Journey to Agility - Beyond Agile 2012

Journey To Agility
Coaching a Transformation
Beyond Agile

@skipangel
sangel@bigvisible.com
© 2012 BigVisible Solutions, Inc.. All Rights Reserved

Coaching Cycle
Start Anywhere,
Go Everywhere

What to Do Next Where to Go Next


Understanding their world
Organizational
Challenges/Pains
Past attempts at Agile?
How are you organized?
Describe your culture
What is your FUD about
Agile?

What is Agile to you?
Software Development Life Cycle?
SCRUM*?

El se?
Different Mindset? ething Way of Life?
O rS om
Manifesto?

Project Management Framework?

Deﬁning Agility

The capacity of an organization to sense
and respond holistically to rapidly changing
events, situations and circumstances in
ways that allow it to continue to thrive and
innovate as an organization.


Transformational Coaching Model

Focus needed
to sustain
agility

Typical Focus
of
Agile
Initiatives

Coaching Styles

Training Embedded Situational
Directive Coaching Socratic Coaching Mentoring

Shu Ha Ri
Person follows rules until Person reﬂects on the rules, looks Rules are forgotten as person has
they sink in for exceptions, and ‘breaks” the developed mastery, and grasped
rules the essence and underlying forces

Student Apprentice Master

Coaching Cycle
Start Anywhere,
Go Everywhere

What to Do Next Where to Go Next
Where to Go Next


Principles First
Agile Manifesto + 12 Principles
Lean Principles - Load, Flow, Waste
Scrum Values - Focus,
Commitment, Openness, Courage,
Respect
Attributes of Agile - Iterative,
Incremental, Collaboration,
Communication, Transparency,
Prioritization

Typical Team Rollout


Enablement Team
Getting the Flywheel started

Cross Company, Highest Level
Possible

Purpose: Create environments in
which organizational agility emerges

Responsibilities: Evangelism around
Agile, Communication of Progress,
Escalation of Issues, Guidance and
Support

Changing Leadership Styles
Directing Catalyzing

Envisioning and facilitating
Clear objectives, allowing rules to evolve
Decisions down to lowest level possible
Collaboration and relationship building
Organic / minimally necessary processes
Evaluate root causes for longer term solutions
Creating environment for teams to thrive

Strategy Mapping: Goal?
Strategy Mapping Source: Dave Sharrock bit.ly/KUXJ40

Agility Goal
Description of a desired outcome with key
differentiators

Learn what delights our
customers by rapidly
delivering quality products


Strategy Mapping: Capabilities?

Improve the quality of our Increase frequency of
Agility Goal
code before it goes to releases to respond better
customers to the marketplace
differentiators

Possible Success Factors
Improve visibility into Brainstorm as many possible factors that will
what we are working on contribute to successfully delivering the objective.
across the organization Factors may include:
Learn what delights our
Skills or Capabilities
Relationships or Interactions
Quicker feedback from Constraints or Targets
customers to determine
needs or wants

Encourage and reward Ability to quickly detect
continuous improvement to and resolve defects when
how we work and what we do they happen

Strategy Mapping: Actions?
Agility Goal
Improve the quality of our Increase frequency of
code before it goes to releases to respond better
differentiators
customers to the marketplace
Possible Success Factors
Brainstorm as many possible factors that will
Improve visibility into contribute to successfully delivering the objective.
what we are working on Factors may include:
across the organization Skills or Capabilities
Learn what delights our Relationships or Interactions
customers by rapidly Constraints or Targets
Quicker feedback from Necessary Conditions
customers to determine Minimum actions or deliverables needed to deliver
needs or wants just enough of a PSF. May contain nested NCs until
an actionable backlog items are identiﬁed.

Encourage and reward Ability to quickly detect
continuous improvement to and resolve defects when
how we work and what we do they happen

Initial Strategy Map
Agility Goal
Encourage pairing between Set up Continuous
team members Integration environment Possible Success Factors
Improve the quality of
Necessary Conditions
our code before it goes
Research code analyzers to customers Increase frequency of
releases to respond better to
the marketplace Improve Branching Strategy

Improve visibility into
what we are working on
Establish a monthly
across the organization Evaluate Shared
release coordination
Learn what delights our Environments
meeting
Quicker feedback from delivering quality products
customers to determine
Provide training on test-
needs or wants Ability to quickly detect ﬁrst practices
and resolve defects when
Get out of the building Encourage and reward (TDD, ATDD, BDD)
they happen
and test concepts with high- continuous improvement to
level prototypes how we work and what we do
Discuss with teams on
Provide money for Discuss ways to ideas to reduce
team-based rewards when encourage innovation technical debt
goals are met outside of backlogs


Enablement Backlog
Evaluate Shared Environments

Set up Continuous Integration environment

Improve Branching Strategy
Action Items broken down
Provide training on test-ﬁrst practices
into smaller deliverables
Provide money for team-based rewards when goals are met

Establish a monthly release coordination meeting Each backlog item has owner
Discuss with teams on ideas to reduce technical debt
Owner pulls team together

Track progress on task board


Coaching Map


How are people handling the change?


The Client

Travel Industry
Teams in multiple locations
2 Coaches
(Re)Introduced Agile Nov 2011

Leadership
Before 6 Months Later

Some strong leadership Transition Team is the glue

Willingness to try Agile Learning to be catalysts

Agile is Engineering Process Agility is second nature

Compelling need Sustaining change

Organization

Teams were relocated into same working Teams having collaborative areas along with
spaces of cubicles cubicles

Limited information sharing / learning Information sharing and learning through
through intranet and company trainings Communities of Practice

Highly specialization of skills through hiring Hiring of “Agile” skills with diversity for more
and training generalists

Metrics focused primarily on ﬁnancial/ Metrics being used as feedback for improvement
business results and agility capabilities

Product / Business Strategy
Team working on product discovery /
Product Discovery separate
development

Teams using Business Model Canvases to
Little knowledge of Vision or Strategy
understand business

Minimal Viable Product for Feature using Lean
Backlog of Project Initiatives
Startup (Build-Measure-Learn)

Customer Validation through Learning Labs and Customer Validation through Cohort Testing in
Split Testing Production using Analytics


Delivery
8 - 10 Proposed Scrum Teams 18 Feature and Operational Teams

Monthly Release Targets Monthly Combined Release Deliveries

Little coordination ahead of release Monthly Release Coordination, some Forecasting

Offshore teams doing Internal Coaches hired/trained, went through
their own form of Agile same process as other teams

Branching and merging for releases Continuous Integration and Testing

Execution

Group of individuals Team members sharing roles to deliver

Regression Test Automation BDD Functional, Unit Tests

UX Ideation with “right” ﬁdelity within
High Fidelity Prototypes ahead
team

Code Shared/Owned Across Teams Most code shared and owned by team

Technical Debt out of control Addressing past debt within stories

Skip Angel!
Principal Agile Consultant!

[m! 425.221.7117!
]:
[ e!]: sangel@bigvisible.com!
[ u!]: www.bigvisible.com!

Journey to Agility - Beyond Agile 2012

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Journey to Agility - Beyond Agile 2012

Ähnlich wie Journey to Agility - Beyond Agile 2012 (20)

Mehr von skipangel

Mehr von skipangel (8)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Journey to Agility - Beyond Agile 2012