Essential steps towards successful Agile Transformation

1. Some Essential Steps Of An Agile
Transformation Journey
TAKE AGILE TO
NEXT LEVEL
Saikat Das - CSP, CSD, CSM, DAD-Yellow Belt, SAFe AgilIst, KMP I

2. Holy Grail To Upstream And Downstream Activities Is Cross Functional Team

3. Source-: The 10th annual State of Agile™ survey – VersionOne
February 2012 “Justify Agile With Shorter, Faster Development”
August 2015 “Build Right Things Better And Faster With Modern Application Delivery Metrics”
Source: Forrester The 2015 State Of Agile Development

4. What Are Your Stumbling Blocks In Enterprise Agile Transformations ??
• Not sure why and what Agile Transformation
• Inadequate Support from Leadership
• No Cross Functional Agile teams with required skillset
• Zero or No Change in organizational agility
• Mindset/Culture Blockage
HOW CAN WE ADDRESS THESE AND MORE?
• Bottom up Approach with team or agile by stealth
• Low customer engagements
• Top-down approach by the C-level Execs
• No Objectives for next Level of Agile success

5. “Its how we
perceive to be
the Dragon
Warier”

6. Set A Clear Goal -
Performance Based,
Focused On Release
Frequency, Quality, Value
To Be Delivered , And
Return On Investment
Adopt Minimal
Best Practices That
Serve Your Goals?
Manage Expectations
Of Agile Transformation
In The Organization
Some Quick Wins To Accelerate Agile Transformation
Get Rid Of Projects And
Align To Product And Sub
Products
Use Feature Teams –
Each Team Work On
The Whole Product
Shift Focus From Number Of Teams Trained, Number Projects Using Agile,
Number Of Classes Taught
TO 
Amount Of Values Delivered
Deliver Customer
Values Not Just Stories

7. Some Essential
Steps Of An Agile
Transformation
Journey

8. Theme: Deliver Value Early And Often - Optimize The Value Stream
• Understand your of Value
Streams (Product line)
• Plan how and when the values
are delivered to their customers
• Get People, Process and
technology aligned to deliver
value to the customers
• Optimize each steps in the value
streams to achieve in shortest
lead time to market
• MAKE THAT SUSTAINABLE
Today Enterprises want to make their OODA (observe, orient, decide, and act) loops for product
development much faster - Adrian Cockcroft (ex-Cloud Architect Netflix)
Analyze
Design
&
Develop
Test
Plan and
Sequence
Deploy
Business
Budgeting
Business
Implementation
Idea
Value
Realization
Achieve and Sustain
Shortest Lead Time
Support
Orient
Act
Decide
Observe
Referred from CA Agile conference 2015

9. Optimize The Horizontal And Vertical Value Stream And Deliver Value Faster

10. Level 0: Stabilize Agile Engineering Practices And Delivery
 Build right cross functional agile team
 Manage dependencies
 Take right Design decisions
 Work for Scaling Agile
 Stop Starting, Start Finishing
 Integration of work – timely and often.
 Use automation to save cost
 Small batch size and manage WIPs
 Reduce wasteful work
 Delay work till most responsible time
Analyze
Design
&
Develop
Test
Plan and
Sequence
Idea
Value
Realization
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Execution
Achieve and Sustain
Shortest Lead Time
Business
Budgeting
Deploy
Budget to value
Implementation
Support
Most Critical Level of Agile Transformation
Referred from CA Agile conference 2015

11. Optimize The Horizontal And Vertical Value Stream And Deliver Value Faster

14. Level 1: Streamline Planning, Deliver and Deploy
 Align Team to clear Vision ad
Roadmap for product, service etc.
 Have good Architectural Runway
 Regular Big room planning stating:-
 Why we need this product
 What is team committing to
 Pick work high on priority /value
 Continuous Delivery Pipeline
 Keep Clearing Tech Debts
 Frequent releases with cadence
 Plan for Scaling Agile
 Regular prioritization and sequencing
Analyze
Design
&
Develop
Test
Plan and
Sequence
Business
Budgeting
Idea
Value
Realization
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Planningand
Execution
Execution
Achieve and Sustain
Shortest Lead Time
Deploy
Budget to value
Implementation
Support
Referred from CA Agile conference 2015

15. Vision
Roadmap
Release
Iteration
Day
1 Day
Weeks (2-4)
Months (1-3)
Quarters (2-6)
Years (1-5)
Clear Product Vision and Roadmap
Referred from CA Agile conference 2015

