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Agile-transformation&metrics

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Franky Redant
Franky Redant

An agile transformation involves changing mindsets, methods, behaviors, and culture across multiple levels of an organization. The document describes an iterative and incremental approach to agile transformations involving four phases - initiate, care, support, and sustain. It focuses on transforming teams first before scaling transformations to higher levels like teams of teams and the entire organization. Coaching plays a key role in carefully guiding transformations at each level through assessments, training, facilitating meetings and providing ongoing support. The goal is to win over minds and continuously improve transformations in an adaptive way.

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Agile transformations Cegeka-AgileintheCore August18,2016 FRANKY REDANT &JANDEBAERE
Agile-transformation&metrics
“AgileTransformations are complex, one should make them as simple as possible while keeping in mind that they remain a complex matter.”
TransformationsAgile becoming agile mindset ability grow evolve emerge change methods behaviour values principles practices innovate thinking
AgileTransformationApproach(*) Care Suppo rt Initiat e Sustai n Team of Teams TEAM TEAM of TEAMS ORGANISATION Mindset, method, tools Structures, systems Culture, Leadership Strategy * ( cc - 2015, the Agile Transformation Approach (ATAp) designed by Franky Redant) Foundations, goals, principles Legend: Teal Team = Transformation Team Blue teams = management teams Green teams = operational teams (dev-ops) Transformation Team Assessment of Agility Assessment, readiness criteria Care Suppo rt Initiat e Sustai n Team of Teams Care Suppo rt Initiat e Sustai n Team of Teams Team Team of Teams Team Team Team of Teams Team of Teams Team of Teams AgileValues&principles
AgileTransformation S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI C S SI CTEAM TEAM of TEAMS ORGANISATION S SI C S SI C S SI C S SI C S SI C S SI C S SI C Iterative & Incremental Adaptive&Empirical
www.cegeka.com AgilityTriad Value Creation Operational Excellence Leadership Collaboration Agile Values & principles Performance Technical Excellence Alignment Customer Delight Strategic Benefit Agile Culture
www.cegeka.com Interviews Observations Information radiators reviews Gemba walks Improvement workshop Agile culture Operational Excellence Build initial transformation backlog View on current structures & systems Understand context & culture Assessements Goals Measures Practices Assessment Value Created View on Agile maturity (level of Agility)
www.cegeka.com Preconditions Active Sr Management involvement Transition team known and dedicated Management open to coaching Start transformation Hold Conditions
www.cegeka.com Approach– The Transformationteam Why ? Who? How? What? Typically: Sponsor of the agile transformation Stakeholder from the pilot teams Agile coaches Lead the transition agilely Inspire and coach Role modeling Understand progress Encourage improvement Maintaining backlog Taking action Regular alignment Solve impediments Provide active support Find solutions …
www.cegeka.com Care Support Initiate Sustain SituationalCoachingModel- SCM(*) – Teams eval eval eval (© 2014, SCM (SituationalCoaching Model) designed by Franky Redant and Jan De Baere)
www.cegeka.com The fourphasesofmaturity Initiate Care Stabilize output & have predictable delivery Support Sustain Predictability is within 20% range for 3 successive sprints For example: • Teams setup • Roles are clear and assigned • Trainings are given • Initial backlog • Visualisation is setup Typical examples - 30% less incidents - Increase Output with 30% - Predictability within 10% range - Decrease deployment cycle time with 50% Typical examples: - Faster time to market. - Increased delivery of business value - Capacity utilization - Feedback cycle time - Design in process inventory Next phase when All todo’s are done (see list) Install the basics Find your team grow Objective(s) Further growth and realize results Defined Objective(s) has/have been reached Predictability: planned vs actual velocity, throughput, cycle time N/A What? Objective
www.cegeka.com Maturitylevels: team level • Trainings  Introduction agile and scrum and XP practices • Foundations  Stable team composition  PO & SM known  Sprint Schedule is agreed and planned  Team Agreements  Visualisation e.g. Scrum/kanban board • Create backlog or optimize backlog  Create an initial product backlog, prioritized and estimated (high-level)  Create sprint backlog Initiate All boxes are checked Goal
www.cegeka.com Maturitylevels: team level • Prepare all meetings and ceremonies with coach and coach assists in all meetings + feedback • 1on1 or role focused coaching sessions  Scrum masters, Product owners & proxies, Architects (technical coach might be required) • On the job training of techniques and practices as necessary  Story mapping, impact mapping, poker planning estimations, retrospective techniques, … • Visualize solution foundation  Dependencies, stakeholders  Draw component diagram, domain model, context diagram • Start metrics and reports  Velocity, capacity  Scope evolution charts, burndowns, burn-ups  E.g. Sprint report, Agile radar self-assessment for team progress Care 3 successive sprints there is less then 20% deviation between planned and actual Goal
www.cegeka.com Maturitylevels: team level • Coach assists in meetings + feedback • Optimisation of discipline and improve self- organization  Predictable velocity • 1on1 or role focused coaching sessions  Scrum masters, Product owners & proxies, Architects (technical coach might be required) • Support roles with advise on request • Technical coaching where needed • Provide references to continuously learn (other activities as needed or requested) Support Goal Team & coach together: -define next objective -reach next objective
www.cegeka.com Maturitylevels: team level • Further recommendations • On demand  1on1 or roles coaching sessions  meeting assistance  refreshment courses.  Additional training  Facilitation  Assessment of progress and status. Sustain Goal Team -define next objective -reach next objective
www.cegeka.com Maturitylevels: team of team level • Start visualizing  Release train planning board. (PI planning board) • Trainings  Safe primer (involved stakeholders)  Kanban and Flow management • Make or Reconfirm agreements  Aligned sprint Schedules, PI schedule  Release Train Agreements  DOD, DOR for PI  PI board, principles and practices Initiate All boxes are checked Goal
www.cegeka.com Maturitylevels: team of team level • Prepare all meetings with coach + feedback  PI Planning meeting  System demos  Inspect and adapt  Scrum of Scrums  Feature Refinement workshops • 1on1 or role focused coaching sessions  Release train engineer, System Architects (technical coach might be required), Product management • Workshop on techniques and practices as necessary  Story mapping, impact mapping, poker planning estimations, retrospective techniques, … • Start metrics and reports  Velocity, capacity,  CFD, Scope evolution charts, burndowns, burn-ups, … Care One PI with less then 20% deviation between planned and actual Goal
www.cegeka.com Maturitylevels: team of team level • Coach assists in meetings • Feedback sessions on meetings • 1on1 or role focused coaching sessions  Release train engineers, Product management, System Architects (technical coach might be required) • Support roles with advise on request. • Provide references to continuously learn (other activities as needed or requested) Support Goal Team & coach together: -define next objective -reach next objective
www.cegeka.com Maturitylevels: team of team level • Final status report with further recommendations. • On demand  1on1 or roles coaching sessions  meeting assistance  refreshment courses.  Additional training  Facilitation  Assessment of progress and status Further recommendations Sustain Goal Team -define next objective -reach next objective
Timingsof a coachingcycle 0 3 - 4 6+ Evaluate? Time in months %ofteams to care Timeboxes of 3 months Evaluation after timebox Transformation team decides
www.cegeka.com Thisis an evolvingmodel. Continuously improve and elaborate Iterative Empirical Adaptive Incremental
www.cegeka.com “An Agile Transformation is winning minds over implementing processes and tools.”
www.cegeka.com
CONTACT Universiteitslaan 9 3500 Hasselt, Belgium Phone: +32 11 24 02 34 Fax: +32 11 23 34 25 facebook.com/cegeka @cegeka info@cegeka.be linkedin.com/company/cegeka www.cegeka.com

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Agile-transformation&metrics

  • 3. “AgileTransformations are complex, one should make them as simple as possible while keeping in mind that they remain a complex matter.”
  • 5. AgileTransformationApproach(*) Care Suppo rt Initiat e Sustai n Team of Teams TEAM TEAM of TEAMS ORGANISATION Mindset, method, tools Structures, systems Culture, Leadership Strategy * ( cc - 2015, the Agile Transformation Approach (ATAp) designed by Franky Redant) Foundations, goals, principles Legend: Teal Team = Transformation Team Blue teams = management teams Green teams = operational teams (dev-ops) Transformation Team Assessment of Agility Assessment, readiness criteria Care Suppo rt Initiat e Sustai n Team of Teams Care Suppo rt Initiat e Sustai n Team of Teams Team Team of Teams Team Team Team of Teams Team of Teams Team of Teams AgileValues&principles
  • 8. www.cegeka.com Interviews Observations Information radiators reviews Gemba walks Improvement workshop Agile culture Operational Excellence Build initial transformation backlog View on current structures & systems Understand context & culture Assessements Goals Measures Practices Assessment Value Created View on Agile maturity (level of Agility)
  • 9. www.cegeka.com Preconditions Active Sr Management involvement Transition team known and dedicated Management open to coaching Start transformation Hold Conditions
  • 10. www.cegeka.com Approach– The Transformationteam Why ? Who? How? What? Typically: Sponsor of the agile transformation Stakeholder from the pilot teams Agile coaches Lead the transition agilely Inspire and coach Role modeling Understand progress Encourage improvement Maintaining backlog Taking action Regular alignment Solve impediments Provide active support Find solutions …
  • 11. www.cegeka.com Care Support Initiate Sustain SituationalCoachingModel- SCM(*) – Teams eval eval eval (© 2014, SCM (SituationalCoaching Model) designed by Franky Redant and Jan De Baere)
  • 12. www.cegeka.com The fourphasesofmaturity Initiate Care Stabilize output & have predictable delivery Support Sustain Predictability is within 20% range for 3 successive sprints For example: • Teams setup • Roles are clear and assigned • Trainings are given • Initial backlog • Visualisation is setup Typical examples - 30% less incidents - Increase Output with 30% - Predictability within 10% range - Decrease deployment cycle time with 50% Typical examples: - Faster time to market. - Increased delivery of business value - Capacity utilization - Feedback cycle time - Design in process inventory Next phase when All todo’s are done (see list) Install the basics Find your team grow Objective(s) Further growth and realize results Defined Objective(s) has/have been reached Predictability: planned vs actual velocity, throughput, cycle time N/A What? Objective
  • 13. www.cegeka.com Maturitylevels: team level • Trainings  Introduction agile and scrum and XP practices • Foundations  Stable team composition  PO & SM known  Sprint Schedule is agreed and planned  Team Agreements  Visualisation e.g. Scrum/kanban board • Create backlog or optimize backlog  Create an initial product backlog, prioritized and estimated (high-level)  Create sprint backlog Initiate All boxes are checked Goal
  • 14. www.cegeka.com Maturitylevels: team level • Prepare all meetings and ceremonies with coach and coach assists in all meetings + feedback • 1on1 or role focused coaching sessions  Scrum masters, Product owners & proxies, Architects (technical coach might be required) • On the job training of techniques and practices as necessary  Story mapping, impact mapping, poker planning estimations, retrospective techniques, … • Visualize solution foundation  Dependencies, stakeholders  Draw component diagram, domain model, context diagram • Start metrics and reports  Velocity, capacity  Scope evolution charts, burndowns, burn-ups  E.g. Sprint report, Agile radar self-assessment for team progress Care 3 successive sprints there is less then 20% deviation between planned and actual Goal
  • 15. www.cegeka.com Maturitylevels: team level • Coach assists in meetings + feedback • Optimisation of discipline and improve self- organization  Predictable velocity • 1on1 or role focused coaching sessions  Scrum masters, Product owners & proxies, Architects (technical coach might be required) • Support roles with advise on request • Technical coaching where needed • Provide references to continuously learn (other activities as needed or requested) Support Goal Team & coach together: -define next objective -reach next objective
  • 16. www.cegeka.com Maturitylevels: team level • Further recommendations • On demand  1on1 or roles coaching sessions  meeting assistance  refreshment courses.  Additional training  Facilitation  Assessment of progress and status. Sustain Goal Team -define next objective -reach next objective
  • 17. www.cegeka.com Maturitylevels: team of team level • Start visualizing  Release train planning board. (PI planning board) • Trainings  Safe primer (involved stakeholders)  Kanban and Flow management • Make or Reconfirm agreements  Aligned sprint Schedules, PI schedule  Release Train Agreements  DOD, DOR for PI  PI board, principles and practices Initiate All boxes are checked Goal
  • 18. www.cegeka.com Maturitylevels: team of team level • Prepare all meetings with coach + feedback  PI Planning meeting  System demos  Inspect and adapt  Scrum of Scrums  Feature Refinement workshops • 1on1 or role focused coaching sessions  Release train engineer, System Architects (technical coach might be required), Product management • Workshop on techniques and practices as necessary  Story mapping, impact mapping, poker planning estimations, retrospective techniques, … • Start metrics and reports  Velocity, capacity,  CFD, Scope evolution charts, burndowns, burn-ups, … Care One PI with less then 20% deviation between planned and actual Goal
  • 19. www.cegeka.com Maturitylevels: team of team level • Coach assists in meetings • Feedback sessions on meetings • 1on1 or role focused coaching sessions  Release train engineers, Product management, System Architects (technical coach might be required) • Support roles with advise on request. • Provide references to continuously learn (other activities as needed or requested) Support Goal Team & coach together: -define next objective -reach next objective
  • 20. www.cegeka.com Maturitylevels: team of team level • Final status report with further recommendations. • On demand  1on1 or roles coaching sessions  meeting assistance  refreshment courses.  Additional training  Facilitation  Assessment of progress and status Further recommendations Sustain Goal Team -define next objective -reach next objective
  • 21. Timingsof a coachingcycle 0 3 - 4 6+ Evaluate? Time in months %ofteams to care Timeboxes of 3 months Evaluation after timebox Transformation team decides
  • 22. www.cegeka.com Thisis an evolvingmodel. Continuously improve and elaborate Iterative Empirical Adaptive Incremental
  • 23. www.cegeka.com “An Agile Transformation is winning minds over implementing processes and tools.”
  • 25. CONTACT Universiteitslaan 9 3500 Hasselt, Belgium Phone: +32 11 24 02 34 Fax: +32 11 23 34 25 facebook.com/cegeka @cegeka info@cegeka.be linkedin.com/company/cegeka www.cegeka.com

