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Step-by-Step Guide to Leading a Large-Scale Agile Transformation

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A few years ago everyone wanted to know how to convince their executives to go agile. Today, executives are asking their teams how they'll make the transformation. We have made significant progress changing the hearts and minds of senior leadership, but executives now demand a greater level of assurance that the plan is actually going to work. Executives are tired of being told to trust the team and that everything will be okay. Executives want to know how agile is going to help make things better. Mike Cottmeyer begins by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next, he considers how to assess the organization and build an agile transformation strategy and roadmap that encourage an iterative and incremental approach to change. Finally, Mike explores the metrics and controls that help you know if you're on the right track. Explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise.

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AW10 Enterprise Agile 11/16/2016 4:15:00 PM Step-by-Step Guide to Leading a Large- Scale Agile Transformation Presented by: Mike Cottmeyer LeadingAgile, LLC Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888--‐268--‐8770 ·∙ 904--‐278--‐0524 - info@techwell.com - http://www.stareast.techwell.com/
Mike Cottmeyer LeadingAgile, LLC LeadingAgile CEO and founder Mike Cottmeyer is passionate about solving the challenges associated with agile in larger, more complex enterprises. To that end, he and his team are dedicated to providing large-scale agile transformation services to help pragmatically, incrementally, and safely introduce agile methods. Mike spends most of his time leading and growing LeadingAgile, doing sales and business development, developing content, and providing strategic coaching for clients.
11/4/2016 1 THE EXECUTIVES GUIDE To Leading Large Scale Agile Transformation mike@leadingagile.com 404-312-1471 MIKE COTTMEYER www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer
11/4/2016 2 Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress
11/4/2016 3 Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress
11/4/2016 4 THE GAME HAS CHANGED EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders
11/4/2016 5 EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders
11/4/2016 6 EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders Key Point Even if we believe in self- organization, many executives will not buy into an unplanned, emergent style of agile transformation…transformation…
11/4/2016 7 WHAT DO YOU BELIEVE ABOUT TRANSFORMATION? Culture BELIEFS… PracticesSystems
11/4/2016 8 • Focused on changing hearts and minds CULTURE DRIVEN Culture PracticesSystems hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles PracticesSystems • Focused on changing hearts and minds CULTURE DRIVEN Culture PracticesSystems hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles • Belief that delivery systems will emergePracticesSystems systems will emerge based on new thinking
11/4/2016 9 • Focused on the things that you do PRACTICES DRIVEN Practices SystemsCulture that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven SystemsCulture • Focused on the things that you do PRACTICES DRIVEN Practices SystemsCulture that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven B li f th t il iSystemsCulture • Belief that agile is a process or way to work
11/4/2016 10 • Focused on forming teams and governing the SYSTEMS DRIVEN Systems CulturePractices teams and governing the flow of value • Focused on aligning the organization first CulturePractices • Focused on forming teams and governing the SYSTEMS DRIVEN Systems CulturePractices teams and governing the flow of value • Focused on aligning the organization first • Belief that culture and practices only emerge within a rational structuralCulturePractices within a rational structural and planning framework
11/4/2016 11 Systems ... all three are essential, but where you start WHERE TO START? y CulturePractices is also essential… WHAT DO I MEAN BY SYSTEMS?
11/4/2016 12 Backlog Backlog Backlog Backlog Backlogs
11/4/2016 13 Teams Backlog Backlog Backlog Backlog Backlogs Teams Teams Backlog Backlog Backlog Backlog Working Tested Software Backlogs Teams Working Tested Software
11/4/2016 14 Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean? Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean?
11/4/2016 15 Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean? Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean?
11/4/2016 16 Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement? Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement?
11/4/2016 17 Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement? Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement?
