1. Gaining Support for a Sustainable Agile Transformation Dennis Stevens, VP Enterprise Engagements LeadingAgile November 12, 2013

2. Agenda Agile Basics Scaling Agile Why is it hard? A Model of Agile Transformation

3. Agenda Agile Basics Scaling Agile Why is it hard? A Model of Agile Transformation

4. Agenda Agile Basics Scaling Agile Why is it hard? A Model of Agile Transformation

5. Agenda Agile Basics Scaling Agile Why is it hard? A Model of Agile Transformation

6. Agenda Agile Basics Scaling Agile Why is it hard? A Model of Agile Transformation

7. Agile Basics

8. Agile is About Teams

9. Product Owner Analyst Testers Developers ScrumMaster Collaborative Teams

10. How Agile Teams Work

11. Team Database Report Screen User Story

12. Team Database Report Screen User Story Clarity

13. Team Database Report Screen User Story ClarityAccountability

14. Team Database Report Screen User Story ClarityAccountabilityMeasurable Progress

15. Managing Scope

16. Project Management Iron Triangle Scope CostTime

17. Agile Project Management Scope CostTime

18. Varying Scope to Meet Business Goals Scope CostTime Maximize Value

19. Courtesy of Jeff Patton Increment Iterate Manage Scope to Meet Business Goals

20. Use Feedback to Meet Divergent and Convergent Goals X X $ $ X Divergent Goals

21. Use Feedback to Meet Divergent and Convergent Goals X X $ $ X Divergent Goals Convergent Goals $

22. Agile at Scale

23. Different Teams for Different Jobs

24. Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

25. Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

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

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

28. Team Product & Services Teams

29. Team Product & Services Teams Scrum

30. Team Product & Services Teams Program Teams Scrum

31. Team Product & Services Teams Program Teams Scrum Kanban

32. Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban

33. Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban

34. Value Structure Formal Structure Informal Structure Managers Hire / Fire Develop Budgeting HR Learning Mentor COI / COP Experts Social Ties

35. Agile Governance

36. Measure and Learn Develop and Test Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Feasibility Study Market Research New Concept Development Flow Feature Complete Integration Testing Develop and Test Develop and Test Story Review Story Review Story Mapping Story Mapping Feature Breakdown Story Done Story Done Task Done Task Done Task In Process Task In Process Task Ready Task Ready Story Backlog Story Backlog KANBAN FEATURE STORY EPICS KANBAN SCRUM

37. The Portfolio Tier Idea list generation from multiple data feeds and sources Market Research Customer Research Field Feedback Business Case & ROI Competitive Analysis High Level Estimation Solution Cost High Level Architecture Risk Analysis Feasibility Detailed Architecture Feature Mapping Acceptance Criteria Estimation Backlog All features are done Regression tests are completed Release Criteria are met Forced Priority Certainty Curve Business Goal Measure and Learn Develop and Test Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Feasibility Study Market Research New Concept Product is deployed Business goal is assessed Planning assumptions are updated

38. Portfolio Tier Ownership RACIRACI Product Management Customer Advocate Portfolio Team RACIRACI Product Owner Team Engineering Portfolio Team RACIRACI Product Owner Team Engineering Portfolio Team RACIRACI Engineering Product Owner Team Customer Advocate Portfolio Team RACIRACI Product Management Customer Advocate Product Owner Team RACIRACI Product Management Customer Advocate Product Owner Team Responsible - Those who do the work to achieve the task. Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. GATE RESPONSIBLITY Measure and Learn Develop and Test Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Feasibility Study Market Research New Concept

39. The Program Tier Feature List for the Parent Epic Story Writing MMF Estimating High Level Design UX Mockups Estimate Sanity Check Spike Identification Review for Feasibility Review of Acceptance Criteria Story Spanning Story Tasking Feature Testing Non-Functional Validation of Automated Tests Detailed Design Code Unit Test Code Review Functional Test User Story Product Owner Acceptance Feature Complete Integration Testing Develop and Test Develop and Test Story Review Story Review Story Mapping Story Mapping Feature Breakdown All Stories are done Feature Level testing is completed Defect criteria are met Feature Check list from RDS template Performance and Sizing Complete * Stand alone features must have these acceptance criteria (x, x, x)

40. Program Tier Ownership Responsible - Those who do the work to achieve the task. Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. RACIRACI Product Owner Team Customer Advocate Engineering RACIRACI Product Owner Team RACIRACI Engineering Product Owner Team RACIRACI Engineering Product Owner Team RACIRACI Engineering RACIRACI Product Owner Team Engineering Portfolio Product Owner Team GATE RESPONSIBLITY Engineering Team GATE RESPONSIBLITY Engineering Team GATE RESPONSIBLITY Product Owner Team GATE RESPONSIBLITY Feature Complete Integration Testing Develop and Test Develop and Test Story Review Story Review Story Mapping Story Mapping Feature Breakdown

41. The Project Tier Story Done Story Done Task Done Task Done Task In Process Task In Process Task Ready Task Ready Story Backlog Story Backlog Story List for the Parent Feature Approved task of 8 hours or less SCRUM team completes the task Task is done and communicated in the standup Documented The User Story Acceptance Criteria Conversations Level of Value Level of Effort Design Assumptions Design Documented (optional) UI Documented (optional) Coded Checked Into integrated build Simple Design Documented with Comments Automated Tests for New Features Tested Testing is complete Defect Criteria Met Automated Testing Passed Approved Feature Complete (Scrum Master) Test Complete (QA Lead) Accepted (Product Owner) * Stand alone stories must have these acceptance criteria (x, x, x)

42. Project Tier Ownership Responsible - Those who do the work to achieve the task. Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. RACIRACI Product Owner Customer Advocate Engineering RACIRACI Engineering Engineering Engineering Engineering RACIRACI RACIRACI Product Owner Engineering RACIRACI Engineering Engineering Engineering Engineering Story Done Story Done Task Done Task Done Task In Process Task In Process Task Ready Task Ready Story Backlog Story Backlog

43. Why is it hard?

44. Its hard when… We show what it looks like But Not How organizations will get there safely

45. Safety Successfully do your job Feed your family / Kids in college Viable over time

46. You have to align various perspectives Executive Management Performer

47. Safety is different depending on your perspective Executive Management Performer Supported Possible Demonstrate success Supported Possible Demonstrate success

48. Safety is different depending on your perspective Executive Management Performer Supported Possible Demonstrate success Supported Possible Demonstrate success Role clarity Success is measurable Maintain organizational influence Role clarity Success is measurable Maintain organizational influence

49. Safety is different depending on your perspective Executive Management Performer Supported Possible Demonstrate success Supported Possible Demonstrate success Role clarity Success is measurable Maintain organizational influence Role clarity Success is measurable Maintain organizational influence Operational model aligned with the strategy Credible plan Demonstrate progress Operational model aligned with the strategy Credible plan Demonstrate progress

50. Agile Transformation

51. Understand Business Drivers Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Predictability Economics Early ROI

52. Define the Operational Framework StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Built around teams Product focused Service oriented Change Management & Communication

53. Define the Operational Framework Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Portfolio Program Project

54. Define the Operational Framework Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Different levels Goal, Question, Measure, Action Tell a Story-Chart a course

55. Introduce Change Incrementally Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Independent Small Entrepreneurial

56. Introduce Change Incrementally Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Product definition Project management Technical and delivery

57. Introduce Change Incrementally Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Trust Accountability Adaptability

58. Measure Improvement Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Capability focused Objectively assessed Demonstrate progress

59. Measure Improvement Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Training Workshops Mentoring

60. Measure Improvement Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Map to business drivers Tools, Job Aids, COI Influence Metrics

61. Manage Change Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Quick wins Identify champions Centers of excellence

62. Tie Back To Business Drivers Change Management & Communication StructureGovernanceMetricsAssessment Targeted Coaching Sustain Form Teams Teach Practices Guide Culture Predictability Quality Early ROI

63. Slicing

64. Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban

65. Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Agile Pilot

66. Sustainable Transformation

67. Intentionally Executive Management Performer Supported Possible Demonstrate success Supported Possible Demonstrate success Role clarity Success is measurable Maintain organizational influence Role clarity Success is measurable Maintain organizational influence Operational model aligned with the strategy Credible plan Demonstrate progress Operational model aligned with the strategy Credible plan Demonstrate progress

68. Questions?