short term ( next 3

months) top 3 priorities• Budget – Strategy

alignment

Collaborate to Elaborate Iterate through all leels d


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g e trategy Using Agile practices to “cascade” strategy


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Group Level

Business Unit/

Profit centre level

Support functions

HR/Fin/Legal/etc

Support functions

HR/Fin/Legal/etc

Vision / Mission

Objectives / Goals

Strategy Plan

Vision / Mission

Objectives / Goals

Strategy Plan

Vision / Mission

Objectives / Goals

Strategy Plan

Vision / Mission

Objectives / Goals Strategy

Program Pattern - used to launch and execute programs and projects

Strategy

g e rogram attern


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Strategy

IDEA

MOBILIZE UNDERSTANDEXPLORE /

STRATEGIZE

BUILD / TEST /

IMPLEMENT

MANA

EVOLV

DISCOVER

Strategic Initiative

New Requirement

Enhancement

Problem

Opportunity

Understand & Strategize Governance /

Funding Gates

ITE

Program Patte - used to launch and execute programs and projectsg e rogram attern


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DISCOVER

Problem

Desired

Outcome

Cost /

Benefit

Epics

SolutionStrategy

Estimate

BlockersPlanIDEA

I T E R A T E U

N T I L

D O N

E

C O L L A B O R

A T E

T O

E L A B O

R A T E

Cone of Uncertaintyg e rogram attern


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DISCOVERY DELIVERY

+ 100

-100

D1 D2 D3

0

i1 i2

Agile lifecycle of deliveryg e rogram attern

At start of Itera


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Discovery

1

0

Discovery

2

Releases orphases

Optional

At start of Itera

At end of IteratIteration zerois the setup iteration

Iteration

1

Iteration

2

Iteration

n

Iteration

R1Deliver

Iteration Planning

Daily Standups

Work

Showcase

Retrospective

Scrumg e rogram attern

Inputs from customers,


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team, managers, execs

The team commits to as

much high priority backlog

as can be completed by the

end of the sprint

Sprint Planning Meeting Task Breakout

Product Owner

Team Sprint Backlog

Sprint Review

Finished Pro

A Prioritized List

Product Backlog

of what is required:

features, bugs to fix

Sprint end date and

deliverable do not change

1-4 Week Sprint

Product Incre

Scrum

Master


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Agile story hierarchyg e rogram attern


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PROGRAM

PROJECT

RELEASE

ITERATION

The Program

Project 1

Epic 1

Feature 1 Feature 1

Story 1 Story 2

Task

Feature 2

Epic 2 Epic 1 Epic 2

Project 2

also called

and often l

Agile story hierarchyg e rogram attern


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Scaled Agile Framework g e rogram attern


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The Agile Pcan be applielarge piece o


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The Operations Pattern - Used to effectively run and optimize any business pg e perat ons attern

Strategy


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Mobilize Understand Explore /

Strategize

Build / Test /

Implement

Manage /

Evolve

Strategy

Business Canvas Business V=Canvas Test Hypotheses Roan

VSM PRACTICE (as-is)

• Customer?

• Prod/Services?• Process?

• People?

• Inputs/Outputs?

• Metrics?

VSM PRACTICE (to-be)

• Customer?

• Prod/Services?• Process?

• People?

• Inputs/Outputs?

• Metrics?

• Agile Project •

Agile myths - all of the below are falseg e yt s

Not for


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Not foroperations

Not forRegulatory

Projects

Not for BIG

projects

Not for

mainframeprojects

Only forTechies

Not for all projects

Nodiscipline

No

design

Noplanning

Noarchitectneeded

Nodocumentation

Noestimation

No PM’sneeded

Scopecreep

Lack ofcontrol

Highrisk

Distributed Agile! How do we do this distributed?g e yt s


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Agreements

Standards

Tools

Processes

7 rules... of successfully distributed teamsg e yt s


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#1

#7

#6

#5

#3

#4

#2

Don’t

Don’t treat remotes as if they were locals

Don’t treat locals as if they were remote

Latitude hurts, longitude kills

Don’t always be remote

Invest in the appropriate tools and environments

Establish standards and agreements

Monkeys and the bananasg e yt s


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The habit virus

Watch another example: Discover Channel’s Pavlov’s Bell


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7 Key Impacts of Going Agileg e yt s

Resource Allocation


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TeamStructure

WorkEnvironment

WorkWatchanother

LeadershipStyle

Making Timeto Collaborate

AuthenticTransparency

Why Change? Why Agile?g e yt s

Happy people Im


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Increasedprofitability

& happy

shareholders

Happy people

Reduced risk & cost

Faster time tomarket

ImQ

IncRe

Hcus

Quiz 3evew


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Agile is only suitable for software work. True or False?

The three types of work that Agile can be used for are _______, Project and ________ work.

Iterations help us ______.

While Agile wont necessarily improve _________, it will highlight it.

The first step in using Agile for operations is to ________ the work.

Agile means little or no documentation. True of False?

The two stages of Agile for Project type work are _______ and ________.

1.

2.

3.

4.

5.

6.

7.


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Overviewg e rans ormat on ourney


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IBM’s Agile

TransformationJourney Overview

ACADEMY

Agile Adoptiong e rans ormat on ourney

AgileCommunity


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Desire Ability Reinforc Awareness Knowledge

SharedUnderstanding

AwarenessPrograms

Formal andInformal Training

Agile Dr service Agile Coaching

Ref:

IBM Agile Academyg e rans ormat on ourney

Cross-IBM, Agf C bili D


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of Capability Dand Learning

• Agile Maturity

• Agile Training

• Agile Coachin

• Agile Commu

• Commin Agile

Guidelines


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Coaching Hubs and the Agile Army Agile Transformation Journey

Agile Champion

Army


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Army

Alignment + Coordination

US Hub

(NY, Austin, RTP)Coaching +

Training

LA Hub

(Guadalajara)Coaching +

Training

Agile Teams + Agile Doctor

India Hub

(Bangalore)Coaching +

Training

AP Hub

(China)

Coaching +

Training

Europe Hub

(Bratislava)Coaching +

Training

Quiz 4evew

The first step on your Agile journey is to the work1


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The first step on your Agile journey is to _______ the work.

The Agile ________ will soon have all the training material you need on your Agile journey

Learning Agile is like learning to _________. Once you get started you will never _________.

You will make mistakes! True or False.

Its ok to make mistakes but you must ______ from it and course _______.

Transformation work must be done _____ the teams and not ____ the teams.

The one question you must always ask your self is?

1.

2.

3.

4.

5.

6.

7.

Where do you start?g e rans ormat on ourney


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Learn and understand the basics of Agile

Practice it on projects and/or operations

Start improving

1.

2.

3.

Listen, iterate, learn and course correct

Agendaummary and Q&A

Introduction


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Introduction

What is Agile!

Agile for Leaders

– Break –



Summary and Q&A

A sh

underst

of A

Go Forth. Be Agile!g e rans ormat on ourney


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Thank You

Documents

A Taste of Agile