THE THREE THINGS You Need to Know to Transform Any Sized - - PowerPoint PPT Presentation

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THE THREE THINGS You Need to Know to Transform Any Sized - - PowerPoint PPT Presentation

Dec 19, 2022 175 likes •1.09k views

THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise MIKE COTTMEYER mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer

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SLIDE 1

THE THREE THINGS

You Need to Know to Transform Any Sized Organization into an Agile Enterprise

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SLIDE 2

mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer

MIKE COTTMEYER

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SLIDE 3

Brief Agenda

  • Discuss why adopting agile

isn’t ‘one size fits all’

  • Explore the fundamentals of

agile transformation

  • How to craft an agile

transformation roadmap

slide-4
SLIDE 4

Brief Agenda

  • Discuss why adopting agile

isn’t ‘one size fits all’

  • Explore the fundamentals of

agile transformation

  • How to craft an agile

transformation roadmap

slide-5
SLIDE 5

Brief Agenda

  • Discuss why adopting agile

isn’t ‘one size fits all’

  • Explore the fundamentals of

agile transformation

  • How to craft an agile

transformation roadmap

slide-6
SLIDE 6

Brief Agenda

  • Discuss why adopting agile

isn’t ‘one size fits all’

  • Explore the fundamentals of

agile transformation

  • How to craft an agile

transformation roadmap

slide-7
SLIDE 7

ONE SIZE DOES NOT FIT ALL

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SLIDE 8

Adaptability Predictability

slide-9
SLIDE 9

Predictability Adaptability Emergence Convergence

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SLIDE 10

Predictability Adaptability Emergence Convergence

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SLIDE 11

Predictability Adaptability Emergence Convergence

AE PC

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SLIDE 12

Predictability Adaptability Emergence Convergence

AE PE PC AC

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SLIDE 13

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Quadrant One

  • Predictive

Emergent

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SLIDE 14

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Quadrant Two

  • Predictive

Convergent

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SLIDE 15

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Agile

Quadrant Three

  • Adaptive

Convergent

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SLIDE 16

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Agile Lean Startup Quadrant Four

  • Adaptive

Emergent

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SLIDE 17

THE THREE THINGS

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SLIDE 18
slide-19
SLIDE 19

Backlog Backlog Backlog Backlog

Backlogs

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SLIDE 20

Teams

Backlog Backlog Backlog Backlog

Backlogs Teams

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SLIDE 21

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Backlogs Teams Working Tested Software

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SLIDE 22

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

  • INVEST
  • CCC
  • Small enough

for the team to develop in a day or so

  • Everything

and everyone necessary to deliver

  • Meets

acceptance criteria

  • No known

defects

  • No technical

debt

What Do I Mean?

Backlogs Teams Working Tested Software

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SLIDE 23

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

  • INVEST
  • CCC
  • Small enough

for the team to develop in a day or so

  • Everything

and everyone necessary to deliver

  • Meets

acceptance criteria

  • No known

defects

  • No technical

debt

What Do I Mean?

Backlogs Teams Working Tested Software

slide-24
SLIDE 24

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

  • INVEST
  • CCC
  • Small enough

for the team to develop in a day or so

  • Everything

and everyone necessary to deliver

  • Meets

acceptance criteria

  • No known

defects

  • No technical

debt

What Do I Mean?

Backlogs Teams Working Tested Software

slide-25
SLIDE 25

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

  • INVEST
  • CCC
  • Small enough

for the team to develop in a day or so

  • Everything

and everyone necessary to deliver

  • Meets

acceptance criteria

  • No known

defects

  • No technical

debt

What Do I Mean?

Backlogs Teams Working Tested Software

slide-26
SLIDE 26

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Clarity Accountability Measureable Progress

  • People have

clarity around what to build

  • People

understand how it maps to the big picture

  • Teams can be

held accountable for delivery

  • No

indeterminate work piling up at the end of the project

  • 90% done,

90% left to do

slide-27
SLIDE 27

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Clarity Accountability Measureable Progress

  • People have

clarity around what to build

  • People

understand how it maps to the big picture

  • Teams can be

held accountable for delivery

  • No

indeterminate work piling up at the end of the project

  • 90% done,

90% left to do

slide-28
SLIDE 28

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Clarity Accountability Measureable Progress

  • People have

clarity around what to build

  • People

understand how it maps to the big picture

  • Teams can be

held accountable for delivery

  • No

indeterminate work piling up at the end of the project

  • 90% done,

90% left to do

slide-29
SLIDE 29

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Clarity Accountability Measureable Progress