11/4/2016 18 WHAT GETS IN THE WAY? Team
11/4/2016 19 Matrixed Organizations Team Matrixed Organizations Non-instantly Available Resources Team
11/4/2016 20 Matrixed Organizations Non-instantly Available Resources Limited Access to Subject Matter Expertise Team Matrixed Organizations Non-instantly Available Resources Limited Access to Subject Matter Expertise Team Shared Requirements Between Teams
11/4/2016 21 Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Team Shared Requirements Between Teams Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Large Products with Diverse Technology Team Shared Requirements Between Teams
11/4/2016 22 Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Large Products with Diverse Technology Team Shared Requirements Between Teams Technical Debt & Defects Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Large Products with Diverse Technology Team Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects
11/4/2016 23 A THEORY OF TRANSFORMATION Theory of Transformation Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested softwareworking tested software
11/4/2016 24 Theory of Transformation Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agilitystrategy that supports agility Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformationimpediment to transformation
11/4/2016 25 Theory of Transformation Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over timeculture emerge over time ORGANIZING THE WORK
11/4/2016 26 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 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team
11/4/2016 27 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. Team Team 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. Programs Teams – These teams Team 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. Team Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team
11/4/2016 28 TeamTeamTeam Product & Services Teams Team Team Team Team Program Team Team Team TeamTeamTeam Product & Services Teams Program Teams Team Team Team Team
11/4/2016 29 Team Program Portfolio Teams Team Team Team TeamTeamTeam Product & Services Teams Program Teams Team Team Team Team Team Program Portfolio Teams Product & Services Teams Scrum Team Team Team TeamTeamTeam Program Teams Team Team Team Team
11/4/2016 30 Program Portfolio Teams Kanban Team Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Program Portfolio Teams Kanban Kanban Team Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team
11/4/2016 31 Program Portfolio Teams Kanban Kanban Team Product & Services Teams Program Teams Scrum Kanban Team Team Team • Backlog Size • Velocity • Burndown • Escaped Defectsp • Commit % Ratio • Acceptance % Ratio • Scope Change Program Portfolio Teams Kanban Kanban Team • Cycle Time Product & Services Teams Program Teams Scrum Kanbany • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defectsp • Commit % Rate • Acceptance % Ratio • Scope Change
11/4/2016 32 Program Portfolio Teams Kanban Kanban • Cycle Time • Takt Time/Cycle Time • Time/Cost/Scope/Value • RIO/Capitalization Product & Services Teams Program Teams Scrum Kanban • Backlog Size • Velocity • Burndown • Escaped Defects y • Features Blocked • Rework/Defects p • Commit % Ratio • Acceptance % Ratio • Scope Change INCREMENTAL TRANSFORMATION (EXPEDITIONS)
11/4/2016 33 Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Increment One Program Portfolio Teams Kanban Kanban Team Agile Pilot Agile Rollout Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Increment One Increment Two
11/4/2016 34 Program Portfolio Teams Kanban Kanban Team Agile Pilot Agile Rollout Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Increment One Three - N ITERATIVE TRANSFORMATION (BASECAMPS)
11/4/2016 35 Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Iteration One Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Iteration Two
11/4/2016 36 Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Iteration Three Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Iteration Four Team Team Team Team
11/4/2016 37 Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Five Team Team TeamTeam EXPEDITIONS & BASECAMPS
11/4/2016 38 Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration One Team Team TeamTeam Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Team Team TeamTeam Iteration Two
11/4/2016 39 Program Portfolio Teams Kanban Kanban Agile Pilot Agile Rollout Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Three Iteration One Team Team TeamTeam Program Portfolio Teams Kanban Kanban Agile Pilot Agile Rollout Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Four Iteration Two Team Team TeamTeam
11/4/2016 40 Program Portfolio Teams Kanban Kanban Agile Pilot Agile Rollout Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Five Iteration Three Team Team TeamTeam THE EXECUTIVES GUIDE
11/4/2016 41 STEP ONE A il E ti H ld th Build a Leadership Coalition Why How What • Agile transformation isn’t something that can be done to the organization • They have to • Executive Steering Committee • Transformation Leadership Team • Hold the organization accountable • Remove impediments • Plan the work • Review• They have to be full participants • Review progress • Inspect and adapt STEP TWO W h t C t T f ti Define an End-State Vision Why How What • We have to have some idea of where we are going before we start • We accept the plan will • Create a working hypothesis for structure, governance, and metrics • Plan to • Transformation Workshop • Pilot • Broad Organizational Rollout • Createplan will change • Plan to Progressively Elaborate • Create feedback loops
11/4/2016 42 STEP THREE W h t b E diti Wh t t Build a Roadmap Why How What • We have to be able to give the organization some idea of what we are doing when • Expeditions • Basecamps • Sequenced in Time • What teams are going to formed • What training do they need • What coaching do they needdoing, when, and for how long do they need • When will all this happen? STEP FOUR V i il t T f ti W k b k Maintain a Rolling 90-Day Plan Why How What • Very similar to an agile release plan, we want a rolling 90 day, fairly specific view of what is • Transformation leadership team meets periodically to plan forward, assess progress and • Week by week training and coaching plans • Detailed resource planning • Expectedview of what is going to take place progress, and adjust as necessary • Expected activities and outcomes
11/4/2016 43 STEP FIVE V i il t ELT i S h d l d Conduct 30-Day Checkpoints Why How What • Very similar to the sprint cycle in Scrum • We want to periodically assess progress • ELT reviews progress against strategy and outcomes • TLT focuses on how well • Scheduled recurring meetings • Review planning artifacts • Reviewprogress, retrospect, and adjust on how well the plan is moving along • Review metrics • Improvement plans STEP SIX Th h l C t A t Connect Activity to Outcomes Why How What • The whole reason we are doing this is to get better business outcomes • This is where • Create hypotheses • Conduct experiments • Demonstrate outcomes • Pivot based on • Assessments • Status Reports • Coaching Plans • This is where we begin justifying the investment • Pivot based on what we learn
11/4/2016 44 STEP SEVEN W t t b B i A t Connect Outcomes to Business Objectives Why How What • We want to be able to trace improvements in the system to tangible business benefits • Business metric baselines • Regularly show progress • Update coaching plans • Assessment Outcomes • Transformation metrics • Business Metrics benefits coaching plans as necessary STEP EIGHT O R th R fi th Incorporate Feedback Why How What • Our understanding will evolve throughout the transformation • Re-assess the End-State Vision based on the evolving understanding • Refine the End-State Vision and the Roadmap
11/4/2016 45 STEP NINE L tti R l T H ll Manage Communication Why How What • Letting everyone know what is going on and the success of the program will create • Regular communication from leadership • Be transparent about progress and • Town Halls • Executive roundtables • Signage • Information Radiators • Cadence ofcreate excitement and energy and impediments • Cadence of Accountability STEP TEN U d t d Cl it T Create Safety For Everyone Involved Why How What • Understand what’s in it for everyone involved and help them see where they fit in the new • Clarity • Accountability • Measureable progress • Team assignments • Staffing plans • Job descriptions • Job aids • Communitiesin the new organization • Communities of Practice
11/4/2016 46 IN CONCLUSION… In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled
11/4/2016 47 In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled
11/4/2016 48 In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled mike@leadingagile.com 404-312-1471 MIKE COTTMEYER www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer

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Step-by-Step Guide to Leading a Large-Scale Agile Transformation

  • 1. AW10 Enterprise Agile 11/16/2016 4:15:00 PM Step-by-Step Guide to Leading a Large- Scale Agile Transformation Presented by: Mike Cottmeyer LeadingAgile, LLC Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888--‐268--‐8770 ·∙ 904--‐278--‐0524 - info@techwell.com - http://www.stareast.techwell.com/
  • 2. Mike Cottmeyer LeadingAgile, LLC LeadingAgile CEO and founder Mike Cottmeyer is passionate about solving the challenges associated with agile in larger, more complex enterprises. To that end, he and his team are dedicated to providing large-scale agile transformation services to help pragmatically, incrementally, and safely introduce agile methods. Mike spends most of his time leading and growing LeadingAgile, doing sales and business development, developing content, and providing strategic coaching for clients.
