agile for business teams - agility health radar · claims & benefits –before agile managers...
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Agile For Business Teams
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‘Agile Thinking’ at Scale
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Designing Stable Teams
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“Enterprise Command Center”
Enterprise Team
(Our Capacity)
Strategy &
3 Year Roadmap Key Performance Indicators
2014 Strategy3 Year Roadmap Performance Metrics
Enterprise Team
Handouts
Visual Information Radiators
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The Basic Team Structure
Business
Vision
What? Why?
Process
Facilitato
r
Technica
l Vision
Ho
w
Measurement
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Backlog
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Program View (Scrum of Scrums)
Program Leadership Team PU
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Enterprise Stable Teams
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Achieving Focus Through Limiting WIP
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Lean Portfolio: Clarity on Demand
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Lean Portfolio: Clarity on Capacity
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Quarterly Planning | Reprioritize Based
on Customer Segment Needs
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Agile in Business Teams
Claims & Benefits – Before Agile
Managers were responsible for: Work Mgmt Fire Fighting People Dev Process
Improvement
Top Challenges:• Managers have no
time to develop their people
• Reactive• No cross-team
knowledge sharing• Silo’d teams• Redundancy and
lack of consistency• Individual goals• Low morale
Delivery
Manager
Business
Advisor
Workforce
Manager
Resource
ManagersStand-UpManagers
Team LeadsSMEs from other areas
Workforce Management Team
Leadership Triangle in Operations
FUNCTIONAL LEAD FACILITATION
EXECUTE
STRATEGY
PRIORITIZE
Claims & Benefits Work Force Teams
Simple visual work board
Claims Workforce Management
Improvement in
every category
Collaboration + 42% ▲
Trust + 37% ▲
Respect + 27% ▲
Customer Focus + 27% ▲
Innovation + 25% ▲
Team Management + 23% ▲
Optimism + 22% ▲
Our
Happiness
Radar
Agile in HR Teams
Agile HR Solutions – GAP Case Study
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www.agilehrsolutions.com
Agile HR Solutions – GAP Case Study
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www.agilehrsolutions.com
The Big Idea
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Agile in Sales and Marketing
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http://www.agilemarketingblog.com/
Agile in Marketing
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Agile for Marketing – Sample Backlog
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http://slidesha.re/NSXjgJ
Who is doing Agile Marketing?http://bit.ly/SKx3WP
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Agile for Sales Teams
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10 Sales Teams – Distributed Globally –Using Agile/Scrum to Plan and Execute
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Agile for Sales Teams
Weekly Sprints with target $$ goals
1 hr/ week for planning and retro per team
30 min /week for Scrum of Scrums standup(across all sales teams)
2 hrs/month for Scrum of Scrums – Demo, Retro and Planning for next month
Quarterly demo and planning for next quarter
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Agile for Product Development
Agile At Home
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What Agile Teams Need from Their Leaders
Clarity
• On vision and measures
• On backlog and business value
• On priority/rank
Focus
• Allow them to finish what they started within their sprint
• New ideas/deliverables go into the next sprint/quarter
• Keep team members together, stop/reduce multi-tasking
• Reduce duplicate updates/status reports
Empower-ment
• Provide space to innovate and try new ideas
• Eliminate fear of making mistakes
• Share vision and acceptance criteria, allow them to figure out ‘How’ [Self-Organizing Teams]
Engage & Help
• Engage with the teams, attend their Demos and ceremonies
• Ask about their Organizational and Enterprise Growth items and HELP them
• Celebrate success, show appreciation, provide constructive feedback when needed
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Our Transformation Lessons Learned Lessons Learned
Educate leaders from the beginning and gain buy-
in
Execute the transformation using
Agile (quarterly iterations)
Plan for the cultural transformation along side the Agile transformation
Focus on the managers, educate them and help them transition to the
new role
Pilot Agile with the engaged and influential
business partners
Measure… before and after and every quarter
to tell the story of growth
Know that Enterprise Agile means Agile
Thinking has become the DNA of your company.
This takes time
Bring Servant Leadership, Soft Skills and
Collaboration to the teams
Plan for team interventions when
needed for dysfunctional teams
Know that you will lose people, some good
people
Engage an experienced partner, build internal capabilities to sustain