5 1 10 Steps to a Successful Not For The Enterprise Agile Faint - - PowerPoint PPT Presentation

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5 1 10 Steps to a Successful Not For The Enterprise Agile Faint - - PowerPoint PPT Presentation

Feb 26, 2024 248 likes •590 views

WELCOME ACTIVITY 1. Stand up! Find a person from another table. 2. Discuss/Explore what might be some potential steps for a full-on enterprise Agile transformation from your context . 3. Gain consensus on your top 2 - 3 steps. Write a post-it

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SLIDE 1

WELCOME ACTIVITY

  • 1. Stand up! Find a person from

another table.

  • 2. Discuss/Explore what might be

some potential steps for a full-on enterprise Agile transformation from your context.

  • 3. Gain consensus on your top 2 -

3 steps. Write a post-it note for

  • each. Add the post-it notes to the

Potential Transformation Steps sheet.

  • 4. When done, “high five” your

new friend and return to your seat!

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5

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SLIDE 2

10 Steps to a Successful Enterprise Agile Transformation - the Precipitous Path to Predictability!

Not For The Faint of Heart!

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SLIDE 3

Mike Hall

Senior Agile Coach/Trainer

@MikeH_agile mike.hall@agilevelocity.com www.agilevelocity.com

Accelerate Agility Transformation | Training | Coaching

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SLIDE 4

Predict Accelerate Learn Align Adapt

Path to Agility

Status Quo

Chaos & Resistance

Integration & Practice

New Status Quo

The goal for the transformation cannot be to do Agile. Understanding and communicating the business

  • bjectives that will be achieved with

the transformation is a critical first step. Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place. Teams harden these newly learned practices and become more disciplined in

  • rder to deliver working

product in a predictable and iterative manner. Once the teams become disciplined and predictable, we can focus on team and organizational improvements to

  • ptimize across the full delivery cycle

and shorten time to market. Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever- changing market demands as they have transformed to an

  • rganization with true Agility.

www.AgileVelocity.com info@agilevelocity.com @agile_velocity

STEPS 1 - 4 STEPS 5 - 7 STEPS 8 - 10

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STEP 1: SitRep

“Awareness is the first step to action.”

  • Derick Virgil

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SLIDE 6
  • Understand: business process, value streams, product dev
  • How is business strategy translated/decomposed into work at the team level?
  • Perform Gemba walks
  • Ask “We” questions
  • Research evidence from the Agile world
  • No cookie-cutter solutions allowed!

Understand the Situation

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Common issues that you might see at the beginning of an enterprise Agile transformation?

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SLIDE 7

STEP 2: Transformation Goals

“A goal properly set is halfway reached.”

  • Zig Ziglar

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  • Work with business and stakeholders
  • Specific and measurable
  • May involve significant data collection - to set the

baseline

  • If skipped, cannot objectively measure the

transformation progress!

  • Create prioritized backlog of transformation work items

Establish Transformation Goals

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SLIDE 9
  • At your table, brainstorm some possible transformation

goals from your specific context

  • List some examples on post-it notes
  • Be prepared to present!
  • Hints:
  • “Go Agile” is not a valid transformation goal
  • Example transformation goals:
  • “Reduce field defects by 20%”
  • “Increase number of releases from 1 to 4 per year”
  • Etc.

ACTIVITY: Transformation Goals

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SLIDE 10

STEP 3: Agile Champions

“Alone we can do so little, together we can do so much.”

  • Helen Keller

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  • Transformation team
  • Who are the true advocates of Agile?
  • Powerful people
  • Provide operational structure to work the transformation backlog
  • Executive Steering Committee to support the Agile CoE
  • Responsibilities of the Agile CoE

Build an Agile Champions Team

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What are some responsibilities of an Agile CoE?

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STEP 4: Systems Alignment

“Only when your intent and actions are in alignment can you create the reality you desire.”

  • Steve Maraboli

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Align the Organization and Solution Approach

  • Org changes – a vertical slice at a time
  • Create cross-functional teams
  • Instantiate backlogs of prioritized business

initiatives, features, and stories

  • Short iterations
  • “Flow the work” to the teams
  • Empower the teams to deliver
  • Stable velocity -> predictability

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ACTIVITY: Team Structure

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  • As a team, explore Pros

& Cons of each team approach

  • Write a card for each

team approach, listing the Pros & Cons.

  • Extra credit: Any

conclusions when thinking of outcome- based value delivery?

  • Be prepared to present!