  • 3. 11/4/2016 1 THE EXECUTIVES GUIDE To Leading Large Scale Agile Transformation mike@leadingagile.com 404-312-1471 MIKE COTTMEYER www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer
  • 4. 11/4/2016 2 Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress
  • 5. 11/4/2016 3 Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress Brief Agenda Understand Ho to Think• Understand How to Think About Transformation • Discuss How to Organize Transformation Work • Explore How to PlanExplore How to Plan, Manage, and Track Progress
  • 6. 11/4/2016 4 THE GAME HAS CHANGED EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders
  • 7. 11/4/2016 5 EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders
  • 8. 11/4/2016 6 EXECUTIVES CARE… • Executives want to adopt agile but don’t• Executives want to adopt agile but don t know how • They need line of sight to how the transformation is going to unfold • Have to be able to continuously justifya e o be ab e o co uous y jus y the economics of the transformation to key stakeholders Key Point Even if we believe in self- organization, many executives will not buy into an unplanned, emergent style of agile transformation…transformation…
  • 9. 11/4/2016 7 WHAT DO YOU BELIEVE ABOUT TRANSFORMATION? Culture BELIEFS… PracticesSystems
  • 10. 11/4/2016 8 • Focused on changing hearts and minds CULTURE DRIVEN Culture PracticesSystems hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles PracticesSystems • Focused on changing hearts and minds CULTURE DRIVEN Culture PracticesSystems hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles • Belief that delivery systems will emergePracticesSystems systems will emerge based on new thinking
  • 11. 11/4/2016 9 • Focused on the things that you do PRACTICES DRIVEN Practices SystemsCulture that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven SystemsCulture • Focused on the things that you do PRACTICES DRIVEN Practices SystemsCulture that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven B li f th t il iSystemsCulture • Belief that agile is a process or way to work
  • 12. 11/4/2016 10 • Focused on forming teams and governing the SYSTEMS DRIVEN Systems CulturePractices teams and governing the flow of value • Focused on aligning the organization first CulturePractices • Focused on forming teams and governing the SYSTEMS DRIVEN Systems CulturePractices teams and governing the flow of value • Focused on aligning the organization first • Belief that culture and practices only emerge within a rational structuralCulturePractices within a rational structural and planning framework
  • 13. 11/4/2016 11 Systems ... all three are essential, but where you start WHERE TO START? y CulturePractices is also essential… WHAT DO I MEAN BY SYSTEMS?
  • 16. 11/4/2016 14 Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean? Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean?
  • 17. 11/4/2016 15 Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean? Teams Backlog Backlog Backlog Backlog Working Tested Software • INVEST • CCC • Small enough for the team to • Everything and everyone necessary to deliver • Meets acceptance criteria • No known Backlogs Teams Working Tested Software for the team to develop in a day or so deliver No known defects • No technical debt What Do I Mean?
  • 18. 11/4/2016 16 Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement? Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement?
  • 19. 11/4/2016 17 Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement? Teams Backlog Backlog Backlog Backlog Working Tested Software Governance Structure Metrics & Tools • Governance is the way we make economic • They way we form teams and foster collaboration • What do we measure, how do we baseline What Do They Look Like at Scale? economic tradeoffs in the face of constraints collaboration at all levels of the organization baseline performance and show improvement?
  • 20. 11/4/2016 18 WHAT GETS IN THE WAY? Team
  • 22. 11/4/2016 20 Matrixed Organizations Non-instantly Available Resources Limited Access to Subject Matter Expertise Team Matrixed Organizations Non-instantly Available Resources Limited Access to Subject Matter Expertise Team Shared Requirements Between Teams
  • 23. 11/4/2016 21 Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Team Shared Requirements Between Teams Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Large Products with Diverse Technology Team Shared Requirements Between Teams
  • 24. 11/4/2016 22 Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Large Products with Diverse Technology Team Shared Requirements Between Teams Technical Debt & Defects Matrixed Organizations Non-instantly Available Resources Too Much Work In Process Limited Access to Subject Matter Expertise Large Products with Diverse Technology Team Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects
  • 25. 11/4/2016 23 A THEORY OF TRANSFORMATION Theory of Transformation Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested softwareworking tested software
  • 26. 11/4/2016 24 Theory of Transformation Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agilitystrategy that supports agility Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformationimpediment to transformation
  • 27. 11/4/2016 25 Theory of Transformation Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over timeculture emerge over time ORGANIZING THE WORK
  • 28. 11/4/2016 26 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 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team
  • 29. 11/4/2016 27 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. Team Team 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. Programs Teams – These teams Team 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. Team Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team
  • 30. 11/4/2016 28 TeamTeamTeam Product & Services Teams Team Team Team Team Program Team Team Team TeamTeamTeam Product & Services Teams Program Teams Team Team Team Team
  • 31. 11/4/2016 29 Team Program Portfolio Teams Team Team Team TeamTeamTeam Product & Services Teams Program Teams Team Team Team Team Team Program Portfolio Teams Product & Services Teams Scrum Team Team Team TeamTeamTeam Program Teams Team Team Team Team
  • 32. 11/4/2016 30 Program Portfolio Teams Kanban Team Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Program Portfolio Teams Kanban Kanban Team Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team
  • 33. 11/4/2016 31 Program Portfolio Teams Kanban Kanban Team Product & Services Teams Program Teams Scrum Kanban Team Team Team • Backlog Size • Velocity • Burndown • Escaped Defectsp • Commit % Ratio • Acceptance % Ratio • Scope Change Program Portfolio Teams Kanban Kanban Team • Cycle Time Product & Services Teams Program Teams Scrum Kanbany • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defectsp • Commit % Rate • Acceptance % Ratio • Scope Change
  • 34. 11/4/2016 32 Program Portfolio Teams Kanban Kanban • Cycle Time • Takt Time/Cycle Time • Time/Cost/Scope/Value • RIO/Capitalization Product & Services Teams Program Teams Scrum Kanban • Backlog Size • Velocity • Burndown • Escaped Defects y • Features Blocked • Rework/Defects p • Commit % Ratio • Acceptance % Ratio • Scope Change INCREMENTAL TRANSFORMATION (EXPEDITIONS)
  • 35. 11/4/2016 33 Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Increment One Program Portfolio Teams Kanban Kanban Team Agile Pilot Agile Rollout Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Increment One Increment Two
  • 36. 11/4/2016 34 Program Portfolio Teams Kanban Kanban Team Agile Pilot Agile Rollout Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Increment One Three - N ITERATIVE TRANSFORMATION (BASECAMPS)
  • 37. 11/4/2016 35 Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Iteration One Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Iteration Two
  • 38. 11/4/2016 36 Program Portfolio Teams Kanban Kanban Team Agile Pilot Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Team Team Team Team Iteration Three Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team Team TeamTeamTeam Iteration Four Team Team Team Team
  • 39. 11/4/2016 37 Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Five Team Team TeamTeam EXPEDITIONS & BASECAMPS
  • 40. 11/4/2016 38 Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration One Team Team TeamTeam Program Portfolio Teams Kanban Kanban Agile Pilot Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Team Team TeamTeam Iteration Two
