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QAGILE.PL AGILE TRANSFORMATION 1
AGILE TRANSFORMATION
© 2018 v. 1.3
@krystian_kaczor
@QAgile_plwww.qagile.plfb.me/qagilepl
QAGILE.PL AGILE TRANSFORMATION 2
PRESENTATION
AGENDA
What is Agile?
Why Agile?
Organization Change
How Agile ?
Organization Model
QAGILE.PL AGILE TRANSFORMATION 3
HOW LONG CAN IT TAKE?
QAGILE.PL AGILE TRANSFORMATION 4
Agile Mindset, Agile Family, Agile Approach
WHAT IS
AGILE
QAGILE.PL AGILE TRANSFORMATION 5
QAGILE.PL AGILE TRANSFORMATION 6
AGILE SOFTWARE DEVELOPMENT
MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT
INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
THAT IS, WHILE THERE IS VALUE IN THE ITEMS ON THE RIGHT,
WE VALUE THE ITEMS ON THE LEFT MORE
QAGILE.PL AGILE TRANSFORMATION 7
WHAT’S IN IT FOR ME?
“Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
products.”
QAGILE.PL AGILE TRANSFORMATION 8
TO BE AGILE?
„ agile (adjective) /ˈæʤəl/
1. Quick and well-coordinated in movement;
• Nimble, able to act quickly yet gracefully;
• Lively, able to think and understand quickly.
2. “An enterprise ability to take advantage of opportunities, respond to
challenges, and to do so while controlling risk.” – Ken Schwaber
3. The mindset expressed through the values and principles of the
Agile Manifesto.
QAGILE.PL AGILE TRANSFORMATION 9
AGILE BE VS AGILE DO
From Be to Doing
QAGILE.PL AGILE TRANSFORMATION 10
AGILE
AGILE MINDSET
Agile Manifesto, Agile Principles
Transparency of progress and all the
information
TRANSPARENCY
Deliver highest possible business value in
limited time and resources
FOCUS ON VALUE
Timebox work and focus on delivery
ON-TIME DELIVERY
Adapt to changes, inspect progress
EMPIRICAL PROCESS
Business and IT team work together daily
COLLABORATION
Develop increments of product every
iteration
INCREMENTS
Business takes ownership of product
development
BUSINESS DRIVEN
Tools and best practices enable high
quality output on all levels
QUALITY EMBEDDED
QAGILE.PL AGILE TRANSFORMATION 11
AGILE APPROACH TO PROJECT MANAGEMENT
The Golden Triangle of Management
FIXED
ESTIMATED
SCOPE
COST
QUALITY
TIME
WATERFALL
SCOPE
COST
QUALITY
TIME
AGILE
QAGILE.PL AGILE TRANSFORMATION 12
AGILE VS TRADITIONAL
Approach Comparison
12
Waterfall Agile
TIME
TIME TIME
TIME
Visibility
Value Risk
Ability to Change
QAGILE.PL AGILE TRANSFORMATION 13
QUICKLY GENERATE AND VALIDATE IDEAS
QAGILE.PL AGILE TRANSFORMATION 14
MVP - MINIMUM VIABLE PRODUCT
Mininal Working Version of Product That Provides Value
QAGILE.PL AGILE TRANSFORMATION 15
Benefits, Value, Opportunity
WHY
AGILE?
QAGILE.PL AGILE TRANSFORMATION 16
REASONS FOR ADOPTING AGILE
Źródło: The 10th annual State of Agile™ report by VerisonOne
QAGILE.PL AGILE TRANSFORMATION 17
BENEFITS OF AGILE TRANSFORMATION
Main benefits reported by companies after Agile Transformation
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ABILITY TO MANAGE CHANGING PRIORITIES 88%
INCREASED TEAM PRODUCTIVITY 83%
BETTER TIME TO MARKET 81%
PROJECT RISK REDUCTION 74%
of respondents said that their
organization has realized success
from agile projects.