Editor's Notes

  1. Simplicity or simplexity : Basic models of flocking behavior are controlled by three simple rules: Separation - avoid crowding neighbors (short range repulsion) Alignment - steer towards average heading of neighbors Cohesion - steer towards average position of neighbors (long range attraction) With these three simple rules, the flock moves in an extremely realistic way, creating complex motion and interaction that would be extremely hard to create otherwise. But the movement of the sparrows is unpredictable even if the ruleset is simple.
  2. Team of Teams - collaobation between teams - interaction between groups of teams - dependencies, processes, coordination between teams of teams
  3. Dedicated : Focus, agreements and priorities.
  4. Why ? Who ? How ? Meeting schedules, principles,… What ? Transformation Backlog
  5. 0 – not started yet (Add awareness items) 1 – The basics See transition backlog split with details for minimals DevOps teams setup: S07.12, S07.15, S07.22, S07.23, S07.24, S07.30, S07.31, S07.32, S07.33, S07.34, S07.35, S07.38 Release train setup: S01.02, S01.03, S01.04, S01.05, S01.07, S04.35, S04.36, S04.37, S04.38, S04.52, S04.53, S07.06 All roles are filled and clear: S02.03, S02.08, S02.09, S04.06, S04.07, S04.08, S04.09, S04.10, S04.11, S04.12, S04.13, S04.14, S04.15, S07.03, S07.04, S07.05, S07.08, S07.10 2- a. Stabilize feature output by measuring variance in the number of features (feature points) delivered (eg. Measure how many feature points a train delivers over time and if they become a stable in delivering it!) b. Have predictability: Do we deliver the planned work – or do we deviate. EG. Planned versus actual % graph This is being done per type of work