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AW1Session6/8/1611:30AM
ThreeThingsYouMUSTKnowtoTransformintoanAgileEnterprise
Presentedby:
MikeCottmeyer
LeadingAgile,LLC
Broughttoyouby:
350CorporateWay,Suite400,OrangePark,FL32073888---268---8770··[email protected]://www.techwell.com/
MikeCottmeyerLeadingAgile,LLCLeadingAgileCEOandfounderMikeCottmeyerispassionateaboutsolvingthechallengesassociatedwithagileinlarger,morecomplexenterprises.Tothatend,heandhisteamarededicatedtoprovidinglarge-scaleagiletransformationservicestohelppragmatically,incrementally,andsafelyintroduceagilemethods.MikespendsmostofhistimeleadingandgrowingLeadingAgile,doingsalesandbusinessdevelopment,developingcontent,andprovidingstrategiccoachingforclients.
6/5/16
1
THE THREE THINGS You Must Know to Transform Any Sized
Organization into an Agile Enterprise
[email protected] 404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
6/5/16
2
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
6/5/16
3
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
6/5/16
4
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
6/5/16
5
Pred
icta
bilit
y Adaptability
Pred
icta
bilit
y Adaptability
Emergence
Convergence
6/5/16
6
Pred
icta
bilit
y Adaptability
Emergence
Convergence
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PC
6/5/16
7
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
6/5/16
8
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
6/5/16
9
Pred
icta
bilit
y Adaptability
Emergence
Convergence
AE PE PC AC
Ad-Hoc
Traditional Agile
Lean Startup Quadrant Four • Adaptive
Emergent
THE THREE THINGS
6/5/16
10
Backlog
Backlog
Backlog
Backlog
Backlogs
6/5/16
11
Teams
Backlog
Backlog
Backlog
Backlog
Backlogs
Teams
Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
Backlogs
Teams
Working Tested Software
6/5/16
12
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
6/5/16
13
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
6/5/16
14
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
6/5/16
15
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
6/5/16
16
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
6/5/16
17
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
6/5/16
18
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?
6/5/16
19
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?
6/5/16
20
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
6/5/16
21
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
6/5/16
22
Team
Matrixed Organizations
Team
6/5/16
23
Matrixed Organizations
Non-instantly Available Resources
Team
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available Resources
Team
6/5/16
24
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
6/5/16
25
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
6/5/16
26
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
6/5/16
27
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
6/5/16
28
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
6/5/16
29
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
6/5/16
30
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
6/5/16
31
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
6/5/16
32
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
6/5/16
33
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
6/5/16
34
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
6/5/16
35
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
6/5/16
36
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
6/5/16
37
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
[email protected] 404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
6/5/16
38
THE THREE THINGS You Need to Know to Transform Any Sized
Organization into an Agile Enterprise