SUCCESS OF AGILE
PROJECTS
Source: 11th Annual State of Agile™ Report
98%
QAGILE.PL AGILE TRANSFORMATION 18
AGILE IMPACT
What’s IN IT FOR C-LEVEL?
Better software faster, higher quality,
Transparency of real progress
Lower cost of change
Cross-competency in teams
TECHNOLOGY
Higher customer loyalty
Better user satisfaction
Better customer experience
CUSTOMER
Faster reaction to changes, better ROI, better
Time To Market, budget spending control,
regular inspection of scope, budget spending
control, flexibility of scope, competitive
advantage
BUSINESS
Better communication, higher morale, more
productivity, better employer branding, lower
staff turnover
PEOPLE
QAGILE.PL AGILE TRANSFORMATION 19
AGILE
AGILE IN POLAND
Who is Agile?
QAGILE.PL AGILE TRANSFORMATION 20
Benefits, Value, Opportunity
HOW TO DO
AGILE?
QAGILE.PL AGILE TRANSFORMATION 212121QAGILE AGILE TRANSFORMATION
QAGILE.PL AGILE TRANSFORMATION 22
AGILE DIY
QAGILE.PL AGILE TRANSFORMATION 23
MANY WAYS OF BECOMING AGILE
QAGILE.PL AGILE TRANSFORMATION 24
WHEN AND WHY SCRUM?
24
Source: Ralph Stacey, University of Hertfordshire
• Simple
everything is known
• Complicated
more is known than unknown
• Complex
more is unknown than known
• Chaotic
very little is known
QAGILE.PL AGILE TRANSFORMATION 25
THE MECHANICS OF SCRUM FRAMEWORK
Roles
• Product Owner
• Development Team
• Scrum Master
Artifacts
• Product Backlog
• Sprint Backlog
• Increment
Events
• Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
QAGILE.PL AGILE TRANSFORMATION 26
WHAT DO YOU NEED TO START WITH SCRUM?
1. Clear goals and vision of Product
2. Delegated, empowered Product Owner from business
3. Dedicated, self-organized, cross-functional, co-located
Development Team
4. Experienced Scrum Master co-located with the team
5. Ordered, estimated Product Backlog
6. Definition of Done with IT company standards and quality
embeded
7. Development Environment
QAGILE.PL AGILE TRANSFORMATION 27
Scrum
Teams
SCRUM NEEDS ENVIRONMENT
Agile Manifesto, Agile Principles
REMOVING IMPEDIMENTS
FOCUS ON PRODUCTS
RELEASE MANAGEMENT
MANAGEMENT
AGILE HR
OTHER TEAMS
OTHER PLATFORMS
BUDGETING
INFRASTRUCTURE AND
TOOLING
QAGILE.PL AGILE TRANSFORMATION 28
Organization Change
ORGANIZATION
TRANSFORMATION
QAGILE.PL AGILE TRANSFORMATION 29
WHAT KIND OF PROBLEM ARE WE TRYING TO SOLVE?
Cynefin Model
29
QAGILE.PL AGILE TRANSFORMATION 30
AGILE ADOPTION MODELS
1. Evolution vs Revolution
2. Planned vs Empirical
3. All In vs Bi – Modal vs Area Based (Scrum Studio)
4. Hierarchy vs Autonomy
5. Projects vs Products vs Platforms
6. Template vs Tailor Made
QAGILE.PL AGILE TRANSFORMATION 31
COMMUNICATE CHANGE
V x D x FS > RC
V – Vision
D – Dissatisfaction of the current state
FS – First Steps
RC – Resistance of Change
QAGILE.PL AGILE TRANSFORMATION 32
8 STEPS OF CHANGE MANAGEMENT
QAGILE.PL AGILE TRANSFORMATION 33
CURVE OF CHANGE
Virginia Satir
QAGILE.PL AGILE TRANSFORMATION 34
TOP 5CHALLENGES IN AGILE ADOPTION
63%
47%
45%
43%
41%
COMPANY CULTURE ODDS WITH AGILE VALUES
LACK OF EXPERIENCE WITH AGILE METHODS
LACK OF MANAGEMENT SUPPORT
GENERAL RESISTANCCE TO CHANGE
LACK OF PRODUCT OWNER
QAGILE.PL AGILE TRANSFORMATION 35
LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (1/2)
1. Organizations are implicitly optimized to avoid changing the status
quo middle- and first-level manager and “specialist” positions &
power structures.
