Enterprise Transformation

Meta Model

© Unbound DNA 2014

Enterprise Transformation

Meta Model

TEAM SCALE/DIVISION ORGANISATION

© Unbound DNA 2014

Enterprise Transformation

Meta Model

TEAM SCALE ORG

VALUES PRINCIPLES

PROCESS PRACTICES

TECHNIQUES

© Unbound DNA 2014

© Unbound DNA 2014

Agile Manifesto © Unbound DNA 2014

2001

Foundational

17 Signatories

http://agilemanifesto.org/

Value Proposition:

A better way to

develop software

© Unbound DNA 2014

eXtreme Programming (XP)

1999

Foundational

Kent Beck

http://www.extremeprogr

amming.org/

© Unbound DNA 2014

Value Proposition:

Software development

craftsmanship

Values

• Communication

• Feedback

• Simplicity

• Courage

• Respect

Principles

• Feedback

• Simplicity

• Embrace Change

© Unbound DNA 2014

DSDM (Dynamic Systems Development Method)

1994

Foundational

DSDM Consortium

http://www.dsdm.org/

© Unbound DNA 2014

Value Proposition:

A disciplined Rapid

Application Delivery

approach

Principles

• Focus on business need

• Deliver on time

• Collaborate

• Never compromise quality

• Build incrementally from firm foundations

• Develop iteratively

• Communicate continuously and clearly

• Demonstrate control

© Unbound DNA 2014

Crystal

1997

Foundational

Alistair Cockburn

http://alistair.cockburn.u

s/Crystal+methodologies

© Unbound DNA 2014

Value Proposition:

A family of methodologies that scales

upwards based on criticality and

number of people within the project Practices

• Frequent delivery

• Reflective improvement

• Automated tests, configuration

management & frequent integration

Values

• Personal safety

• Focus

• Access to expert users

• Co-location

© Unbound DNA 2014

Scrum

1986 (1990)

Foundational

Hirotaka Takeuchi & Ikurjiro Nonaka

(Jeff Sutherland & Ken Schwaber)

https://www.scrumalliance.

org/

https://www.scrum.org/

(Ken Schwaber 2010)

© Unbound DNA 2014

Value Proposition:

The most utilised Agile method

with a current uptake of 70% of

the market. Well understood and

supported, many trainers.

© Unbound DNA 2014

Feature Driven Development (FDD)

1997

Foundational

Jeff De Luca

http://www.featuredriven

development.com/

© Unbound DNA 2014

Value Proposition:

A more technical or architectural

approach to delivering work with

a high focus on object modelling

Hint:

FDD’s “features” are more like

user stories

Process

• Develop overall model

• Build feature list

• Plan by feature

• Design by feature

• Build by feature using feature teams

Practices

• Inspections

• Configuration Management

• Regular builds

• Visibility of progress and results

© Unbound DNA 2014

Lean

1936

(1990)

Lean

Taiichi Ohno

James Womack

http://www.lean.org/

© Unbound DNA 2014

Value Proposition:

Making obvious what

adds value by

reducing everything

else

Also known as:

- Lean manufacturing

- Lean enterprise

- Toyota Production

System (TPS)

8 w

as

tes

(M

ud

a)

Imp

rov

em

en

t K

ata

© Unbound DNA 2014

Deming System of Profound

Knowledge (1939)

1950

(1951)

Lean

(Walter A Shewhart)

W. Edwards Deming

(Kaoru Ishikawa)

https://www.deming.org

© Unbound DNA 2014

Value Proposition:

The father of today’s modern

management approaches

System of profound knowledge:

1. Appreciation of a system

2. Knowledge of variation

3. Theory of knowledge

4. Knowledge of psychology

Deming used “Plan, do, study, act”

over “check” because it emphasized

inspection over analysis. He also

referred to PDCA as the Shewhart cycle

© Unbound DNA 2014

Product Development Flow

2009

Lean

Donald Reinertsen

http://lpd2.com/

© Unbound DNA 2014

Value Proposition:

Improve delivery of products by

focusing on flow

• Manage queues

• Manage variability

• Reduce batch size

• Constrain Work In Progress (WIP)

• Quantify economics

• Manage flow

• Rapid feedback loops

• Decentralise control

© Unbound DNA 2014

Kanban (Modern Management Methods)

2010

Lean

David Anderson

http://www.djaa.com/

© Unbound DNA 2014

Value Proposition:

Small, incremental improvements

on top of your work culture

Practices:

• Visualise work

• Limit work in progress

• Manage flow

• Make policies explicit

• Implement feedback loops

• Improve collaboratively,

improve experimentally

Principles:

• Start with what you do now

• Agree to pursue incremental,

evolutionary change

• Respect the current process, roles,

responsibilities and titles

• Leadership at all levels

© Unbound DNA 2014

Lean Startup

2011

Lean

Eric Ries

http://theleanstartup.com/

© Unbound DNA 2014

Value Proposition:

Build better businesses

by exploring rapidly

how customers use the

product.