  • People have

clarity around what to build

  • People

understand how it maps to the big picture

  • Teams can be

held accountable for delivery

  • No

indeterminate work piling up at the end of the project

  • 90% done,

90% left to do

slide-30
SLIDE 30

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Purpose Autonomy Mastery

  • Understanding

the backlog gives meaning to work

  • Local decision

making gives people a sense of power and control over their work

  • People can

demonstrate that they are good at what they do

slide-31
SLIDE 31

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Purpose Autonomy Mastery

  • Understanding

the backlog gives meaning to work

  • Local decision

making gives people a sense of power and control over their work

  • People can

demonstrate that they are good at what they do

slide-32
SLIDE 32

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Purpose Autonomy Mastery

  • Understanding

the backlog gives meaning to work

  • Local decision

making gives people a sense of power and control over their work

  • People can

demonstrate that they are good at what they do

slide-33
SLIDE 33

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

Why Are They Important?

Purpose Autonomy Mastery

  • Understanding

the backlog gives meaning to work

  • Local decision

making gives people a sense of power and control over their work

  • People can

demonstrate that they are good at what they do

slide-34
SLIDE 34

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

  • Governance is

the way we make economic tradeoffs in the face of constraints

  • They way we

form teams and foster collaboration at all levels of the

  • rganization
  • What do we

measure, how do we baseline performance and show improvement?

slide-35
SLIDE 35

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

  • Governance is

the way we make economic tradeoffs in the face of constraints

  • They way we

form teams and foster collaboration at all levels of the

  • rganization
  • What do we

measure, how do we baseline performance and show improvement?

slide-36
SLIDE 36

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

  • Governance is

the way we make economic tradeoffs in the face of constraints

  • They way we

form teams and foster collaboration at all levels of the

  • rganization
  • What do we

measure, how do we baseline performance and show improvement?

slide-37
SLIDE 37

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Do They Look Like at Scale?

Governance Structure Metrics & Tools

  • Governance is

the way we make economic tradeoffs in the face of constraints

  • They way we

form teams and foster collaboration at all levels of the

  • rganization
  • What do we

measure, how do we baseline performance and show improvement?

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SLIDE 38

Team

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SLIDE 39

Matrixed Organizations

Team

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SLIDE 40

Matrixed Organizations Non-instantly Available Resources

Team

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SLIDE 41

Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources

Team

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SLIDE 42

Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams

Team

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SLIDE 43

Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams

Team

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SLIDE 44

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

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SLIDE 45

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

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SLIDE 46

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

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SLIDE 47

A THEORY OF TRANSFORMATION

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SLIDE 48

A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software

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SLIDE 49

A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility

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SLIDE 50

A Theory of Transformation Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation

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SLIDE 51

TRANSFORMATION IS A JOURNEY

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SLIDE 52

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Agile Lean Startup

slide-53
SLIDE 53

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Agile Lean Startup Low Trust

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SLIDE 54

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable

slide-55
SLIDE 55

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Traditional Agile Lean Startup Low Trust Become Predictable

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SLIDE 56

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable

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SLIDE 57

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size

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SLIDE 58

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup Low Trust Become Predictable Reduce Batch Size Fully Decouple