2. As a corollary to (1), any change initiative will be reduced to
redefining or overloading the new terminology to mean basically
the same as status quo.
3. As a corollary to (1), any change initiative will be derided as
“purist”, “theoretical”, “revolutionary”, "religion", and “needing
pragmatic customization for local concerns” — which deflects from
addressing weaknesses and manager/specialist status quo.
QAGILE.PL AGILE TRANSFORMATION 36
LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (2/2)
4. As a corollary to (1), if after changing the change some managers
and single-specialists are still displaced, they become
“coaches/trainers” for the change, frequently reinforcing (2) and
(3).
5. Culture follows structure.
QAGILE.PL AGILE TRANSFORMATION 37
Benefits, Value, Opportunity
OGRANIZATION
MODEL
QAGILE.PL AGILE TRANSFORMATION 38
NEW ORGANIZATION MODEL - HIERARCHICAL
Scaled Agile Framework
QAGILE.PL AGILE TRANSFORMATION 39
NEW ORGANIZATION MODEL - AUTONOMY
Spotify
QAGILE.PL AGILE TRANSFORMATION 40
NEW ORGANIZATION MODEL - CUSTOM MADE
QAGILE.PL AGILE TRANSFORMATION 41
Benefits, Value, Opportunity
OGRANIZATION
CHANGE
QAGILE.PL AGILE TRANSFORMATION 424242QAGILE AGILE TRANSFORMATION
QAGILE.PL AGILE TRANSFORMATION 43
Source: Gerald Weinberg, Quality Software Management: Systems Thinking
CONTEXT SWITCHING COST
100
40
20
10
5
0
20
40
60
70
0
20
40
60
80
100
1 2 3 4 5
Percent
Number of Simultaneous Projects
Working Time Available Per Project Loss to Context Switching
QAGILE.PL AGILE TRANSFORMATION 44
ORGANIZATION SHIFT
• Focus on Business Value instead of full scope, find MVP
• Empowered & Dedicated Product Owners
• Focus on one product – Start finishing, stop starting
• Self-organizing, stable teams
• Iterative & incremental development
• Agile Contracts with Vendors
• Emerging architecture
• Continuous Integration and Deployment – DevOps
• Servant-leadership style of management – coaching, supporting, removing
impediments
• Measure and improve
• Lean out budgeting
QAGILE.PL AGILE TRANSFORMATION 45
MVP OF AGILE TRANSFORMATION
• Strong Business Owner (sponsor preferably)
• Clean vision
• Quick decision making
• Clean backlog
• Scope and budget management focused on value
• Self-organizing team of professionals
• Co-located Team
• 100% assignment to 1 project (product preferably)
• Priority in organization
QAGILE.PL AGILE TRANSFORMATION 46
TOP 5 SUCCESS FACTORS FOR AGILE TRANSFORMATION
QAGILE.PL AGILE TRANSFORMATION 47
AGILE TRANSFORMATION SUPPORT
• Train Everyone
• Communities of Practice
• Scaling Frameworks
• Scrum Master Guild
• Product Owner Guild
• Connect with Agile Communities
• Agile Clinic/Agile Corner
QAGILE.PL AGILE TRANSFORMATION 48
THANKS FOR WATCHING!
