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TRANSCRIPT
Agile
Transformations
March 22, 2018
YOUR PRESENTER:
CHARLIE SLAVEN MBA PMP CSSMBB
CPA (INACTIVE) SA SP SPC
PROFESSOR OF PRACTICE
BUSINESS INFORMATICS
NORTHERN KENTUCKY UNIVERSITY
Are Agile Transformations like this?
Where our organizations change dramatically in form and substance to become a thing of beauty
Or are Agile Transformation more like this?
Requiring our businesses to change internally with significance enabling them to survive, & then thrive!
Agile Transformations are Significant and High-Risk Organizational Changes
Just so we are clear….
It is having
the faculty for quick movement;
Its being ready to move; i.e. being
nimble
Let’s begin withWhat is Agile?
It is much more than scrum ceremonies!!
IT’S A MARKED AND SIGNIFICANT
CHANGE IN CHARACTERISTICS,
ESPECIALLY THOSE FOR
THE BETTER
What is Transformation?
Improvements that Challenge us to the Core are Transformational.
What will make us move from our comfort zone to this new, yet unknown state, which promises us improved customer value delivery?
LET’S HEAR IT FROM AN EXPERT AT THE
BOSTON CONSULTING GROUP!
https://youtu.be/Okv__7Jy48s
What are the keys to success in business transformations today?
How can this advice help us with our Agile Transformation?
FROM SCALED AGILE, INC. AND VERSIONONE THESE ARE
THE TOP REASONS TO TRANSFORM TO AGILE (1)
I. Accelerate Delivery
II. Ability to Manage Changing Priorities
III. Increase Productivity
IV. Improve Project Visibility
V. Enhance Software Quality
VI. Reduce Project Risk
VII. Improve Team Morale
THE COLLEGE OF INFORMATICS //
(1) © Scaled Agile, Inc. and VersionOne 11th Annual State of Agile Report
FOR THOSE WHO UNDERTAKE THIS JOURNEY –
BE PREPARED…
THE COLLEGE OF INFORMATICS //
© Scaled Agile, Inc.
From a Thought Leader this is the
Management Challenge
It is not enough that management commit
themselves to quality and productivity. …
They must know what it is they must do.
Such a responsibility cannot be delegated.
—W. Edwards Deming
“… and if you can’t come, send no one.”
—Vignette from Out of the Crisis, Deming,1986
SO WHAT IS REQUIRED?
DEVELOP A VISION WITH A STRONG COALITION
FOLLOW A PROVEN ROADMAP FROM SAFE INC.
LEADING CHANGE AND DELIVERING BENEFITS
BUILD THE FOUNDATION BY DOING AGILE
EMBRACE THE LEAN-AGILE MINDSET
EMBRACE THE LEAN-AGILE MINDSET
© Scaled Agile, Inc.
Embrace Lean-Agile Values
House of Lean
Individuals and interactions over processes and
tools
Working software over comprehensive
documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto
LEADERSHIP
Re
sp
ect fo
r
pe
op
le a
nd
cu
ltu
re
Flo
w
Innovation
Rele
ntless
impro
vem
ent
VALUE
Value in the shortest
sustainable lead time
That is, while there is value in the items on the
right, we value the items on the left more.
We are uncovering better ways of developing software
by doing it and helping others do it. Through this work
we have come to value:
© Scaled Agile, Inc.
#1 - Take an economic view
#2 - Apply systems thinking
#3 - Assume variability; preserve options
#4 - Build incrementally with fast, integrated learning cycles
#5 - Base milestones on objective evaluation of working systems
#6 -Visualize & limit WIP; reduce batch sizes; manage queue lengths
#7 - Apply cadence, synchronize with cross-domain planning
#8 - Unlock the intrinsic motivation of knowledge workers
#9 - Decentralize decision-making
SAFe Lean-Agile principles
Embracing the Lean Agile Mindset means that we are
following the Lean Agile Principles
© Scaled Agile, Inc.
And we must build products incrementally and this
fundamental practice accelerates value delivery
4 444 :
Documents Documents Unverified System System
Agile delivers value continuously over the project’s life cycle
© Scaled Agile, Inc.
Which Will Deliver Better Economics
Early delivery provides more value quickly with quick feedback
Time
Va
lue
De
live
ry
Fast feedback
WHAT IS REQUIRED?
BUILD ON A FOUNDATION BY DOING AGILE
NEXT:
© Scaled Agile, Inc.
