Download - Agile organizations and transformation
Agile Organizations and Transformation
About Me
3
Vernon is a Scrum Alliance Certified Scrum Trainer (CST) and an International Coaching Federation Professional Certified Coach. Vernon has 30 years of software development, IT, and operations experience including over 20 years leading award-winning teams in China. Vernon is a recognized expert on the practical application of Agile processes and engineering practices and is a frequent speaker at project, process, and Agile conferences globally.
Vernon StinebakerPrincipal, Agile Practices
Certified Scrum Trainer Professional Certified Coach
About Perficient
5
$487 Million in revenue 2016
1997Founded
PRFT Listed on NASDAQ
95% Repeat Business Rate
Employees3000+
N. America locations23
Global US, EU, China + India
6
Global Development Centers
Hangzhou, China 100% Scrum CMMI Level 5
Lafayette, LA 100% Scrum
Chennai, India 100% Scrum CMMI Level 5
Nagpur, India 100% Scrum CMMI Level 3
2,600+ Total Employees
7
History of Agile@Perficient
1997/1998
2008Our methodology was first assessed at CMMI Level 5 for our Hangzhou, China office in April 2008.
2010Delivered Scrum Alliance certified training to our organization.
2017Delivered Certified Scrum Training to CNO
eXtreme Delivery
CMMI L5
Reassessed through full SCAMPI Class A (again, the most rigorous approach) 4 times
Reassess
Before Agile, Perficient contracted Kent Beck, the founder of eXtreme Programming (XP) to
consult in developing our delivery methodology
2016Our Chennai, India office has been assessed at CMMI Level 5
Enable Methodology
8
Perficient Agile Certifications
1
60+
60+
20+
1500+
Scrum Certifications
Setting the context
We cannot solve our problems with the same thinking we used
when we created them.
- Albert Einstein
All models are wrong; some models are useful.
- George Box
Headwinds
13
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know0% 18% 35% 53% 70%
11th State of Agile Report VersionOne.com
14
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know0% 18% 35% 53% 70%
11th State of Agile Report VersionOne.com
Culture eats strategy for breakfast.
- attributed to Peter Drucker
16
It’s Not Your Fault
17
Individuals and Interactionsover
Process and tools
- Agile Manifesto 2001
19
Are You Inside the Box?
20
Getting Outside the Box
- Richard Florida (2002)
People don’t need to be managed, they need to be unleashed.
22
Conscious Incompetence
Conscious Competence
Unconscious Incompetence
Unconscious Competence
- Gordon Training International/Noel Burch
23
Conscious Incompetence
Conscious Competence
Unconscious Incompetence
Unconscious Competence
- adapted from Gordon Training International/Noel Burch
Mindful Competence
(Meta-cognition)
24
Growing into a new form of consciousness is always highly personal, unique, and
somewhat mysterious process. It cannot be forced onto somebody. Nobody can be made to evolve in consciousness…
- Laloux (2014)
26
27
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know0% 18% 35% 53% 70%
11th State of Agile Report VersionOne.com
28
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know0% 18% 35% 53% 70%
11th State of Agile Report VersionOne.com
29
It’s Still Not Your Fault
Human Brain - Stanford
30
Who wants Agile?
31
Respondents to VersionOne State of Agile Survey
11th State of Agile Report VersionOne.com
Bureaucracies are built by and for people who busy themselves proving they are
necessary, especially when they suspect they aren’t.
- Ricardo Semler (1995)
33
The SCARF Model
34
The SCARF Model
35
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know0% 18% 35% 53% 70%
11th State of Agile Report VersionOne.com
36
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know0% 18% 35% 53% 70%
11th State of Agile Report VersionOne.com
37
It’s Still Not Your Fault
Human Brain - Stanford
38
Can You Go?
From This To This
39
Responding to VUCA
Agility
Non-linearity
Self-organization
Awareness
Volatility
Uncertainty
Complexity
Ambiguity
https://www.linkedin.com/pulse/ansa-vuca-jon-freeman/
The best architectures, requirements, and designs emerge from self-organizing
teams.
- Agile Manifesto 2001
41
Transitioning to Self-organizing Teams
Level 1 Hierarchical structure where leader provides one-on-one supervision
Level 2 Leader begins transitioning to team coach
Level 3 Leader as coach provides structure for self-organizing team to receive necessary training to take on more leadership tasks
Level 4 Team assumes most management duties,leader becomes boundary interface
Level 5 Leader supports the team (Servant/Leader)
Adapted from Zawacki and Norman (1994)
42
Can Self-organizing Work?
What company in the general IT space has the highest revenue per employee?
hint: it’s not publicly traded
43
It Does
Valve Makes More Money Per Employee Than Google Or Apple
- https://techcrunch.com February 15, 2011
- http://www.forbes.com February 15, 2011
Valve and Steam Worth Billions
44
http://www.valvesoftware.com/company/
45
But It Challenges Organizational Culture Norms
Well known and planned transition to Holacracy
And yet
14% resigned during final step of
transformation
46
The Common Thread to Success
Executive Commitment
Q&A
48
References
49
ReferencesZawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common."
OD Practitioner, Spring, 1994, pp. 33-38.