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SLIDE 59

Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup

Teams

Low Trust Become Predictable Reduce Batch Size Fully Decouple Predictability

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SLIDE 60

Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup

Teams

Low Trust Become Predictable Reduce Batch Size Fully Decouple

Phase One

Phase One

  • Stabilize the

System

Predictability

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SLIDE 61

Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup

Teams

Low Trust Become Predictable Reduce Batch Size Fully Decouple

Phase One Phase Two

Phase Two

  • Reduce Batch

Size

Predictability

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SLIDE 62

Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup

Teams

Low Trust Become Predictable Reduce Batch Size Fully Decouple

Phase One Phase Three Phase Two

Phase Three

  • Break

Dependencies

Predictability

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SLIDE 63

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup

Teams

Low Trust Become Predictable Reduce Batch Size Fully Decouple

Phase One Phase Three Phase Four Phase Two

Phase Four

  • Increase Local

Autonomy

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SLIDE 64

Predictability Adaptability Emergence Convergence

AE PE PC AC

Ad-Hoc Lean/Agile Agile Lean Startup

Teams

Low Trust Become Predictable Reduce Batch Size Fully Decouple

Phase One Phase Three Phase Four Phase Two Phase Five

Phase Five

  • Invest to

Learn

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SLIDE 65

mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer

MIKE COTTMEYER

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SLIDE 66

THE THREE THINGS

Appendix A

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SLIDE 67

STRUCTURE

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SLIDE 68

Team Team Team Team Team Team Team

Product & Services Teams

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SLIDE 69

Team Team Team Team Team Team Team Team Team Team

Product & Services Teams Program Teams

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SLIDE 70

Team Team Team Team Team Team Team Team Team Team Team

Product & Services Teams Program Teams Portfolio Teams

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SLIDE 71

GOVERNANCE

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SLIDE 72

Team Team Team Team Team Team Team Team Team Team Team

Product & Services Teams Program Teams Portfolio Teams

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SLIDE 73

Product & Services Teams Scrum

Team Team Team Team Team Team Team Team Team Team Team

Program Teams Portfolio Teams

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SLIDE 74

Product & Services Teams Program Teams Portfolio Teams Scrum Kanban

Team Team Team Team Team Team Team Team Team Team Team

slide-75
SLIDE 75

Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban

Team Team Team Team Team Team Team Team Team Team Team

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SLIDE 76

METRICS

slide-77
SLIDE 77

Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban

Team Team Team Team Team Team Team Team Team Team Team

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SLIDE 78

Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban

Team Team Team Team

  • Backlog Size
  • Velocity
  • Burndown
  • Escaped Defects
  • Commit % Ratio
  • Acceptance % Ratio
  • Scope Change
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SLIDE 79

Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban

Team

  • Cycle Time
  • Features Blocked
  • Rework/Defects
  • Backlog Size
  • Velocity
  • Burndown
  • Escaped Defects
  • Commit % Rate
  • Acceptance % Ratio
  • Scope Change
slide-80
SLIDE 80

Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban

  • Backlog Size
  • Velocity
  • Burndown
  • Escaped Defects
  • Commit % Ratio
  • Acceptance % Ratio
  • Scope Change
  • Cycle Time
  • Features Blocked
  • Rework/Defects
  • Takt Time/Cycle Time
  • Time/Cost/Scope/Value
  • RIO/Capitalization
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SLIDE 81

BELIEFS

slide-82
SLIDE 82

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

How Do I Need to Change?

  • Known and

knowable requirements

  • How to deal

with unknowns

  • Estimating
  • Fungible

resources

  • Individual

utilization

  • Productivity

metrics

  • Activity over
  • utcome

Defining Work Allocating People Measuring Progress

slide-83
SLIDE 83

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

How Do I Need to Change?

  • Known and

knowable requirements

  • How to deal

with unknowns

  • Estimating
  • Fungible

resources

  • Individual

utilization

  • Productivity

metrics

  • Activity over
  • utcome

Defining Work Allocating People Measuring Progress

slide-84
SLIDE 84

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

How Do I Need to Change?

  • Known and

knowable requirements

  • How to deal

with unknowns

  • Estimating
  • Fungible

resources

  • Individual

utilization

  • Productivity

metrics

  • Activity over
  • utcome

Defining Work Allocating People Measuring Progress

slide-85
SLIDE 85

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

How Do I Need to Change?

  • Known and

knowable requirements

  • How to deal

with unknowns

  • Estimating
  • Fungible

resources

  • Individual

utilization

  • Productivity

metrics

  • Activity over
  • utcome

Defining Work Allocating People Measuring Progress

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SLIDE 86

IMPEDIMENTS

slide-87
SLIDE 87

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Gets in the Way?

Business Dependencies Organizational Dependencies Technical Dependencies

  • Requirements

management

  • Process flow
  • Value streams
  • Bottlenecks
  • Too much in

process work

  • Matrixed

Organizations

  • Non instantly

available resources

  • Lack of SME
  • Technical

Debt

  • Defects
  • Tight Coupling
  • Low Cohesion
slide-88
SLIDE 88

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Gets in the Way?

Business Dependencies Organizational Dependencies Technical Dependencies

  • Requirements

management

  • Process flow
  • Value streams
  • Bottlenecks
  • Too much in

process work

  • Matrixed

Organizations

  • Non instantly

available resources

  • Lack of SME
  • Technical

Debt

  • Defects
  • Tight Coupling
  • Low Cohesion
slide-89
SLIDE 89

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Gets in the Way?

Business Dependencies Organizational Dependencies Technical Dependencies

  • Requirements

management

  • Process flow
  • Value streams
  • Bottlenecks
  • Too much in

process work

  • Matrixed

Organizations

  • Non instantly

available resources

  • Lack of SME
  • Technical

Debt

  • Defects
  • Tight Coupling
  • Low Cohesion
slide-90
SLIDE 90

Teams

Backlog Backlog Backlog Backlog

Working Tested Software

What Gets in the Way?

Business Dependencies Organizational Dependencies Technical Dependencies

  • Requirements

management

  • Process flow
  • Value streams
  • Bottlenecks
  • Too much in

process work

  • Matrixed

Organizations

  • Non instantly

available resources

  • Lack of SME
  • Technical

Debt

  • Defects
  • Tight Coupling
  • Low Cohesion