the three things - scrum...lean/agile agile lean startup teams low trust become predictable reduce...

THE THREE THINGS You Must Know to Transform Any Sized

Organization into an Agile Enterprise

mike@leadingagile.com

404-312-1471

www.leadingagile.com

twitter.com/mcottmeyer

facebook.com/leadingagile

linkedin.com/in/cottmeyer

MIKE 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

Pred

icta

bilit

y Adaptability

Pred

icta

bilit

y Adaptability

Emergence

Convergence

Pred

icta

bilit

y Adaptability

Emergence

Convergence

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PC

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc Quadrant One

•  Predictive Emergent

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional

Quadrant Two •  Predictive

Convergent

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional Agile

Quadrant Three •  Adaptive

Convergent

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional Agile

Lean Startup Quadrant Four •  Adaptive

Emergent

THE THREE THINGS

Backlog(

Backlog(

Backlog(

Backlog(

Backlogs

Teams

Backlog(

Backlog(

Backlog(

Backlog(

Backlogs

Teams

Teams

Backlog(

Backlog(

Backlog(

Backlog(

Working Tested

Software

Backlogs

Teams

Working Tested Software

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

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

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

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

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

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

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

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

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

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

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

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

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 organization

•  What do we measure, how do we baseline performance and show improvement?

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 organization

•  What do we measure, how do we baseline performance and show improvement?

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 organization

•  What do we measure, how do we baseline performance and show improvement?

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 organization

•  What do we measure, how do we baseline performance and show improvement?

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

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

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

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

Team

Matrixed Organizations

Team

Matrixed Organizations

Non-instantly Available Resources

Team

Matrixed Organizations

Limited Access to Subject Matter

Expertise

Non-instantly Available Resources

Team

Matrixed Organizations

Limited Access to Subject Matter

Expertise

Non-instantly Available Resources

Shared Requirements Between Teams

Team

Matrixed Organizations

Limited Access to Subject Matter

Expertise

Non-instantly Available Resources

Too Much Work In Process

Shared Requirements Between Teams

Team

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

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

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

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 outcome

Defining Work

Allocating People

Measuring Progress

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 outcome

Defining Work

Allocating People

Measuring Progress

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 outcome

Defining Work

Allocating People

Measuring Progress

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 outcome

Defining Work

Allocating People

Measuring Progress

A THEORY OF TRANSFORMATION

A Theory of Transformation

Agile is about forming teams, building backlogs, and

regularly producing increments of working tested

software

A Theory of Transformation

Agile at scale is about defining structure, establishing

governance, and creating a metrics and tooling strategy

that supports agility

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

TRANSFORMATION IS A JOURNEY

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional Agile

Lean Startup

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional Agile

Lean Startup Low Trust

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional Agile

Lean Startup Low Trust

Become Predictable

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Traditional Agile

Lean Startup Low Trust

Become Predictable

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup Low Trust

Become Predictable

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup Low Trust

Become Predictable Reduce Batch Size

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AE PE PC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

Teams

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

Pred

icta

bilit

y 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

Pred

icta

bilit

y 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

Pred

icta

bilit

y 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

Pred

icta

bilit

y 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

Pred

icta

bilit

y 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

mike@leadingagile.com

404-312-1471

www.leadingagile.com

twitter.com/mcottmeyer

facebook.com/leadingagile

linkedin.com/in/cottmeyer

MIKE COTTMEYER

THE THREE THINGS You Need to Know to Transform Any Sized

Organization into an Agile Enterprise