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WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 1.

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Presentation on theme: "WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 1."— Presentation transcript:

1 WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 1

2 twitter.com/hi11e1 facebook.com/leadingagile linkedin.com/in/hillelglazer Hillel Glazer

3 WHY AGILE WORKS ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 3

4 Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 4

5 Team User Story ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 5

6 Team Database Report Screen User Story ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 6

7 Team Database Report Screen User Story Clarity ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 7

8 Team Database Report Screen User Story Clarity Accountability ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 8

9 Team Database Report Screen User Story Clarity Accountability Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 9

10 WHY AGILE WORKS AT SCALE ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 10

11 Team Database Report Screen User Story Clarity Accountability Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 11

12 Team Database Report Screen User Story Structure Accountability Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 12

13 Team Database Report Screen User Story Governance Measureable Progress Structure ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 13

14 Team Database Report Screen User Story Governance Metrics & Tools Structure ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 14

15 WHY AGILE FAILS ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 15

16 Team Database Report Screen User Story Lack of Clarity ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 16

17 Team Database Report Screen User Story Lack of Clarity Lack of Accountability ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 17

18 Team Database Report Screen User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 18

19 WHY AGILE FAILS AT SCALE ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 19

20 Team Database Report Screen User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 20

21 Team Database Report Screen User Story Lack of Structure Lack of Governance Lack of Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 21

22 Team Database Report Screen User Story Lack of Governance Lack of Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 22 Lack of Structure

23 Team Database Report Screen User Story Lack of Metrics & Tools Lack of Structure Lack of Governance ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 23

24 ORGANIZATIONAL BARRIERS ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 24

25 Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 25

26 Matrixed Organizations Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 26

27 Matrixed Organizations Non-instantly Available Resources Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 27

28 Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 28

29 Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 29

30 Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 30

31 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 ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 31

32 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 ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 32

33 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 ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 33

34 WHERE DO YOU GET STARTED? ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 34

35 Team Database Report Screen User Story ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 35

36 Team Database Report Screen User Story Remember the goal… ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 36

37 Team Database Report Screen User Story Clarity ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 37

38 Team Database Report Screen User Story Clarity Accountability ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 38

39 Team Database Report Screen User Story Clarity Accountability Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 39

40 Team Database Report Screen User Story … at all levels of scale ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 40

41 CulturePracticesStructure ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 41

42 CulturePracticesStructure... all three are essential, but where do you start? ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 42

43 CulturePracticesStructure Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 43

44 CulturePracticesStructure Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles Belief that delivery systems will emerge based on new thinking ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 44

45 PracticesStructureCulture Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 45

46 PracticesStructureCulture Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven Belief that agile is a process or way to work ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 46

47 StructureCulturePractices Focused on forming teams and governing the flow of value Focused on aligning the organization first ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 47

48 StructureCulturePractices Focused on forming teams and governing the flow of value Focused on aligning the organization first Belief that culture and practices only emerge within a rational structural and planning framework ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 48

49 Working Hypothesis: Agile transformation begins by defining a rational system of delivery for the enterprise

50 Working Hypothesis: True agility comes by breaking dependencies between teams across the organization

51 Working Hypothesis: Healthy culture and solid practices emerge within a rational delivery framework

52 MAPPING YOUR AGILE TRANSFORMATION ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 52

53 Predictability Adaptability ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 53

54 Predictability Adaptability Emergence Convergence ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 54

55 Predictability Adaptability Emergence Convergence ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 55

56 Predictability Adaptability Emergence Convergence AE PC ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 56

57 Predictability Adaptability Emergence Convergence AE PE PCAC ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 57

58 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 58

59 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Traditional ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 59

60 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 60

61 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 61

62 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 62

63 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB Pilot ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 63

64 Team Database Report Screen User Story Clarity Accountability Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 64

65 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB Pilot ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 65

66 Team Database Report Screen User Story Clarity Accountability Measureable Progress ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 66

67 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Adopt Pilot ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 67

68 Team Database Report Screen User Story Lack of Metrics & Tools Lack of Structure Lack of Governance ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 68

69 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 69

70 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB Low Trust ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 70

71 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB Low Trust LOB Become Predictable ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 71

72 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup LOB Low Trust LOB Become Predictable ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 72

73 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup LOB Low Trust LOB Become Predictable ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 73

74 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup LOB Low Trust LOB Become Predictable LOB Reduce Batch Size ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 74

75 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup LOB Low Trust Become PredictableReduce Batch Size Fully Decouple ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 75

76 INCREMENTAL AND ITERATIVE IMPROVEMENT ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 76

77 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 77

78 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 78

79 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 79

80 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 80

81 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 81

82 Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 82

83 STRUCTURE ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 83

84 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 84

85 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 85

86 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Team Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 86

87 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Team Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 87

88 Team Product & Services Teams ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 88

89 Team Product & Services Teams Program Teams ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 89

90 Team Product & Services Teams Program Teams Portfolio Teams ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 90

91 GOVERNANCE ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 91

92 Team Product & Services Teams Program Teams Portfolio Teams ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 92

93 Product & Services Teams Scrum Team Program Teams Portfolio Teams ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 93

94 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 94

95 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 95

96 METRICS ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 96

97 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 97

98 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 98

99 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 99

100 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 100

101 INCREMENTAL TRANSFORMATION ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 101

102 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Increment One ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 102

103 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Increment One Agile Rollout Increment Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 103

104 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Increment One Agile Rollout Three - N ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 104

105 ITERATIVE TRANSFORMATION ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 105

106 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration One ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 106

107 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 107

108 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Three ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 108

109 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Four ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 109

110 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Five ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 110

111 ITERATIVE & INCREMETNAL CHANGE ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 111

112 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration One ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 112

113 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 113

114 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Three Agile Rollout Iteration One ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 114

115 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Four Agile Rollout Iteration Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 115

116 Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Agile Pilot Iteration Five Agile Rollout Iteration Three ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 116

117 Another Way to Look at It A More Complete Solution ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 117

118 Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick Business Drivers Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 118

119 Form Teams Teach Practices Coach Teams Make the Change Focus of MOST Agile “transformations” ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 119

120 Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick What About Business Drivers? Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 120

121 Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick What About Business Drivers? Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 121

122 Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick What About Business Drivers? Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 122

123 Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick What About Business Drivers? Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 123

124 Product Teams Scrum Team Program Teams Portfolio Teams Services Teams ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 124

125 Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick Business Drivers Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 125

126 SUMMARY ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 126

127 Summary By focusing on the fundamentals of agile delivery, while systematically and methodically breaking dependencies, we can achieve true enterprise agility

128 WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. THANK YOU ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 128


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