stop scaling... start growing an agile organization (aee16)

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Stop scaling… Start growing an agile organization


Andrea TomasiniAgile Coach & Trainer [email protected]

@tumma72@agile42/coaches

mailto:[email protected]


What to scale?


Delivery Model?

Organizational Structure? Teams and

Processes?


Why to scale?

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

We need to scale agile because our projects are very

large

So why don’t you make your projects

smaller?


CorporateHi

erar

chy

Compliance

Individ

ual


Agile Pilot Success! Teams demonstrated that Agile can deliver value faster, with higher quality, and is motivating…Organizations are pressed into Agile, and react using a traditional approach...


The heart of an agile organization…


Client & Value focus

Self-Organization

& Autonomy

Iterative & Incremental

change to reduce the

risk

Continuous Im

provement


New Organization

(up to 60 people)

Grown Organization (from 60 to 500 people)

Corporation (from 500 to many thousands people)

“One size fits all?”… Not in practice… but in Principles!


Basic principles and recurring patterns for growing agile…


1st Principle: focus on small incremental changesWhenever changing from one way of working to another, we will go through a hybrid situation where the coexistence of two different ways generates attrition, duplications and other forms of waste. The awareness of this fact should push us in delivering changes fast and in small increments…


The traditional approach to change management…

…focused on standardization, before stabilization…

t

Design

Documentation

Rollout

Fix Issues

> 3-4 months…


The agile approach to change management…

…focused on stabilization with emergent standardization…

Design

RolloutDoc

RolloutDoc

RolloutDoc

Coach

≤ 12 weeks t

Design Coach

RolloutDoc

RolloutDoc


Goal PSF NC

Agile Strategy Map™

Define the Goal we want to achieve

Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal

Necessary Condition (NC): what is needed in order to fulfill the Success Factor


Strategy Map from March 2014

• The Goal for 2015 has been established

• The Transition Team identified at least 7 PSFs that would provide a powerful leverage to achieve the final Goal


Strategy Map June 2014

• Break out groups worked on detailing the various PSFs into actionable experiments to validate the hypothesis for organizational improvement


2nd Principle: focus on value and organize accordinglyFocusing on value means to make sure that there are as few obstacles as possible in the direction of the value streams…


The matrix organization…

Sub

Syst

em 1

Sub

Syst

em 2

Sub

Syst

em 3

Infra

stru

ctur

e

Ope

ratio

ns

PMO

Project 1

Project 2

Project 3

… optimized for utilization, not value delivery…

Handovers and coordination

Value

Client

Push in the lines


Stream 1

Stream 2

Stream 3

The agile organization…

Sub

Syst

em 1

Sub

Syst

em 2

Sub

Syst

em 3

Infra

stru

ctur

e

Ope

ratio

ns

… optimized for value delivery and time to market

Value

Client

Pull on the streams


Opportunity Canvases to create context and focus on Customer Value…

Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it.

Opportunity Name (title)

1. Opportunity 2. Customer SegmentsWhat is the problem to be solved? What type of customers & users will

benefit from this solution?

How is the customer solving the problem right now?

3. Possible SolutionWhat are the key points of a possible solution to the presented problem?

4. BenefitsWhat are the benefits for the customers?

6. Measuring SuccessWhat metrics will be best measure the success of the feature?

5. Business ReadinessWhat steps are required from the business side to be able to use this capability?

7. Cost of DelayWhich profile better represent the cost of delay (CoD)?

8. Costs StructureHow does the cost structure look like for such a feature? One time, ongoing costs, contractors expenses, development costs?

9. Value to Customer and BusinessWhat are the expected incremental revenue for selling this feature, and what are the strategic and tactical benefit? What are the intangible values (usability, performance, customer knowledge obtained...)

Opportunity Owner (name)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

Unified Portfolio and Program System to increase transparency, to visualize Customer Value and dependencies


3rd Principle: decentralize control whenever possibleDecentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining containers for empowerment, to allow for autonomous decision making.


Control !

Worker 1

Sub 1

Worker 2

Sub 2 Sub 3

The hierarchical organization… Centralized Control, ends up overloaded, introducing delays

Reque

sts

Authorization

the design is based on mistrust…

Info

rmat

ion

& p

ower


Container for empowerment

Worker 3Worker 2

The agile organization… Decentralized Control reduces overhead, and encourage collaboration

the design is based on trust…

Worker 1

Collaboration

Info

rmat

ion

& p

ower


• Both on the “budget” level, as well as on the expected delivery and preparation levels

• This level of transparency allows to build trust between Portfolio Management and self-organizing teams

• Clear Policies describing the range of autonomy the teams have


• Every team has two “avatars” to volunteer on upcoming Opportunities

• The Opportunity Owner will get in touch with the team to get their input and enrich the backlog


4th Principle: avoid synchronization of flows unless necessaryDe-synchronization is unintuitive, but allows for parallel distributed work, without having to carry the excessive burden of coordination and handovers…


t

Project 2

Project 3

Project 1

The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs

Release

Pm 3

Pm 1

Pm 2

…fixed scope and fixed date…


t

The agile organization… De-synchronization of development teams to reduce cost of release