  • 41. 11/4/2016 39 Program Portfolio Teams Kanban Kanban Agile Pilot Agile Rollout Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Three Iteration One Team Team TeamTeam Program Portfolio Teams Kanban Kanban Agile Pilot Agile Rollout Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Four Iteration Two Team Team TeamTeam
  • 42. 11/4/2016 40 Program Portfolio Teams Kanban Kanban Agile Pilot Agile Rollout Team Product & Services Teams Program Teams Scrum Kanban Team Team TeamTeamTeam Team Iteration Five Iteration Three Team Team TeamTeam THE EXECUTIVES GUIDE
  • 43. 11/4/2016 41 STEP ONE A il E ti H ld th Build a Leadership Coalition Why How What • Agile transformation isn’t something that can be done to the organization • They have to • Executive Steering Committee • Transformation Leadership Team • Hold the organization accountable • Remove impediments • Plan the work • Review• They have to be full participants • Review progress • Inspect and adapt STEP TWO W h t C t T f ti Define an End-State Vision Why How What • We have to have some idea of where we are going before we start • We accept the plan will • Create a working hypothesis for structure, governance, and metrics • Plan to • Transformation Workshop • Pilot • Broad Organizational Rollout • Createplan will change • Plan to Progressively Elaborate • Create feedback loops
  • 44. 11/4/2016 42 STEP THREE W h t b E diti Wh t t Build a Roadmap Why How What • We have to be able to give the organization some idea of what we are doing when • Expeditions • Basecamps • Sequenced in Time • What teams are going to formed • What training do they need • What coaching do they needdoing, when, and for how long do they need • When will all this happen? STEP FOUR V i il t T f ti W k b k Maintain a Rolling 90-Day Plan Why How What • Very similar to an agile release plan, we want a rolling 90 day, fairly specific view of what is • Transformation leadership team meets periodically to plan forward, assess progress and • Week by week training and coaching plans • Detailed resource planning • Expectedview of what is going to take place progress, and adjust as necessary • Expected activities and outcomes
  • 45. 11/4/2016 43 STEP FIVE V i il t ELT i S h d l d Conduct 30-Day Checkpoints Why How What • Very similar to the sprint cycle in Scrum • We want to periodically assess progress • ELT reviews progress against strategy and outcomes • TLT focuses on how well • Scheduled recurring meetings • Review planning artifacts • Reviewprogress, retrospect, and adjust on how well the plan is moving along • Review metrics • Improvement plans STEP SIX Th h l C t A t Connect Activity to Outcomes Why How What • The whole reason we are doing this is to get better business outcomes • This is where • Create hypotheses • Conduct experiments • Demonstrate outcomes • Pivot based on • Assessments • Status Reports • Coaching Plans • This is where we begin justifying the investment • Pivot based on what we learn
  • 46. 11/4/2016 44 STEP SEVEN W t t b B i A t Connect Outcomes to Business Objectives Why How What • We want to be able to trace improvements in the system to tangible business benefits • Business metric baselines • Regularly show progress • Update coaching plans • Assessment Outcomes • Transformation metrics • Business Metrics benefits coaching plans as necessary STEP EIGHT O R th R fi th Incorporate Feedback Why How What • Our understanding will evolve throughout the transformation • Re-assess the End-State Vision based on the evolving understanding • Refine the End-State Vision and the Roadmap
  • 47. 11/4/2016 45 STEP NINE L tti R l T H ll Manage Communication Why How What • Letting everyone know what is going on and the success of the program will create • Regular communication from leadership • Be transparent about progress and • Town Halls • Executive roundtables • Signage • Information Radiators • Cadence ofcreate excitement and energy and impediments • Cadence of Accountability STEP TEN U d t d Cl it T Create Safety For Everyone Involved Why How What • Understand what’s in it for everyone involved and help them see where they fit in the new • Clarity • Accountability • Measureable progress • Team assignments • Staffing plans • Job descriptions • Job aids • Communitiesin the new organization • Communities of Practice
  • 48. 11/4/2016 46 IN CONCLUSION… In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled
  • 49. 11/4/2016 47 In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled
  • 50. 11/4/2016 48 In Conclusion… Adopting agile is a s stems• Adopting agile is a systems problem, especially at scale • Performant organizations are the unit of value • Change can be plannedChange can be planned, measured, and controlled mike@leadingagile.com 404-312-1471 MIKE COTTMEYER www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer