WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC ALL RIGHTS RESERVED 1.

2 hillel.glazer@leadingagile.com +1443.977.6696 www.leadingagile.com twitter.com/hi11e1 facebook.com/leadingagile linkedin.com/in/hillelglazer Hillel Glazer

Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 30

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 ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 31

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 ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 32

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 ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 33

CulturePracticesStructure Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles Belief that delivery systems will emerge based on new thinking ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 44

PracticesStructureCulture Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven Belief that agile is a process or way to work ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 46

StructureCulturePractices Focused on forming teams and governing the flow of value Focused on aligning the organization first Belief that culture and practices only emerge within a rational structural and planning framework ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 48

Working Hypothesis: Agile transformation begins by defining a rational system of delivery for the enterprise

Working Hypothesis: True agility comes by breaking dependencies between teams across the organization

Working Hypothesis: Healthy culture and solid practices emerge within a rational delivery framework

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup LOB Low Trust LOB Become Predictable LOB Reduce Batch Size ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 74

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup LOB Low Trust Become PredictableReduce Batch Size Fully Decouple ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 75

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 77

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 78

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 79

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 80

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 81

Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Org Slice Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 82

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 85

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Team Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 86

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Team Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Team ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 87

Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick Business Drivers Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 118

Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick What About Business Drivers? Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 120

Change Management & Communication StructureGovernanceMetricsAssessment Targeted Improvement Sustain- ability Form Teams Teach Practices Coach Teams Define the End State Make the Change Make the Change Stick Business Drivers Predictability Time to ROI Value-Driven ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 125

Summary By focusing on the fundamentals of agile delivery, while systematically and methodically breaking dependencies, we can achieve true enterprise agility

WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC ALL RIGHTS RESERVED 1.

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WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC **ALL RIGHTS RESERVED** 1.

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WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC ALL RIGHTS RESERVED 1.

Presentation on theme: "WHY AGILE IS FAILING at the ENTERPRISE And at least a thing or two that can be done about it. ©2014 LeadingAgile LLC ALL RIGHTS RESERVED 1."— Presentation transcript: