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

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

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

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

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

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

ONE SIZE DOES NOT FIT ALL

Predictability Adaptability

Emergence Predictability Adaptability Convergence

Emergence Predictability Adaptability Convergence

Emergence Predictability Adaptability AE PC Convergence

Emergence Predictability Adaptability PE AE PC AC Convergence

Emergence Quadrant One • Predictive Ad-Hoc Emergent Predictability Adaptability PE AE PC AC Convergence

Emergence Quadrant Two • Predictive Ad-Hoc Convergent Predictability Adaptability PE AE PC AC Traditional Convergence

Emergence Quadrant Three • Adaptive Ad-Hoc Convergent Predictability Adaptability PE AE PC AC Traditional Agile Convergence

Emergence Quadrant Four • Adaptive Ad-Hoc Lean Startup Emergent Predictability Adaptability PE AE PC AC Traditional Agile Convergence

THE THREE THINGS

Backlog Backlog Backlog Backlog Backlogs

Backlog Backlog Teams Backlog Backlog Backlogs Teams

Backlog Working Backlog Teams Tested Backlog Software Backlog Backlogs Teams Working Tested Software

Backlog Working Backlog Teams Tested Backlog Software Backlog Backlogs Teams Working Tested Software • INVEST • Everything • Meets • CCC and everyone acceptance • Small enough necessary to criteria for the team to deliver • No known develop in a defects day or so • No technical debt What Do I Mean?

Backlog Working Backlog Teams Tested Backlog Software Backlog Backlogs Teams Working Tested Software • INVEST • Everything • Meets • CCC and everyone acceptance • Small enough necessary to criteria for the team to deliver • No known develop in a defects day or so • No technical debt What Do I Mean?

Backlog Working Backlog Teams Tested Backlog Software Backlog Backlogs Teams Working Tested Software • INVEST • Everything • Meets • CCC and everyone acceptance • Small enough necessary to criteria for the team to deliver • No known develop in a defects day or so • No technical debt What Do I Mean?

Backlog Working Backlog Teams Tested Backlog Software Backlog Backlogs Teams Working Tested Software • INVEST • Everything • Meets • CCC and everyone acceptance • Small enough necessary to criteria for the team to deliver • No known develop in a defects day or so • No technical debt What Do I Mean?

Backlog Working Backlog Teams Tested Backlog Software Backlog Clarity Accountability Measureable Progress • People have • Teams can be • No clarity around held indeterminate what to build accountable work piling up • People for delivery at the end of understand the project how it maps to • 90% done, the big picture 90% left to do Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Clarity Accountability Measureable Progress • People have • Teams can be • No clarity around held indeterminate what to build accountable work piling up • People for delivery at the end of understand the project how it maps to • 90% done, the big picture 90% left to do Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Clarity Accountability Measureable Progress • People have • Teams can be • No clarity around held indeterminate what to build accountable work piling up • People for delivery at the end of understand the project how it maps to • 90% done, the big picture 90% left to do Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Clarity Accountability Measureable Progress • People have • Teams can be • No clarity around held indeterminate what to build accountable work piling up • People for delivery at the end of understand the project how it maps to • 90% done, the big picture 90% left to do Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Purpose Autonomy Mastery • Understanding • Local decision • People can the backlog making gives demonstrate gives meaning people a that they are to work sense of good at what power and they do control over their work Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Purpose Autonomy Mastery • Understanding • Local decision • People can the backlog making gives demonstrate gives meaning people a that they are to work sense of good at what power and they do control over their work Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Purpose Autonomy Mastery • Understanding • Local decision • People can the backlog making gives demonstrate gives meaning people a that they are to work sense of good at what power and they do control over their work Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Purpose Autonomy Mastery • Understanding • Local decision • People can the backlog making gives demonstrate gives meaning people a that they are to work sense of good at what power and they do control over their work Why Are They Important?

Backlog Working Backlog Teams Tested Backlog Software Backlog Governance Structure Metrics & Tools • Governance is • They way we • What do we the way we form teams measure, how make and foster do we economic collaboration baseline tradeoffs in at all levels of performance the face of the and show constraints organization improvement? What Do They Look Like at Scale?

Backlog Working Backlog Teams Tested Backlog Software Backlog Governance Structure Metrics & Tools • Governance is • They way we • What do we the way we form teams measure, how make and foster do we economic collaboration baseline tradeoffs in at all levels of performance the face of the and show constraints organization improvement? What Do They Look Like at Scale?

Backlog Working Backlog Teams Tested Backlog Software Backlog Governance Structure Metrics & Tools • Governance is • They way we • What do we the way we form teams measure, how make and foster do we economic collaboration baseline tradeoffs in at all levels of performance the face of the and show constraints organization improvement? What Do They Look Like at Scale?

Backlog Working Backlog Teams Tested Backlog Software Backlog Governance Structure Metrics & Tools • Governance is • They way we • What do we the way we form teams measure, how make and foster do we economic collaboration baseline tradeoffs in at all levels of performance the face of the and show constraints organization improvement? What Do They Look Like at Scale?

Team

Matrixed Organizations Team

Non-instantly Matrixed Available Organizations Resources Team

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

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

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

Non-instantly Too Much Work Matrixed Available In Process Organizations Resources Limited Access Large Products to Subject Matter with Diverse Team Expertise Technology Shared Requirements Between Teams

Non-instantly Too Much Work Matrixed Available In Process Organizations Resources Limited Access Large Products to Subject Matter with Diverse Team Expertise Technology Shared Technical Debt & Requirements Defects Between Teams

Non-instantly Too Much Work Matrixed Available In Process Organizations Resources Limited Access Large Products to Subject Matter with Diverse Team Expertise Technology Shared Technical Debt & Low Cohesion & Requirements Defects Tight Coupling Between Teams