16. Level 2: Interlink Strategy and Execution
 Connect and coordinate big
initiatives across value streams
 Measure Ratio of Funding Decision
vs Customer Value outcomes
 Control ‘work in progress’
 Value Stream based Funding and
Capacity allocation for highest
impact
Analyze
Design
&
Develop
Test
Plan and
Sequence
Business
Budgeting
Idea
Value
Realization
2. Bring Dynamicity in Strategy
Integrated Engineering and Business Operations
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
StrategytosupportPlanning
andExecutionandreverse
Planningand
Execution
Execution
Achieve and Sustain
Shortest Lead Time
Deploy
Budget to value
Implementation
Support
Referred from CA Agile conference 2015

17. Value Stream based funding

18. Level 3: Business Agility throughout the value stream
 Organized customer value flows
 Assess Flow vs Resource Efficiency
 Identify wasteful Ideas and reduce
 Reduced waiting of Idea in pipelines
 Early and often value based releases
 Customer Satisfaction Index/ NPS
3. Making Full Value Stream Agile
Analyze
Design
&
Develop
Test
Plan and
Sequence
Idea
Value
Realization
Hear customer voice, alignment around customer value
Measure and optimize for shortest sustainable lead time
2. Bring Dynamicity in Strategy
Integrated Engineering and Business Operations
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
StrategytosupportPlanning
andExecutionandreverse
Planningand
Execution
Execution
Achieve and Sustain
Shortest Lead Time
BusinessAgilitytoSupportIdeatoCash
Business
Budgeting
Deploy
Budget to value
Implementation
Support
Referred from CA Agile conference 2015

20. Level 4: Persist Business Agility
 Organization Agility becomes nature of doing business not process changes in dispersed pockets
 Transformation steering Group like Community of Practice etc. to share and follow best practice.
 Leadership Teams to direct Transformation teams, remove their impediments and measure progress/success
4. Achieve and persist Agile Transformation
3. Making Full Value Stream Agile
Analyze
Design
&
Develop
Test
Plan and
Sequence
Idea
Value
Realization
Hear customer voice, alignment around customer value
Measure and optimize for shortest sustainable lead time
2. Bring Dynamicity in Strategy
Integrated Engineering and Business Operations
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
StrategytosupportPlanning
andExecutionandreverse
Planningand
Execution
Execution
Achieve and Sustain
Shortest Lead Time
BusinessAgilitytoSupportIdeatoCash
CulturalSupporttoEnterpriseAgility
Business
Budgeting
Deploy
Budget to value
Implementation
Support
Referred from CA Agile conference 2015

21. Experts Said It Couldn't Be Done In The Given Timeline- (But PayPal Did It Good And Did It Fast)
Those experts clearly didn’t know PayPal as organization and the kind of people driving changes here!
- PayPal's technology VP Kirsten Wolberg May, 2013 )
Paypal Enterprise Agile Transformation – Statistics
150 PayPal volunteers supported transform
17 product lines, 31 sub-product lines, and 87 delivery
groups defined
 304 Agile scrum teams formed globally
 7 two-week sprints completed
 Over 550 daily stand ups held
 2 release planning sessions executed
 1 product model adopted
 22 teams achieved CI maturity level 4.
 257 teams in various stages of agile
 500+ Change Champions |165 Transformation team
 2,484 employees trained
 663 employees passed the agile assessment w/o test
 192 Agile & CDI training classes held (across 15 cities)
 33 "Change Champion" training sessions held
 Unlimited [tool] licenses procured […]
 1,247 […] projects mapped to migration plans
 500 desks in the new workspace similar to startup SolutionsIQ have been a key contributor to Pay Pal’s
extremely successful “big bang” Agile transformation.
It took about seven months to do all of the
planning and the training.
In 9 months they increased their Agile
maturity from 18% to 76%
They did big bang, where they went from
about 20% Agile to 100% of teams being
able to work within Agile.

22. Very Important -- What Else Did They Do Differently?
 Spend a lot of time talking to Engineering and leaders on the product to understand the
pain points within the organization.
Customer-driven innovation or CDI to bring in key connection of engineering to the
customer.
Have engineers sitting with product managers [and] sitting with user experience
designers who are putting together and building the products for our customers.
Self-managed team making the decisions that drive the product roadmap.
Decisions taken to aggressively launch all teams at once and introduce enterprise
standards for planning, tooling, and assessing progress.
Today PayPal is experienced in the practice of Agile at enterprise scale, with over 400
product-aligned teams delivering customer value every two-week Sprint.

24. Linkedin - https://in.linkedin.com/in/saikatdas16
Twitter - @dsaikats

25. Resources/ References
 The 10th annual State of Agile™ survey – VersionOne 2015
 CA Agile conference 2015
 Forrester The 2015 State Of Agile Development
 Four pillars of PayPal's 'big bang' Agile transformation - 2015