Krystian Kaczor
+48 782 222 016
krystian.kaczor@qagile.pl
@krystian_kaczor
@QAgile_plwww.qagile.plfb.me/qagilepl

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Agile transformation 1.3

  • 1. QAGILE.PL AGILE TRANSFORMATION 1 AGILE TRANSFORMATION © 2018 v. 1.3 @krystian_kaczor @QAgile_plwww.qagile.plfb.me/qagilepl
  • 2. QAGILE.PL AGILE TRANSFORMATION 2 PRESENTATION AGENDA What is Agile? Why Agile? Organization Change How Agile ? Organization Model
  • 3. QAGILE.PL AGILE TRANSFORMATION 3 HOW LONG CAN IT TAKE?
  • 4. QAGILE.PL AGILE TRANSFORMATION 4 Agile Mindset, Agile Family, Agile Approach WHAT IS AGILE
  • 6. QAGILE.PL AGILE TRANSFORMATION 6 AGILE SOFTWARE DEVELOPMENT MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN THAT IS, WHILE THERE IS VALUE IN THE ITEMS ON THE RIGHT, WE VALUE THE ITEMS ON THE LEFT MORE
  • 7. QAGILE.PL AGILE TRANSFORMATION 7 WHAT’S IN IT FOR ME? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable products.”
  • 8. QAGILE.PL AGILE TRANSFORMATION 8 TO BE AGILE? „ agile (adjective) /ˈæʤəl/ 1. Quick and well-coordinated in movement; • Nimble, able to act quickly yet gracefully; • Lively, able to think and understand quickly. 2. “An enterprise ability to take advantage of opportunities, respond to challenges, and to do so while controlling risk.” – Ken Schwaber 3. The mindset expressed through the values and principles of the Agile Manifesto.
  • 9. QAGILE.PL AGILE TRANSFORMATION 9 AGILE BE VS AGILE DO From Be to Doing
  • 10. QAGILE.PL AGILE TRANSFORMATION 10 AGILE AGILE MINDSET Agile Manifesto, Agile Principles Transparency of progress and all the information TRANSPARENCY Deliver highest possible business value in limited time and resources FOCUS ON VALUE Timebox work and focus on delivery ON-TIME DELIVERY Adapt to changes, inspect progress EMPIRICAL PROCESS Business and IT team work together daily COLLABORATION Develop increments of product every iteration INCREMENTS Business takes ownership of product development BUSINESS DRIVEN Tools and best practices enable high quality output on all levels QUALITY EMBEDDED
  • 11. QAGILE.PL AGILE TRANSFORMATION 11 AGILE APPROACH TO PROJECT MANAGEMENT The Golden Triangle of Management FIXED ESTIMATED SCOPE COST QUALITY TIME WATERFALL SCOPE COST QUALITY TIME AGILE
  • 12. QAGILE.PL AGILE TRANSFORMATION 12 AGILE VS TRADITIONAL Approach Comparison 12 Waterfall Agile TIME TIME TIME TIME Visibility Value Risk Ability to Change
  • 13. QAGILE.PL AGILE TRANSFORMATION 13 QUICKLY GENERATE AND VALIDATE IDEAS
  • 14. QAGILE.PL AGILE TRANSFORMATION 14 MVP - MINIMUM VIABLE PRODUCT Mininal Working Version of Product That Provides Value
  • 15. QAGILE.PL AGILE TRANSFORMATION 15 Benefits, Value, Opportunity WHY AGILE?
  • 16. QAGILE.PL AGILE TRANSFORMATION 16 REASONS FOR ADOPTING AGILE Źródło: The 10th annual State of Agile™ report by VerisonOne
  • 17. QAGILE.PL AGILE TRANSFORMATION 17 BENEFITS OF AGILE TRANSFORMATION Main benefits reported by companies after Agile Transformation 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ABILITY TO MANAGE CHANGING PRIORITIES 88% INCREASED TEAM PRODUCTIVITY 83% BETTER TIME TO MARKET 81% PROJECT RISK REDUCTION 74% of respondents said that their organization has realized success from agile projects. SUCCESS OF AGILE PROJECTS Source: 11th Annual State of Agile™ Report 98%
  • 18. QAGILE.PL AGILE TRANSFORMATION 18 AGILE IMPACT What’s IN IT FOR C-LEVEL? