How to scale agility in your enterprise
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The document outlines a comprehensive approach to successfully scale Agile practices within an enterprise, emphasizing key concepts such as Agile fundamentals, team structures, and iterative processes for achieving fast ROI. It discusses different team roles and their functions, emphasizing the need for clarity, accountability, and measurable progress in Agile project management. Additionally, it highlights the importance of addressing customer needs and misconceptions about Agile to effectively drive transformation and improve organizational responsiveness.
How to scale agility in your enterprise
- 1. How to Successfully Scale Agile in your Enterprise October 23, 2014
- 2. Tim Wise Enterprise Agile Coach tim@leadingagile.com linkedin.com/in/timwise twitter.com/timswise www.leadingagile.com facebook.com/leadingagile
- 3. Agenda • Agile Basics • Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI…
- 4. Agenda • Agile Basics • Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 5. Agenda • Agile Basics • Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 6. Agenda • Agile Basics • Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 7. Agenda • Agile Basics • Agile at Scale • Mapping out the Journey • Agile Pilot – Incremental Iterations for Fast ROI
- 8. Agile Basics
- 9. Product Owner Analyst Testers ScrumMaster Developers
- 10. How Agile Teams Work
- 11. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
- 12. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
- 13. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
- 14. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
- 15. Managing Scope
- 16. Agile Project Management Scope Time Cost
- 17. Agile Project Management Time Cost Scope
- 18. Agile Project Management Time Cost Maximize Value Scope
- 19. Agile at Scale
- 20. Different Teams for Different Jobs
- 21. Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 22. Team 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.
- 23. Team Team Team Team Team Team Team Product & Services Teams
- 24. Team Team Team Team Team Team Team Product & Services Teams Scrum
- 25. Team 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.
- 26. Team 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.
- 27. Team Team Team Team Team Team Team Product & Services Teams Scrum
- 28. Program Teams Team Team Team Team Team Team Team Team Team Team Product & Services Teams Scrum
- 29. Program Teams Team Team Team Team Team Team Team Kanban Team Team Team Product & Services Teams Scrum
- 30. Team 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.
- 31. Team 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.
- 32. Program Teams Team Team Team Team Team Team Team Kanban Team Team Team Product & Services Teams Scrum
- 33. Portfolio Teams Program Teams Team Team Team Team Team Team Team Team Kanban Team Team Team Product & Services Teams Scrum
- 34. Portfolio Teams Program Teams Team Team Team Team Team Team Team Team Kanban Kanban Team Team Team Product & Services Teams Scrum
- 35. Agile Delivery Structure & Conway’s Law
- 36. The Strategic Vision is Progressively Elaborated into Epics, Features, and Stories
- 37. Agile Governance
- 38. Done Governing the flow of work Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Market Research New Concept Feature Complete Integration Testing Develop and Test Story Review Story Mapping Feature Breakdown Story Done Task Done Task In Process Task Ready Story Backlog KANBAN FEATURE STORY EPICS KANBAN SCRUM Clarity Accountability Measurable Progress
- 39. How do you begin to get There?
- 40. Break Down the Agile Misconception What we say: “We want to do agile” What do they really hear?
- 41. Breaking Down the Agile Misconception A wise, retired CIO once told me. “Don’t sell me your solution, solve my problem.”
- 42. Beginning a Discussion of an Agile Transformation Our Problem: We are selling the solution not fixing the problem. Solution: Listen to customer needs Outcome: Shared Understanding of the real problem and a place to begin collaborating on a solution.
- 43. Their Problems • Predictability • Time to ROI • Quality • Economics • Adaptability • Risk Reduction
- 44. Finding where to start
- 45. Lean Startup PE AE PC AC –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc LeanAgile Agile Adaptive Predictive Emergent Convergent
- 46. Lean Startup AE –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Lean/Agile Agile Adaptive Predictive Emergent Convergent Intent PE PC AC
- 47. Lean Startup Start Intent PE AE PC AC –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Lean/Agile Agile Adaptive Predictive Emergent Convergent
- 48. Lean Startup Predictive & Emergent Irrational • Predictive plans treat all scope as equal • Lots of Expediting • Resource Shifting / Multi-tasking • Heavy Change Control Start Intent PE AE PC AC –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Lean/Agile Agile Adaptive Predictive Emergent Convergent
- 49. Lean Startup Establish Trust AE –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Agile Adaptive Predictive Emergent Convergent Start Phase I PE PC AC
- 50. Lean Startup Establish Trust AE –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Reduce Batch Size Agile Adaptive Predictive Emergent Convergent Start Phase I Phase II PE PC AC
- 51. Lean Startup Product Discovery Establish Trust Phase III AE –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Reduce Batch Size Agile Adaptive Predictive Emergent Convergent Start Phase I Phase II PE PC AC
- 52. Up Next… - Mapping out the Journey
- 53. Mapping out the Journey
- 54. Defining the Roadmap Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Identify Business Drivers •Identify Gaps in Current Delivery Processes •Identify Pilot Structure
- 55. Define the Operational Framework Structure Metrics Governance Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Built around teams • Product focused • Service oriented Change Management & Communication
- 56. Define the Operational Framework Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Portfolio • Program • Project
- 57. Define the Operational Framework Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Return on Investment • Throughput • Capitalization
- 58. Transforming through the Phases
- 59. Lean Startup Establish Trust AE –CONFIDENTIAL – DO NOT DISTRIBUTE - Ad - Hoc Become Predictable Lean/Agile Agile Adaptive Predictive Emergent Convergent Start Phase I PE PC AC
- 60. Agile Pilot – Incremental Iterations for Fast ROI
- 61. Portfolio Teams Program Teams Team Team Team Team Team Team Team Team Kanban Kanban Team Team Team Product & Services Teams Scrum
- 62. Portfolio Teams Program Teams Team Team Team Team Team Team Team Team Kanban Kanban Team Team Team Product & Services Teams Scrum Agile Pilot
- 63. Introduce Change Incrementally Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Independent • Small • Entrepreneurial
- 64. Introduce Change Incrementally Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Product definition • Project management • Technical and delivery
- 65. Introduce Change Incrementally Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Trust • Accountability • Adaptability
- 66. Measure Improvement Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Capability focused • Objectively assessed • Focus on sustainability
- 67. Measure Improvement Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Training •Workshops • Mentoring
- 68. Measure Improvement Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Demonstrable progress • Outcomes focused • Map to business drivers
- 69. Continue to Incrementally Iterate & Manage Change Structure Metrics Governance Change Management & Communication Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Maintain Safety •Identify champions •Centers of excellence
- 71. Tim Wise Enterprise Agile Coach tim@leadingagile.com twitter.com/timswise linkedin.com/in/timwise www.leadingagile.com facebook.com/leadingagile
Editor's Notes
- #19: End of scrum – Next is agile at scale
- #35: Clear accountability and alignment of the system will foster responsibility and loose coupling products that you produce. Talk about Kanban here and why we use it.
- #36: Design of the communication influences the architecture of the products produced Over time, this leads to decoupling. Think about cross functional
- #37: Elaborate on conways law
- #39: It’s all about getting a ready backlog to the teams
- #41: Agile and scrum in particular, has a bad rap. It has failed for many. Maybe a fairer statement would be that many have failed it. However, that is not the issue… Intent – point out that agile doesn’t mean… scrum or TDD Agile – “We want to do our own thing” or “We want to do something that has made you look bad before” or “We don’t want to use hours for estimation, we are a bunch of hippies and we estimate in rainbows.”
- #42: We have been selling a solution, but we haven’t listened to the problem.
- #43: Intent – point out that agile doesn’t mean… scrum or TDD
- #44: Predictability Time to ROI Quality – How satisfied are their customers and how much are they paying on the backend of delivering solutions Economics – Market pressures are calling for them to do more with less Adaptability –The need to adapt and run experiments with the market quickly Risk Reduction – Early and Often