…variable scope and variable date…

Feature A

Release

Team 1

Team 2

Team 3

Team 4

Feature B

Release Release

Feature C

Release

Feature D

Release

Feature E


Release incrementally, with higher quality

Automated testing in short cycles

Delivered serviceable Product in just 2 months


Continuos Integration & Delivery…

Switch from big product releases to incremental change, every feature is released on all platforms

“Focusing on one Feature at a time allowed for faster feedback also involving stakeholders was easier… deliver fast to learn fast”


5th Principle: make your culture explicitOrganizational culture exists, whether we acknowledge it or not, and making explicit allows for better alignment and context creation


“This is how we do things around here…”

Culture is the set of behaviors that have been established and accepted within an organization


Organization Cultural Profile (CVF)

10

20

30

40

50

60

10

20

20

20

10

10

30

40

50

60

30

40

50

60

30

40

50

60

Ad-hoc

racy

Hierarch

yMarket

Clan

Flexibility & Discretion

Stability & Control

Inte

rnal

focu

s &

Inte

grat

ion

Exte

rnal

focu

s &

Diffe

rent

iatio

n

Most of the organizations today have a strong Hierarchy oriented profile

They struggle to introduce a more agile and lean approach to work, because the hierarchical culture is not supportive of agile values and principles

Agile Values & Principles


Organization Cultural Profile (CVF)

10

20

30

40

50

60

10

20

20

20

10

10

30

40

50

60

30

40

50

60

30

40

50

60

Ad-hoc

racy

Hierarch

yMarket

Clan

Flexibility & Discretion

Stability & Control

Inte

rnal

focu

s &

Inte

grat

ion

Exte

rnal

focu

s &

Diffe

rent

iatio

n

Most of the organization today have a strong Hierarchy oriented profile

They struggle to introduce a more agile and lean approach to work, because the hierarchical culture is not supportive of agile values and principles

To create the right context to move toward a more agile and lean culture, we need to transition toward Clan or Ad-Hocracy


“If you can make culture explicit, you can agree where you stand, and where you want to go…”

There are two ways of encouraging behaviours within an organization: 1. Story telling and role-modeling 2. Ritualization


Overall lessons learnedChanges in behaviour happened thanks to focus on principles and values, the resulting emergent systems showed recurring and reusable patterns that may reproduce similar behaviours…


EDD Hendrik Esser | Commercial in confidence | © Ericsson AB 2015 | 2015-02-11 | Page 2

Commitment – We have moved from the question “are you committed?” to “how can we

deliver?”

Distribution instead of hierarchy – Planning/forecasting is distributed: many people do this from different

angles (Strategy, Product Roadmap, Product Release, Feature, Sprint) – Each party trusts the other that they do their part of the whole. – Continuous flow of planning, follow-up and adaptation

Collaboration instead of co-existence

– No “contracts” between parts of Ericsson – Collaboration with a lot of interaction to drive alignment and by this enable

autonomy.

Most significant Changes after 7 years through transition


Page 14 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved

Fast Lane PLC319F Lean transformation in practice

Learnings

•  Direct communication is the enabler for doing the necessary things at the right time

•  Timeboxed development is mandatory to establish learning methods

•  Ranked backlog / visualization creates unknown transparency on where we stand - over 7 teams, with more than 40 people

•  Giving responsibility into the teams leads to outstanding engagement and results

•  Thinking in customer value within each iteration gives us control on the functionality of our deliverables


Page 12 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved

Fast Lane PLC319F Adopting lean thinking to hardware development

The Question How can we be sure, that our redesign will be o.k.?!

Parallel Sourcing - Serial material - Testing Equipment - Rapid Prototypes

Parallel Qualification - Typetest - Loadtest

Risk Exclusion -  Execute Complete DVT -  Evaluate Production process -  Build up production samples

•  Speed-up by 40%

•  Enhanced Quality

•  Enhanced Design for Production

Blog: LEAN@MC - english Blog


Asses

smen

t Strategy

Pilot Projects

Rollout

Enterprise Transition Framework (ETF)


so what?


1. There is no blueprint for an Agile Organization, as from the moment you’ll try to define one, it won’t be Agile anymore!

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.


2. Scaling the delivery model won’t make your organization agile, you need to change the culture too!



3. Becoming an Agile organization should never be your goal, it is a means at best!



4. Becoming an agile organization is a team sport, and still everyone needs to start the change from within!



5. Experience shows that there are recurring patterns emerging by embracing specific principles… so use them!


At your own risk! ;-)


Thank

You!


More food for thought...

http://slideshare.net/tumma72

https://itunes.apple.com/de/book/agile-transition-what-you/id550957382?ls=1

http://slideshare.net/tumma72


Copyrights noticeAll material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa).

The brands and logos of agile42, Enterprise Transition Framework ETF, Team Coaching Framework TCF and Agile Strategy Map are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization

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stop scaling... start growing an agile organization (aee16)

Leadership & Management