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STEP 5: Agile Practices

“The inventors of tools enhance civilization, but the author of ideas enables them to invent.”

  • Toba Beta

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Institute Agile Practices

  • Agile – collection of values, principles, and techniques
  • Apply what is needed, and no more!
  • Build an appropriate ecosystem
  • Enterprise Agile tooling
  • Culture - changed 1 practice at a time!
  • Worst 2 things you could do!

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Scenario Role Play: I am the client, and you are the Enterprise Agile Coach!

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STEP 6: Rollout Strategy

“Leaders establish the vision for the future and set the strategy for getting there.”

  • John P. Kotter

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Define the Rollout Strategy

  • Bottom up
  • Top Down
  • Viral
  • Hybrid, Meet in Middle

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STEP 7: Agile Training

“Change is the end result of all true learning.”

  • Leo Buscaglia

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Procure/Deliver Agile Training

  • Training for the chosen Agile methods
  • Champions team, coaches, and/or vendors
  • Big picture – vision, roadmaps, releases, products, etc.
  • Enterprise Agile tooling training
  • Typical courses?
  • Satisfaction surveys

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What are some typical Agile courses to provide?

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SLIDE 21

STEP 8: Support Artifacts

“Our prime purpose in this life is to help others.”

  • Dalai Lama

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Create Support Artifacts

  • Define minimal set of guidance artifacts
  • Diagrams, guides, templates, visuals, etc.
  • Training course information
  • Gemba walks to validate need
  • Distribute the workload

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What are some needed guidance artifacts?

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STEP 9: Team Coaches

“Setting an example is not the main means of influencing others, it is the only means.”

  • Albert Einstein

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Embed Team Coaches

  • Identify high-profile projects or organizations that

would benefit from an embedded coach

  • Hire/Source
  • Mandate: achieve the transformation goals!
  • Guide team on their Agile journey
  • Encourage Agile behaviors
  • Create a positive “we believe” culture

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ACTIVITY: Team Coaches

5

  • At your table,

brainstorm the responsibilities of an embedded Agile Coach.

  • Extra credit: how does

a Coach help his/her team achieve greatness if they are not “playing the game” themselves?

  • Be prepared to present!

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SLIDE 26

STEP 10: Measure & Adapt

“The measure of who we are is what we do with what we have.”

  • Vince Lombardi

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Measure & Adapt – Continuously!

  • Create instruments, procedures, and systems
  • Measure AGAINST THE TRANSFORMATION GOALS
  • Additional rollout measures
  • Team-level measures
  • Agility assessments

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Wrap

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GOODBYE ACTIVITY

  • 1. Stand up!
  • 2. Find a different person from

another table.

  • 3. Discuss the 2 - 3 transformation

steps that really resonated with

  • you. Write each step on a separate

post-it note.

  • 4. Add the post-it notes to the

Updated Transformation Steps sheet.

  • 5. “High five” your new friend and

return to your seat!

29

5

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SLIDE 30

10 Steps to a Successful Enterprise Agile Transformation!

  • 1. SitRep - understand the situation
  • 2. Establish transformation goals
  • 3. Build an Agile Champions team
  • 4. Align the systems (organizations and solutions)
  • 5. Institute Agile practices
  • 6. Define the rollout strategy
  • 7. Deliver Agile training
  • 8. Create support artifacts
  • 9. Embed team coaches
  • 10. Measure & adapt - continuously

HANDOUT

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SLIDE 31

Predict Accelerate Learn Align Adapt

Path to Agility

Status Quo

Chaos & Resistance

Integration & Practice

New Status Quo

The goal for the transformation cannot be to do Agile. Understanding and communicating the business

  • bjectives that will be achieved with

the transformation is a critical first step. Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place. Teams harden these newly learned practices and become more disciplined in

  • rder to deliver working

product in a predictable and iterative manner. Once the teams become disciplined and predictable, we can focus on team and organizational improvements to

  • ptimize across the full delivery cycle

and shorten time to market. Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever- changing market demands as they have transformed to an

  • rganization with true Agility.

www.AgileVelocity.com info@agilevelocity.com @agile_velocity

STEPS 1 - 4 STEPS 5 - 7 STEPS 8 - 10

ADDITIONAL STEPS: DevOPs, Continuous Delivery, Validated Learning, Experiment-Driven Development, Business Agility, etc.

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SLIDE 32

“You must be the change you wish to see in the world.”

  • Mahatma Gandhi

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The change begins with you!

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SLIDE 33

Thank You!

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mike.hall@agilevelocity.com