Nothing Beats an Agile Team
Cross-functional, self-organizing entities that can define, build
and test a thing of value
Applies basic scientific practice: Plan—Do—Check—Adjust
Delivers value every two weeks
Team
1
Team
n
Do
CheckAdjust
Plan PDCA
© Scaled Agile, Inc.
Demonstrate the full system every two weeks
An integrated solution demo
Objective milestone
Demo from the staging
environment, or the nearest proxy
Full system
System
Team
© Scaled Agile, Inc.
Agile: Synchronizing in PI Planning
All stakeholders face-to-face (but typically multiple locations)
Management sets the mission, with minimum possible constraints
Requirements and design emerge
Important stakeholder decisions are accelerated
Teams create—and take responsibility for—plans
Future product development tasks can’t be pre-determined. Distribute
planning and control to those who can understand and react to the end
results.- Michael Kennedy, Product Development for the Lean Enterprise
PI planning
© Scaled Agile, Inc.
Continuously Deliver Value to Customers with DevOps
DOING AGILE SUMMARY:
SPRINTS, PRODUCT
INCREMENTS; LEARNING
THE COLLEGE OF INFORMATICS //
WHAT IS REQUIRED?
DEVELOP A VISION WITH A STRONG COALITION
Thirdly:
DEVELOP A VISION FOR THE CHANGE
WITH A STRONG COALITION
You must have:
A Burning Platform
Proactive Leadership
A Sense of Urgency
Strong Multidimensional Support for the Vision
THE COLLEGE OF INFORMATICS //
“Without a good vision, a clever strategy or a logical plan can rarely inspirethe kind of action needed to produce a major change.” John Kotter
WHAT DOES IT MEAN TO BUILD A STRONG
COALITION?
Train the Change Agents first
Train all leaders, managers and Executives
Train everyone on the teams
Embed customers onto teams
Empower Teams to make decisions
Implement meaningful measurements
Plan and implement the first Release
Start developing in sprints and learn faster
Transition to funding value streams with lean budgeting
DEPARTMENT OF BUSINESS INFORMATICS//
CREATE A LEAN-AGILE CENTER OF
EXCELLENCE
“A guiding coalition that operates as an effective team
can process more information, more quickly. It can
also speed the implementation of new approaches
because powerful people are truly informed and
committed to key decisions.” John P. Kotter, author of
“Leading Change”
The work of the Lean-Agile transformation is
typically led by a Lean-Agile Transformation Team
that is committed to delivering the improvements.
The team should include executive participants.
SAFE AGILE © SCALED AGILE, INC.
WHAT IS REQUIRED?
FOLLOW A PROVEN ROADMAP FROM SAFE, INC.
Fourth
© Scaled Agile, Inc.
The Implementation Roadmap – Where are you?
© Scaled Agile, Inc.
Identifying and Improving Value Streams
Eliminate the waste of non-value added work
The 8 wastes (TIMWOODS) include:
Transportation
Inventory
Motion
The 8 wastes continued:
Waiting
Over processing
Over production
Defects
Skill
© Scaled Agile, Inc.
Identifying and Improving Value Streams with Release Trains
© Scaled Agile, Inc.
Sustain and Improve
1. Establish Communities of Practice
2. Advance the skills of teams by improving their agility
3. Advance the Release Train Engineer’s Skills
4. Implement Agile HR Practices
5. Measure and Take Action
6. Enhance performance with self-assessments
7. Improve Agile Architecture, DevOps, and technical practices
8. Reduce time to market with Value stream Improvements
9. Start with Essential SAFe
10.Configure as needed the SAFe Spanning Palettes of:
a) Vision
b) System Teams
c) Lean UX
11.Add additional Levels of the SAFe model as needed
12.Evaluate the implementation and make improvements
WHAT IS REQUIRED?
LEADING THE CHANGE AND DELIVERING BENEFITS
Finally:
© Scaled Agile, Inc.
Leading the Change!
People are already doing their
best; the problems are with the
system. Only management can
change the system.
—W. Edwards Deming
Re
sp
ect fo
r
pe
op
le a
nd
cu
ltu
re
Flo
w
Innovation
Rele
ntless
impro
vem
ent
VALUE
LEADERSHIP
© Scaled Agile, Inc.
Delivering the Benefits!
30 – 75% faster
time-to-market
10 – 50% happier,
more motivated
employees
20 – 50% increase
in productivity25 – 75%
defect reduction
See ScaledAgileFramework.com/case-studies
