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Exploring Enterprise Agile Transformation Strategies Mike Cottmeyer, Enterprise Agile Coach LeadingAgile, LLC.

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Presentation on theme: "Exploring Enterprise Agile Transformation Strategies Mike Cottmeyer, Enterprise Agile Coach LeadingAgile, LLC."— Presentation transcript:

1 Exploring Enterprise Agile Transformation Strategies Mike Cottmeyer, Enterprise Agile Coach LeadingAgile, LLC

2 Mike Cottmeyer twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer

3 The Problem...

4 Having lots of agile teams in an enterprise isnt enterprise agility Sometimes organizations fall into the trap of thinking that having agile teams means they have an agile organization Enterprise agility is when all the parts of the organization work together to create Agile outcomes The entire delivery capability of the enterprise has to be focused on agile principles and execution

5 The Problem... Focusing only at the team level can result in local optima within your organization Sometimes a team can perform well at Scrum, but the business doesnt see any incremental value from their investment Sometimes a high-performance team can disrupt other functions in the organization if the upstream and downstream processes are not able to work at the same pace

6 The Problem... Team level Agile practices are different from Agile practices at scale The practices we put in place at the team level often dont work when we apply them in larger organizations Practices have to adapted at scale to accommodate more diverse groups of stakeholders and more complicated value streams

7 The Problem... Agile at scale requires a broader set of tools and techniques Scrum and XP at the team level Kanban and Lean at the program and portfolio level RUP and Traditional Project Management at the Enterprise

8 We are just now starting to put all the pieces together...

9 The Solution...

10 The Solution... Part One First... we do have to get team level agile right. We are going to talk about some of the things you can do that will lead to successful team- level Agile transformations. The fundamentals behind why Agile works Common challenges that cause Agile to fail What does it look like when things are really going well? What is different about an enterprise-level Agile transformation?

11 The Solution... Part Two Next we will explore a safe, pragmatic, iterative and incremental framework for transforming any sized organization... Define the organizational competencies required at all levels of the enterprise How to adapt agile competencies for scale How to adapt agile competencies for cadence

12 The Solution... Part Three Well discuss the three major areas you need to pay attention to in order to execute a safe and pragmatic enterprise Agile transformation... Establishing an agile org structure Introducing disciplined Agile practices Intentionally addressing people and culture

13 The Solution... Part Four Finally, as we begin to wrap-up the talk, well explore a few things that will help you put all of this together... Overview of the model end-to-end If we have time... case studies

14 The Solution... Part One How Does Agile Work and Why Does it Fail?

15 What Makes Agile Work?

16 Teams stay together and are highly engaged Agile practices are built around cross- functional teams that have everything necessary to deliver an increment of value to the organization Teams that stay together over time tend to be more productive than teams that are constantly forming and reforming Empowered self-directed teams are able to own the solution and creatively solve problems

17 What Makes Agile Work? Teams are focused on a queue of projects or product enhancements Rather than forming teams to deliver projects, agile methods leave teams together and funnel project through teams The project list is basically a prioritized backlog of work that a team is responsible for delivering

18 What Makes Agile Work? Minimize dependencies and strive for loose coupling between teams The more coupling we have between teams, the more difficult it is to change direction when we learn something new about the emerging product Teams that have external dependencies are not able to make and meet commitments because they dont have everything necessary to own the commitment

19 What Makes Agile Work? Fully engaged business partners Many organizations are guilty of throwing ill-defined requirements over to the delivery teams, constantly changing direction through the life of the project, and holding teams accountable for on- time delivery Agile is geared for change, but requires close collaboration between stakeholders and teams to make real-time tradeoffs as the product is in development

20 What Makes Agile Work? Attention to getting done and completing work before new work is started Delivering an increment of working, tested, potentially shippable software on regular time intervals assures that we can measure progress against real, measurable product outcomes

21 What Makes Agile Work? Technical excellence and continuous attention to product quality The underlying health of the system is a critical success factor for running successful agile projects Defects and technical debt impact product delivery in unpredictable ways making it nearly impossible to reliably make and meet commitments

22 What Makes Agile Fail?

23 Agile team is a local optimization and out of alignment with the rest of the business Pilot teams are formed and given everything they need to be successful at the expense of the rest of the delivery organization Teams can deliver product faster than the organization can consume it Teams starve the requirements queue because Strategy and Product Management cant keep up

24 What Makes Agile Fail? Project driven organizations or uneven investment across product lines Very difficult to keep cross-functional teams together over time because the investment mix is constantly changing Organizations tend to want to matrix people across multiple teams at the same time

