1. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise

2. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER

3. 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

4. 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

5. 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

6. 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

7. ONE SIZE DOES NOT FIT ALL

8. Predictability Adaptability

9. Predictability Adaptability Emergence Convergence

10. Predictability Adaptability Emergence Convergence

11. Predictability Adaptability Emergence Convergence AE PC

12. Predictability Adaptability Emergence Convergence AE PE PCAC

13. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Quadrant One Predictive Emergent

14. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Traditional Quadrant Two Predictive Convergent

15. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Quadrant Three Adaptive Convergent

16. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Quadrant Four Adaptive Emergent

17. THE THREE THINGS

19. Backlog Backlogs

20. Teams Backlog BacklogsTeams

21. Backlog Working Tested Software BacklogsTeamsWorking Tested Software

22. Teams 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? BacklogsTeamsWorking Tested Software

23. Teams 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? BacklogsTeamsWorking Tested Software

24. Teams 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? BacklogsTeamsWorking Tested Software

25. Teams 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? BacklogsTeamsWorking Tested Software

26. Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable 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

27. Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable 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

28. Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable 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

29. Teams Backlog Working Tested Software Why Are They Important? ClarityAccountabilityMeasureable 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

30. Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery 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

31. Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery 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

32. Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery 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

33. Teams Backlog Working Tested Software Why Are They Important? PurposeAutonomyMastery 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

34. Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & 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?

35. Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & 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?

36. Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & 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?

37. Teams Backlog Working Tested Software What Do They Look Like at Scale? GovernanceStructureMetrics & 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?

38. STRUCTURE

39. Team Product & Services Teams

40. Team Product & Services Teams Program Teams

41. Team Product & Services Teams Program Teams Portfolio Teams

42. GOVERNANCE

43. Team Product & Services Teams Program Teams Portfolio Teams

44. Product & Services Teams Scrum Team Program Teams Portfolio Teams

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

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

47. METRICS

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

49. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Backlog Size Velocity Burndown Escaped Defects Commit % Ratio Acceptance % Ratio Scope Change

50. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Cycle Time Features Blocked Rework/Defects Backlog Size Velocity Burndown Escaped Defects Commit % Rate Acceptance % Ratio Scope Change

51. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Ratio Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects Takt Time/Cycle Time Time/Cost/Scope/Value RIO/Capitalization

52. Teams 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 Loose Coupling Low Cohesion

53. Teams 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 Loose Coupling Low Cohesion

54. Teams 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 Loose Coupling Low Cohesion

55. Teams 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 Loose Coupling Low Cohesion

56. Team

57. Matrixed Organizations Team

58. Matrixed Organizations Non-instantly Available Resources Team

59. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team

60. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team

61. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team

62. 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

63. 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

64. 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

65. Teams 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

66. Teams 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

67. Teams 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

68. Teams 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

69. A THEORY OF TRANSFORMATION

70. A Theory of Transformation Agile is about forming teams, building backlogs, and regularly producing increments of working tested software

71. A Theory of Transformation Agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility

72. 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

73. TRANSFORMATION IS A JOURNEY

74. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup

75. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Low Trust

76. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Low Trust Become Predictable

77. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc TraditionalAgile Lean Startup Low Trust Become Predictable

78. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become Predictable

79. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become PredictableReduce Batch Size

80. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become PredictableReduce Batch Size Fully Decouple

81. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple

82. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Stabilize the System

83. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Two Phase Two Reduce Batch Size

84. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Two Phase Three Break Dependencies

85. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Four Increase Local Autonomy

86. Predictability Adaptability Emergence Convergence AE PE PCAC Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become PredictableReduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five Phase Five Invest to Learn

87. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER

88. THE THREE THINGS You Need to Know to Transform Any Sized Organization into an Agile Enterprise