Build the right thing.

© Unbound DNA 2014

Personal Kanban

2011

Lean

Jim Benson

Tonianne DeMaria Barry

http://www.personalkanb

an.com/

© Unbound DNA 2014

Value Proposition:

Be more efficient and productive with

activities you do outside of work, or if

you are a team of 1.

I. Get your stuff ready

II. Establish your value stream

III. Establish your backlog

IV. Establish your Work In Progress Limit

V. Begin to pull

VI. Reflect

Hint:

Kanban at home

© Unbound DNA 2014

Scrumban

2008

Variant

Corey Ladas

http://www.eylean.com/bl

og/category/scrumban/

© Unbound DNA 2014

Value Proposition:

The benefits of Scrum and Kanban together

Variations from Kanban

• Team can be either specialised or cross functional

• Prioritisation of the backlog is recommended during each Sprint Planning

• Continuous work along with short iterations for planning, longer cycles for

release

• Daily Scrum, Sprint Review and Sprint Retrospective

(Sprints are used for Cadence)

© Unbound DNA 2014

ScrumBut

2008

Variant

Malcolm Anderson

http://agileatlas.org/articl

es/item/fractional-scrum-

or-scrum-but

© Unbound DNA 2014

Value Proposition:

Patterns of dysfunction in the

application of Scrum

Hint:

(ScrumBut)(Reason)(Workaround) “We use Scrum, but we can't build a piece of functionality

in a month, so our Sprints are 6 weeks long.”

• Identify pattern

• Make pattern transparent

• Determine root cause

• Remediate root cause

© Unbound DNA 2014

Agile Unified Process

2005

Variant

Scott Ambler

http://www.ambysoft.com/u

nifiedprocess/agileUP.html

© Unbound DNA 2014

Value Proposition:

An agilified version of RUP

Principles:

• Your staff know what they are doing

• Simplicity

• Agility

• Focus on high value activities

• Tool independence

• Tailor AUP to meet your own needs

Hint:

Replaced by DAD

© Unbound DNA 2014

Disciplined Agile Delivery (DAD)

2012

Scale

Scott Ambler

http://disciplinedagiledeli

very.com/

© Unbound DNA 2014

Value Proposition:

A goal driven approach for scaling Agile,

combined from Scrum, Kanban, XP,

Agile Modelling, UP & Lean

© Unbound DNA 2014

Enterprise Unified Process (EUP)

2013 (for DAD

extension)

Extension

Scott Ambler

http://enterpriseunifiedpr

ocess.com/

© Unbound DNA 2014

Value Proposition:

Detailed process, practices, artefacts

and techniques for non delivery based phases

Hint:

Extension of DAD/RUP to include Production & Retirement

© Unbound DNA 2014

ScrumPLoP (Pattern Languages of Programs)

2010

Extension

The Hillside Group

http://www.scrumplop.org/

© Unbound DNA 2014

The Scrum Guide is the official rule book. However,

the Scrum Guide doesn't tell you the rationale behind

Scrum as a whole, or behind many of its successful

practices. Those rationales come out of experience,

community, and the insights of its founders and

inventors. The ScrumPLoP mission is to build a body

of pattern literature around those communities,

describing those insights, so we can easily share them

with the Scrum and Agile communities.

“

“ Value Proposition:

© Unbound DNA 2014

Enterprise Transition

Framework (ETF) 2014

Extension

Agile 42

http://www.agile42.com/e

n/agile-transition/etf/

© Unbound DNA 2014

Value Proposition:

Implement continuous

improvement and experience

change in an empirically

controlled way

Hint:

A process for Agile Transformation

© Unbound DNA 2014

Accelerated Agile

2010

Extension

Dan North

Vimeo

© Unbound DNA 2014

Value Proposition:

Faster, more effective software delivery

• Learn the domain

• Prioritise risk over value

• Plan as far as you need

• Try something different

• Deliver frequently, preferably daily

• Get feedback from real customers

• Build and deploy small, separate pieces

• Prefer simple over easy

• Make conscious trade-offs

• Share (pairing, learning lunches, code reviews)

• Be okay with failure

© Unbound DNA 2014

LeSS (Large Scale Scrum)

2008

Scale

Craig Larman

Bas Vodde

http://www.crosstalkonlin

e.org/storage/issue-

archives/2013/201305/20

1305-larman.pdf

© Unbound DNA 2014

Value Proposition:

1000 people product development with

1 product owner

• No specialisation within team

• No IT Program/Project Manager

• One product backlog

• One definition of done

• One potentially shippable product increment

• One (overall) product owner

• One Sprint

• Two team member reps Sprint Planning

and Review (science fair)

• Normal and joint retrospective

• Scrum of Scrums

• Pre-sprint planning Product Owner team meeting

© Unbound DNA 2014

Enterprise Scrum

2010

Extension

Mike Beedle

http://www.enterprisescrum.

com/

© Unbound DNA 2014

Value Proposition:

1. More business appropriate language,

2. Can be applied to knowledge work; and

3. In scaled mode (distributed and/or cooperative)*

*note: growth scale not size of product scale

© Unbound DNA 2014

SAFe

2007

Scale

Dean Leffingwell

http://scaledagileframework.

com/

© Unbound DNA 2014

Value Proposition:

A one stop shop, comprehensive, detailed

& blended framework that can be applied

to large projects

Hint:

The “RUP” of the Agile world

Values:

• Alignment

• Code quality

• Transparency

• Program Execution

© Unbound DNA 2014

Recipes for Agile Governance in

the Enterprise (RAGE)

2013

Scale

CPrime

http://www.cprime.com/wp-

content/uploads/woocomme

rce_uploads/2013/07/RAGE-

Final-cPrime1.pdf

© Unbound DNA 2014

Value Proposition:

Framework for applying governance to

agile projects, programs and portfolios

Portfolio governance

• Roles: Portfolio Owner, Area Portfolio Owner, Program Manager

• Portfolio Grooming Meeting

• Portfolio Governance Meeting

• Business Case

• Agile Charter

• Decision Matrix

• Portfolio Backlog

• Burn Up Chart

© Unbound DNA 2014

Spotify

2012

Scale

Spotify

(Henrik Kniberg)

http://vimeo.com/85490944

http://vimeo.com/94950270

© Unbound DNA 2014

Value Proposition:

An approach that one organisation

found works for them

Principles:

• Loosely coupled, tightly aligned,

autonomous squads

• Cross pollination over standardisation

• Squad code accountability, open

responsibility with limited blast radius

• Motivated individuals

• Community over structure

• Decoupled releases

• Failure recovery over failure avoidance

• Experiment driven development

© Unbound DNA 2014

Oath of Non-Allegiance

2010

Movement

Alistair Cockburn

http://alistair.cockburn.u

s/Oath+of+Non-

Allegiance

© Unbound DNA 2014

I promise not to exclude from

consideration any idea based on its

source, but to consider ideas across

schools and heritages in order to find the

ones that best suit the current situation.

“

“

Value Proposition:

Choose the right tool from your toolbox,

have many tools for many problems.

© Unbound DNA 2014

Nonban

2013

Movement

David Hussman

http://agileprague.com/pool/

vzor/upload/Renaissance_R

eformation_and_Nanban_3_

up.pdf

© Unbound DNA 2014

The least amount of process

adopted by very skilled

persons with the most real

and measurable value.

“ “ Value Proposition:

Remove waste, improve productivity

© Unbound DNA 2014

#No Estimates

2013

Movement

Neil Killick Vasco Duarte

Woody Zuill Chris Chapman

Ron Jeffreys Henri Karhatsu

http://www.slideshare.net/

neilkillick/the-

noestimates-debate

#noestimates

© Unbound DNA 2014

Value Proposition:

When it is appropriate to use estimates in

software, & to what form these should take.

• Estimate probabilistically and proactively, based on experiments

• Focus on time and cash constraints

• Iterate design and decisions

• Delivery with flow/limit WIP

• Explicit policies for breaking work down and measuring how long it took

• Keep teams together

• Enable continuous delivery

• Build things on demand, in increments, and as soon as they are ready

• Drip fund

• Flexible contracts

© Unbound DNA 2014

BDD, ATTD &

Specification by Example 2006

Developer

centric

Dan North

Lasse Koskela (2007)

Gojko Adzic (2009)

http://dannorth.net/introducing-

bdd/

http://testobsessed.com/wp-

content/uploads/2011/04/atddexam

ple.pdf

http://specificationbyexample.com/

© Unbound DNA 2014

Value Proposition:

A significant practice extension from XP

BDD is based on TDD but can be

distinguished by the feature focus

manner of testing and through the

collaboration between the

business, developer and tester

roles:

Given…

When…

Then…

© Unbound DNA 2014

DevOps

2009

(2007)

Developer

centric

Patrick Debois

(Michael Nygard)

http://devops.com/

© Unbound DNA 2014

Value Proposition:

A focus on full end to end lifecycle of

software as a single group, bridging the gap

between development and operations

Hint:

Agile is not a subset of DevOps!

© Unbound DNA 2014

Mikado Method

2009

Developer

centric

Ola Ellnestam &

Daniel Brolund

http://mikadomethod.wor

dpress.com/

© Unbound DNA 2014

Value Proposition:

Reduce complexity when refactoring

© Unbound DNA 2014

Mob Programming

2012

Developer

centric

Woody Zuill

http://mobprogramming.org/

© Unbound DNA 2014

Value Proposition:

Better outcomes through

teamwork to the extreme

• Group work area

• One computer for programming, all can see

• Driver/navigator

• 15 minute rotations

• Team communication ownership

© Unbound DNA 2014

Programmer Anarchy

2011

Developer

Centric

Fred George

http://www.slideshare.net/

fredgeorge/programmer-

anarchy-chinese

© Unbound DNA 2014

Value Proposition:

Higher customer value than Agile

Hint:

Developer driven development

• Agile Manifesto & XP Values

• Standups Trust with co location

• Story narratives

• Retrospectives

• Estimates

• Iterations Results, not blame

• Mandatory pairing

• Unit tests, acceptance tests

• Refactoring

• Patterns Small, short lived apps

• Continuous integration Continuous deployment

Customer

Project

Manager

Developer

Business

Analyst

Quality

assurance /

test

© Unbound DNA 2014

Real Options

2010

Project

Management

Olav Maassen

Chris Matts

http://www.infoq.com/arti

cles/real-options-

enhance-agility

© Unbound DNA 2014

Value Proposition:

Just in time decision making

• Options have value

• Options expire

• Never commit early unless you know why

© Unbound DNA 2014

PMI ACP (incl BABOK)

2012

Project

Management

PMI

IIBA

http://www.pmi.org/Certific

ation/New-PMI-Agile-

Certification.aspx

http://www.iiba.org/babok-

guide/Agile-Extension-to-

the-BABOK-Guide-

IIBA.aspx

© Unbound DNA 2014

Value Proposition:

PM and BA role recognised

Agile certification

PMI ACP Domains:

• Value driven delivery

• Stakeholder engagement

• Boosting team performance practices

• Adaptive planning

• Problem detection and resolution

• Continuous Improvement (product,

process, people)

Hint:

PMI’s ACP is based on

Scrum, Kanban, Lean,

DSDM and XP

© Unbound DNA 2014

Servant Leadership

1970

Management

Robert Greenleaf

https://greenleaf.org/

© Unbound DNA 2014

Value Proposition:

Improve team’s engagement by

flipping management to be servants

to the team’s needs

• Self-awareness

• Listen, inspire, be authentic, serve & have integrity, humility, selflessness,

open-mindedness and empathy

• Change the pyramid

• Develop your colleagues

• Create a safe, positive work environment that fosters innovation and

enhances intrinsic motivation

• Coaching and consulting, not controlling or only decision maker

• Unleash the energy & intelligence of others

• Foresight over reaction

© Unbound DNA 2014

Management 3.0

2011

Management

Jurgen Appelo

http://www.management

30.com/

© Unbound DNA 2014

Value Proposition:

There is a better way to

manage and lead people

• Energize people

• Empowering teams

• Lead and rule with purpose

• Align constraints

• Develop competence

• Grow structure

• Continuous Improvement

© Unbound DNA 2014

Radical Management

2010

Management

Steve Denning

http://www.stevedenning.

com/Radical-

Management/

© Unbound DNA 2014

Value Proposition:

Workplaces for knowledge work that

are more productive and more fun

• Delight customers

• Self-organizing teams

• Client-driven iterations

• Delivering value to clients each iteration

• Radical transparency

• Continuous self-improvement

• Interactive communication

Hint:

Scrum reframed to align

better with business language

© Unbound DNA 2014

Stoos

2012

Management /

Movement

http://www.stoosnetwork

.org/

21 meet up in Stoos,

Switzerland

https://www.linkedin.com

/groups?home=&gid=424

3114

© Unbound DNA 2014

Value Proposition:

A better way to lead in organisations

• Delight customers

• Empowered fellows

• Synergistic thinking

© Unbound DNA 2014

Holocracy

2006

Management

Brian Robertson

http://holacracy.org/

© Unbound DNA 2014

Value Proposition:

Work focused, autonomous organisations

through roles aligned to how things really work

Principles:

• No work titles, only energizing roles

• Clear circle purpose and

accountabilities

• Everyone is a stakeholder, able to invest

themselves in the way they are

personally most efficient

• Group ownership of work flow

Hint:

Radically changes org structure, how

decisions are made, how power is distributed

© Unbound DNA 2014

Vanguard Method

(1985)

Management

John Seddon

https://www.vanguard-

method.com/

© Unbound DNA 2014

Value Proposition:

Helps service organisation change

from a conventional command and

control design to a systems design for

improved performance and moral

Hint:

Combination of systems and

intervention thinking. Originator of

“failure demand”

© Unbound DNA 2014

Rightshifting

2008

Management /

Movement

Bob Marshall

http://flowchainsensei.wor

dpress.com/rightshifting/

© Unbound DNA 2014

Value Proposition:

Improve the effectiveness of

knowledge work businesses

Hint:

Use Agile and edgy Agile

strategies to shift your

organisational effectiveness

to the right!

© Unbound DNA 2014

Spiral Dynamics

1996

Edgy

Don Beck &

Chris Cowan

http://spiraldynamics.org/

© Unbound DNA 2014

Value Proposition:

Transform individuals, teams and

organisations based upon their colour

through the model rather than a scattergun

approach.

Hint: Connected to memenomics, it is a human

behaviour evaluating process

© Unbound DNA 2014

Beyond Budgeting

2009

Edgy

Bjarte Bogsnes

http://www.bbrt.org/

© Unbound DNA 2014

Value Proposition:

Go beyond traditional management to

create empowered teams with the right

measures and financial controls to excel

• Customers – focus everyone on improving customer outcomes, not on hierarchical relationships

• Teams – organize around a seamless network of accountable teams; not centralised functions

• Responsibility – enable everyone to act & think like a leader, not merely follow the plan

• Values – govern through a few clear values, goals & boundaries, not detailed rules & regulations

• Transparency – make information open & transparent, don’t restrict & control it

• Autonomy – give teams the freedom & capability to act, don’t micro-manage them

• Goals – set relative goals for continuous improvement, do not negotiate fixed performance contracts

• Rewards – reward shared success based on relative performance, not on meeting fixed targets

• Planning – Make planning a continuous and inclusive process, not a top-down annual event

• Coordination – coordinate interactions dynamically, not through annual planning cycles

• Resources – make resources available when needed, not through annual budget allocations

• Controls – base controls on relative indicators & trends, not on variances against plan

© Unbound DNA 2014

Non Violent Communication

1960s

Edgy

Marshall Rosenberg

http://www.nvcaustralia.

com/

© Unbound DNA 2014

Observation

Feeling

Need

Request

Our conflicts arise not because we have

different needs but because we have

different strategies for how to meet them. “ “

Value Proposition:

Creating deep connections with a co-

understanding of needs will result in

significant productivity gains.

© Unbound DNA 2014

Drive

2009

Edgy

Dan Pink

Youtube > RSA Animate

Drive

© Unbound DNA 2014

• 9 strategies for awakening motivation

• 9 ways to improve your company/office/group

• 3 ways to pay people right

Value Proposition:

Motivated individuals

© Unbound DNA 2014

Systems Thinking

1940

(1990)

Edgy

Ludwig von Bertalanffy

(Peter Senge)

http://www.systems-

thinking.org/

© Unbound DNA 2014

Value Proposition:

By understanding how things influence one

another within the whole, the right outcomes

can be achieved

© Unbound DNA 2014

Theory of Contraints

1984

Edgy

Eli Goldratt

http://www.goldratt.com/

© Unbound DNA 2014

Value Proposition:

Identify the constraint and

restructure the rest of the

organisation around it

Hint:

A chain is no stronger

than it’s weakest link

Process:

1. Identify the system’s constraints

2. Decide how to exploit the system’s

constraints

3. Subordinate everything else to the

above decisions

4. Elevate the system’s constraints

5. If in the previous steps a constraint has

been broken, go back to step 1, but do

not allow inertia to cause a system’s

constraint

© Unbound DNA 2014

Cynefin

1999

Edgy

Dave Snowden

http://cognitive-edge.com/

© Unbound DNA 2014

Value Proposition:

Tailor your approach to the

complexity of the problem

© Unbound DNA 2014

Innovation Games

Edgy

Luke Hohmann

Dan O’Leary

http://www.innovationgames.com/

http://www.gamestorming.com/

http://tastycupcakes.org/

© Unbound DNA 2014

Value Proposition:

Put ideas into actions through games

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