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! 5 1
10 Steps to a Successful Not For The Enterprise Agile Faint of Transformation - Heart! the Precipitous Path to Predictability! 2
Mike Hall Senior Agile Coach/Trainer @MikeH_agile mike.hall@agilevelocity.com www.agilevelocity.com Accelerate Agility Transformation | Training | Coaching 3
Align Learn Predict Accelerate Adapt Through Agile training and The goal for the transformation Teams harden these newly coaching, teams and cannot be to do Agile. Understanding learned practices and leadership are equipped and communicating the business become more disciplined in with new techniques and objectives that will be achieved with order to deliver working New Status Quo an understanding of how the transformation is a critical first product in a predictable and Agile works. step. iterative manner. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in Integration & Practice place. STEPS 8 - 10 STEPS 1 - 4 STEPS 5 - 7 Status Quo Chaos & Resistance Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive Once the teams become disciplined leadership to respond to ever- and predictable, we can focus on team www.AgileVelocity.com changing market demands as they and organizational improvements to info@agilevelocity.com have transformed to an optimize across the full delivery cycle @agile_velocity organization with true Agility. and shorten time to market. Path to Agility
STEP 1: SitRep “Awareness is the first step to action.” - Derick Virgil 5
Understand the Situation • 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! Common issues that you might see at the beginning of an enterprise Agile transformation? 6
STEP 2: Transformation Goals “A goal properly set is halfway reached.” - Zig Ziglar 7
Establish Transformation Goals • 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 8
ACTIVITY: Transformation Goals • 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. 5 9
“Alone we can do so little, together we can do so much.” - Helen Keller STEP 3: Agile Champions 10
Build an Agile Champions Team • 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 What are some responsibilities of an Agile CoE? 11
STEP 4: Systems Alignment “Only when your intent and actions are in alignment can you create the reality you desire.” - Steve Maraboli 12
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 13
ACTIVITY: Team Structure • 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! 5 14
“The inventors of tools enhance civilization, but the author of ideas enables them to invent.” - Toba Beta STEP 5: Agile Practices 15
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! Scenario Role Play: I am the client, and you are the Enterprise Agile Coach! 16
STEP 6: Rollout Strategy “Leaders establish the vision for the future and set the strategy for getting there.” - John P. Kotter 17
Define the Rollout Strategy • Bottom up • Top Down • Viral • Hybrid, Meet in Middle 18
“Change is the end result of all true learning.” - Leo Buscaglia STEP 7: Agile Training 19
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 What are some typical Agile courses to provide? 20
STEP 8: Support Artifacts “Our prime purpose in this life is to help others.” - Dalai Lama 21
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 What are some needed guidance artifacts? 22
STEP 9: Team Coaches “Setting an example is not the main means of influencing others, it is the only means.” - Albert Einstein 23
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 24
ACTIVITY: Team Coaches • 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! 5 25
STEP 10: Measure & Adapt “The measure of who we are is what we do with what we have.” - Vince Lombardi 26
Measure & Adapt – Continuously! • Create instruments, procedures, and systems • Measure AGAINST THE TRANSFORMATION GOALS • Additional rollout measures • Team-level measures • Agility assessments 27
Wrap 28
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! 5 29
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 HANDOUT 10. Measure & adapt - continuously 30
Align Learn Predict Accelerate Adapt Through Agile training and The goal for the transformation Teams harden these newly coaching, teams and cannot be to do Agile. Understanding learned practices and leadership are equipped and communicating the business become more disciplined in with new techniques and objectives that will be achieved with order to deliver working New Status Quo an understanding of how the transformation is a critical first product in a predictable and Agile works. step. iterative manner. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in Integration & Practice place. ADDITIONAL STEPS: DevOPs, Continuous Delivery, Validated Learning, Experiment-Driven Development, STEPS 8 - 10 STEPS 1 - 4 STEPS 5 - 7 Business Agility, etc. Status Quo Chaos & Resistance Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive Once the teams become disciplined leadership to respond to ever- and predictable, we can focus on team www.AgileVelocity.com changing market demands as they and organizational improvements to info@agilevelocity.com have transformed to an optimize across the full delivery cycle @agile_velocity organization with true Agility. and shorten time to market. Path to Agility
“You must be the change you wish to see in the world.” - Mahatma Gandhi The change begins with you! 32
Thank You! mike.hall@agilevelocity.com 33
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