25 What Makes Agile Fail? Value is either too broadly defined or too narrowly defined Overly vague requirements lead the development team to fill in the gaps based in their own knowledge and experience Overly specified requirements lead to an activity based mentality rather than a value based mentality

26 What Makes Agile Fail? Organizational structures and product architectures work against establishing cross functional teams Matrix organizations and functional silos make it very challenging to create high- performing agile teams Tightly coupled legacy architectures make it difficult to organize teams around feature groups or components within the solution framework

27 What Makes Agile Fail? Overly political cultures and lack of trust Command and control leadership Micromanagement Disempowering language

28 What Makes Agile Fail? Inability to balance capacity and demand Invalid and inaccurate estimates Inability to make and meet commitments More work than the teams can possibly deliver in the timeframes expected

29 What Makes Agile Fail? Looking at agile as a process overlay rather than a transformative event in your organization Agile is just something that the developers do Not recognizing the broad organizational change necessary to make an agile transformation sustainable

30 A Well Formed Agile Organization

31 Cross functional teams aligned directly to solve business problems Products Features Programs Components Services Business Capabilities

32 A Well Formed Agile Organization Clear voice of the business and a willingness to make tradeoffs to meet time and cost constraints Highly engaged product ownership Willingness to deal with reality Focus on maximizing value and reducing risk

33 A Well Formed Agile Organization Individual empowerment and shared accountability for outcomes Establish boundaries and ownership but empower within those boundaries Teams own outcomes not activities

34 A Well Formed Agile Organization Disciplined attention to technical excellence and product quality Technical excellence stabilizes the requirements delivery function

35 A Well Formed Agile Organization Predictable, accountable, able to consistently make and meet commitments Teams have the ability to consistently do what they say they are going to do Predictable agile teams are the foundational element of a predictable agile enterprise

36 Reinventing Agile Situationally specific strategies at scale to solve these problems and maintain business agility How do team level competencies need to be adapted to take into consideration issues of scale and the different planning horizons required in larger enterprises How do you build the necessary organization, introduce new practices, and start shifting the culture in a way that leads to sustainable organizational change

37 The Solution... Part Two Competencies, Frequency, and Scale

38 Agile Competencies Product Definition Planning & Coordination Delivery Practices Continuous Improvement Organizational Enablement

39 Agile Competencies Product Definition Planning & Coordination Delivery Practices Continuous Improvement Organizational Enablement

40 Agile Competencies Product Definition Planning & Coordination Delivery Practices Continuous Improvement Organizational Enablement

41 Agile Competencies Product Definition Planning & Coordination Delivery Practices Continuous Improvement Organizational Enablement

42 Agile Competencies Product Definition Planning & Coordination Delivery Practices Continuous Improvement Organizational Enablement

43 Agile Competencies Product Definition Planning & Coordination Delivery Practices Continuous Improvement Organizational Enablement

44 Product Definition Establish the product vision Define the product roadmap Decompose features Estimate size and effort Define acceptance criteria

45 Product Definition Establish the product vision Define the product roadmap Decompose features Estimate size and effort Define acceptance criteria

46 Product Definition Establish the product vision Define the product roadmap Decompose features Estimate size and effort Define acceptance criteria

47 Product Definition Establish the product vision Define the product roadmap Decompose features Estimate size and effort Define acceptance criteria

48 Product Definition Establish the product vision Define the product roadmap Decompose features Estimate size and effort Define acceptance criteria

49 Product Definition Establish the product vision Define the product roadmap Decompose features Estimate size and effort Define acceptance criteria

50 Delivery Practices Define the solution Build the solution Test the solution Establish product quality Deploy the solution

51 Delivery Practices Define the solution Build the solution Test the solution Establish product quality Deploy the solution

52 Delivery Practices Define the solution Build the solution Test the solution Establish product quality Deploy the solution

53 Delivery Practices Define the solution Build the solution Test the solution Establish product quality Deploy the solution

54 Delivery Practices Define the solution Build the solution Test the solution Establish product quality Deploy the solution

55 Delivery Practices Define the solution Build the solution Test the solution Establish product quality Deploy the solution

56 Planning & Coordination Establish a planning cadence Perform activity breakdown Establish a delivery cadence Limit work in process Make and meet commitments

57 Planning & Coordination Establish a planning cadence Perform activity breakdown Establish a delivery cadence Limit work in process Make and meet commitments

58 Planning & Coordination Establish a planning cadence Perform activity breakdown Establish a delivery cadence Limit work in process Make and meet commitments

59 Planning & Coordination Establish a planning cadence Perform activity breakdown Establish a delivery cadence Limit work in process Make and meet commitments

60 Planning & Coordination Establish a planning cadence Perform activity breakdown Establish a delivery cadence Limit work in process Make and meet commitments

61 Planning & Coordination Establish a planning cadence Perform activity breakdown Establish a delivery cadence Limit work in process Make and meet commitments

62 Continuous Improvement Metrics and reporting Establish stable velocity Conduct retrospectives Update the backlog Enable process improvement

63 Continuous Improvement Metrics and reporting Establish stable velocity Conduct retrospectives Update the backlog Enable process improvement

64 Continuous Improvement Metrics and reporting Establish stable velocity Conduct retrospectives Update the backlog Enable process improvement

65 Continuous Improvement Metrics and reporting Establish stable velocity Conduct retrospectives Update the backlog Enable process improvement

66 Continuous Improvement Metrics and reporting Establish stable velocity Conduct retrospectives Update the backlog Enable process improvement

67 Continuous Improvement Metrics and reporting Establish stable velocity Conduct retrospectives Update the backlog Enable process improvement

68 Organizational Enablement Establish teams Effective communication Effective collaboration Empowerment Trust

69 Organizational Enablement Establish teams Effective communication Effective collaboration Empowerment Trust

70 Organizational Enablement Establish teams Effective communication Effective collaboration Empowerment Trust

71 Organizational Enablement Establish teams Effective communication Effective collaboration Empowerment Trust

72 Organizational Enablement Establish teams Effective communication Effective collaboration Empowerment Trust

73 Organizational Enablement Establish teams Effective communication Effective collaboration Empowerment Trust

74 Visualizing Improvement

75

76

77 Competencies at Scale Team Multi-Team Program Portfolio Enterprise

78 Team Agility ScrumTeam

79 Multi-Team Agility ScrumTeamScrumTeam

80 ScrumTeamScrumTeamScrumTeam

81 ScrumTeamScrumTeamScrumTeamScrumTeam

82 Program Agility ScrumTeamScrumTeamScrumTeamScrumTeam ProductTeam

83 ScrumTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam

84 Portfolio Agility ScrumTeam PortfolioTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam

85 Enterprise Agility ScrumTeam PortfolioTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam StrategyTeam

86 ScrumTeam PortfolioTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam StrategyTeamSupportTeam

87 Competencies in Time Continuous Daily Iteration Release Strategic Continuous Strategic Release Iteration Daily

88 Competencies in Time Continuous Strategic Release Iteration Daily Continuous Daily Iteration Release Strategic

89 Competencies in Time Continuous Strategic Release Iteration Daily Continuous Daily Iteration Release Strategic

90 Competencies in Time Continuous Strategic Release Iteration Daily Continuous Daily Iteration Release Strategic

91 Competencies in Time Continuous Strategic Release Iteration Daily Continuous Daily Iteration Release Strategic

92 Competencies in Time Continuous Strategic Release Iteration Daily Continuous Daily Iteration Release Strategic

93 The Solution... Part Three The Agile Adoption and Transformation Lifecycle

94 Adoption vs. Transformation First... we want to untangle two words that sometimes can be used interchangeably Agile Adoption is about what you do... practices, tools, techniques, ceremonies, and habits Agile Transformation is about who you are... reflected in both the structure of the organization and who you are as people Long term results require both adoption and transformation to be successful

95 Adoption vs. Transformation Second... we want clearly articulate the three major focus areas that must be addressed interdependently Organizational Structure is about how you create teams and how you organize them Agile Practice is about the methods and tools you choose to introduce People and Culture is about changing hearts and minds of the individuals in the organization All three aspects are essential to sustain agility

96 Incremental vs. Iterative Third... we want introduce the notion that introducing Agile is an iterative and incremental process for you organization Iterative is when parts of the system are developed at different times and integrated as they are completed Incremental is when you go back over parts of the system making improvements The strategy is to increment the organization by building teams and iterate the teams over time

97 Incremental vs. Iterative Courtesy of Jeff Patton Incremental Iterative

98 Incrementing and Iterating the Agile Enterprise Change physical structures and introduce teams Teach people new practices and ways of working Help people internalize the value system Adoption/Transformation Cycle

99 Organizational Transformation Establish top to bottom structure and roadmap Incrementally make changes and establish teams Define policies and working agreements between teams Adoption/Transformation Cycle

100 Adopting Practices Sprint planning, daily stand-ups, product reviews, and retrospectives Identify and train a Product Owner and ScrumMaster Teach TDD, CI, Story Maps, and MMF Adoption/Transformation Cycle

101 Personal Transformation Develop an ability to deal with uncertainty and adaptation Help people work toward common organizational goals Help foster empathy, trust, and teamwork Adoption/Transformation Cycle

102 Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile

103 Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile

104 Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile

105 Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile

106 The Solution... Part Four Exploring the Integrated Framework

107 ScrumTeam Phase I - Structure

108 ScrumTeamScrumTeam

109 ScrumTeamScrumTeam ProductTeam

110 ScrumTeamScrumTeamScrumTeam ProductTeam Phase 2 - Structure Agility

111 ScrumTeamScrumTeamScrumTeamScrumTeam ProductTeam Phase 2 - Structure

112 ScrumTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam

113 ScrumTeam PortfolioTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam Phase 3 - Structure

114 ScrumTeam PortfolioTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam StrategyTeam

115 ScrumTeam PortfolioTeam ProductTeam ScrumTeamScrumTeamScrumTeam ProductTeam StrategyTeamSupport

116 116 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Cultural Factors Organizational Enablement Phase I Value Delivery

117 Organizational Enablement 117 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase I Value Delivery

118 118 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Enablement Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase I Value Delivery

119 119 Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Transformation Adopt Practices Personal Transformation Organizational Enablement Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase I Value Delivery

120 120 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Enablement Phase 2 Value Delivery

121 121 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Enablement Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase 2 Value Delivery

122 122 Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Transformation Adopt Practices Personal Transformation Organizational Enablement Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase 2 Value Delivery

123 123 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Enablement Phase 3 Value Delivery

124 124 Organizational Transformation Adopt Practices Personal Transformation Product Definition Planning Coordination Continuous Improvement Delivery Practices Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Enablement Phase 3 Value Delivery

125 125 Product Definition Planning Coordination Continuous Improvement Delivery Practices Organizational Transformation Adopt Practices Personal Transformation Organizational Enablement Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase 3 Value Delivery

126 126 Product Definition Planning Coordination Continuous Improvement Delivery Practices Value Delivery Organizational Transformation Adopt Practices Personal Transformation Organizational Enablement Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase 3

127 Phase I - Cadence Continuous Strategic Release Iteration Daily

128 Phase I - Cadence Continuous Strategic Release Iteration Daily

129 Phase I - Cadence Continuous Strategic Release Iteration Daily

130 Phase I - Cadence Continuous Strategic Release Iteration Daily

131 Phase I - Cadence Continuous Strategic Release Iteration Daily

132 Phase 2 - Cadence Continuous Strategic Release Iteration Daily

133 Phase 2 - Cadence Continuous Strategic Release Iteration Daily

134 Phase 2 - Cadence Continuous Strategic Release Iteration Daily

135 Phase 2 - Cadence Continuous Strategic Release Iteration Daily

136 Phase 3 - Cadence Continuous Strategic Release Iteration Daily

137 A Few Scenarios

138 Single Team/Single Product Sub 25 person product company and a start-up Started with team level practices Lots of attention early to team culture Began engaging senior leaders on strategy and portfolio management Currently integrating marketing, sales, and support

139 Multi-Team/Single Product Sub-100 person product company. 10 years old and privately owned. Program level first.. established a PO team 3 tightly integrated Scrum teams Defined the portfolio governance layer Established the relationship between strategy and support Modeled the overall value stream and wrapped the Scrum process in a two-tiered Kanban

140 Multi-Team/Multi- Product Sub-300 person organization. 100 person development organization. 8 Scrum teams. Big-bang team-level adoption Teams aligned by products Product ownership by product Program and portfolio level views established Limiting projects in progress Solid release planning Integration with upstream and downstream planning processes

141 Multi-Team/Multi- Product Large multi-national organization. Scope is a 500 person development organization with 55 Scrum teams. Started with a basic view of the portfolio layer Portfolio level value stream mapping, RACI Built out the program management layer with PO teams to develop a requirements management capability Program level value stream mapping, RACI, introduced agile tooling Introduced Scrum at the team level

142 Products of Products Large multi-national company. Geographically dispersed. Products of products. Scrum teams by product/component Product Owner teams established Portfolio level governance model Lean/TOC planning model Integration with a traditional PMO for metrics and reporting

143 Source: Guitar Mummies

144 Agile Program and Portfolio Management 9:00 AM | Thursday | Austin 1-3 | Mike Cottmeyer

145 Mike Cottmeyer twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer Slides at


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