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agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Stop scaling… Start growing an agile organizationCompanies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not implementing a model or another…
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Andrea TomasiniAgile Coach & Trainer [email protected]
@tumma72@agile42/coaches
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
What to scale?
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Delivery Model?
Organizational Structure? Teams and
Processes?
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We’ll have larger Projects, we
need to scale…
I think scaling culture will be the real
challenge…
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Why scale?
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CorporateHi
erar
chy
Compliance
Individ
ual
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Agile Pilot Success! Teams demonstrated that Agile can deliver value faster, higher quality, and is motivating
Organizations are pressed into Agile, as they can’t seem to find a way back...
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The heartbeat of an agile organization…
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Client & Value focus
Self-Organization
& Autonomy
Iterative & Incremental
change to reduce the
risk
Continuous Im
provement
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Simple
ComplicatedComplex
ChaoticSense����������� ������������������ Categorize����������� ������������������ Respond
Best����������� ������������������ Practices
Good����������� ������������������ Practices
Sense����������� ������������������ Analyze����������� ������������������ Respond
Probe����������� ������������������ Sense����������� ������������������ Respond
Act����������� ������������������ Sense����������� ������������������ Respond
Emergent
Novel
Disorder
The Cynefin Framework
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Cultivation Competence
Control
Peopl
eIm
personal
Actuality
Possibility
Collaboration
William Schneider - The four Core Cultures
Agile Values & Principles
The 4 core organizational cultures
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Asses
smen
t Strategy
Pilot Projects
Rollout
Enterprise Transition Framework
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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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Basic principles and recurring patterns for growing agile…
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1st 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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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…
…focused on stabilization with emergent standardization…
Design
RolloutDoc
RolloutDoc
RolloutDoc
Coach
≤ 12 weeks t
Design Coach
RolloutDoc
RolloutDoc
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Goal PSF NC
Agile Strategy Map™
Define 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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Strategy Map June 2014
• Break out groups worked on detailing the various PSFs into actionable experiments to validate the hypothesis for organizational improvement
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Example: Build the right teams…
• Problem: by analyzing the amount of skills necessary to create ideal cross-functional teams, it appears that we would have teams with more than 30 people. Teams today don’t have 100% dedicated participants, and are not collocated.
• Hypothesis: if people would be teamed up with 100% capacity to only one team, and team would be stable over time, they would learn from each other and reduce the skill gaps, allowing for smaller teams in the future.
• Experiment: try different configuration, to validate that collocation and stability are potentially solving knowledge sharing issue.
• What happened is that we started 6 teams, and intentionally used different level of constraints for each of them, ranging from volunteering people vs assigned people, team sizes ranging from 5 to 18 people, with 100% and less than 30% allocation. 4 teams out of 6 reached the expected results providing a nice set of constraints required to start team effectively.
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2nd 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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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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Goal PSF#1
PSF#1: we believe that by consolidating all projects in one Portfolio, we will be able to make better business decisions
NC#1.1
NC#1.2
NC#1.1.1
To validate the hypothesis, we define what is needed to run a pilot which will measure the validity of the PSFNC#1.1: we need to list at least 3 projects per product area
NC#1.1.1: we need to choose projects and define comparable dimensions such as: business value, strategic alignment, cost...NC#1.2: we need to define a sample Portfolio funnel, and check that Teams can deliver with the provided information
Agile Strategy Map™
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Ideas Potential ROIF Ready to PullSuccess: we can compare the value of projects easily (using defined KPIs) and make consistent business decisions.Failure: we still have endless discussions about priority and it’s costly to prepare project info for the portfolio process
High
Mid
HighHigh HighHigh
Dev Team
Unified Portfolio & Program System to focus on Customer Value…
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Lean 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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3rd Principle: decentralize control whenever possibleDecentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining goals and constraints to allow for autonomous decision making.
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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
RequestsAuthorization
the design is based on mistrust…
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Container for empowerment
Worker 3Worker 2
The agile organization… Decentralized Control reduces overhead, and facilitates collaboration
the design is based on trust…
Worker 1
Collaboration
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• Both on the “budget” level, as well as on the expected delivery and preparation levels
• This level of transparency allows to build trust between Portfolio Management and self-organizing teams
• Clear Policies describing the range of autonomy the teams have
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4th 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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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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Release incrementally, with higher quality
Automated testing in short cycles
Delivered serviceable Product in just 2 months
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Continuos Integration & Delivery…
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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Overall lessons learnedChanges in behaviour happened thanks to focus on principles and values, the resulting emergent systems showed recurring and reusable patterns to produce similar behaviours.
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EDD Hendrik Esser | Commercial in confidence | © Ericsson AB 2015 | 2015-02-11 | Page 2
Commitment – We have moved from the question “are you committed?” to “how can we
deliver?”
Distribution instead of hierarchy – Planning/forecasting is distributed: many people do this from different
angles (Strategy, Product Roadmap, Product Release, Feature, Sprint) – Each party trusts the other that they do their part of the whole. – Continuous flow of planning, follow-up and adaptation
Collaboration instead of co-existence
– No “contracts” between parts of Ericsson – Collaboration with a lot of interaction to drive alignment and by this enable
autonomy.
Most significant Changes after 7 years through transition
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Page 14 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved
Fast Lane PLC319F Lean transformation in practice
Learnings
• Direct communication is the enabler for doing the necessary things at the right time
• Timeboxed development is mandatory to establish learning methods
• Ranked backlog / visualization creates unknown transparency on where we stand - over 7 teams, with more than 40 people
• Giving responsibility into the teams leads to outstanding engagement and results
• Thinking in customer value within each iteration gives us control on the functionality of our deliverables
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Page 12 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved
Fast Lane PLC319F Adopting lean thinking to hardware development
The Question How can we be sure, that our redesign will be o.k.?!
Parallel Sourcing - Serial material - Testing Equipment - Rapid Prototypes
Parallel Qualification - Typetest - Loadtest
Risk Exclusion - Execute Complete DVT - Evaluate Production process - Build up production samples
• Speed-up by 40%
• Enhanced Quality
• Enhanced Design for Production
Blog: LEAN@MC - english Blog
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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!
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
2. Scaling is not about the delivery or a model it’s about culture change, and continuous improvement
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
3. Becoming an Agile organization it is not a goal, it is a conscious decision to embrace a journey towards continuous improvement
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
4. Experience shows that there are recurring patterns emerging by embracing specific principles. Using this experience can be extremely valuable on your own journey
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Thank
You!
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More food for thought...
http://slideshare.net/tumma72
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Copyrights noticeAll material produced in this presentation is protected by the Creative Common License 3.0 (by-nc-sa).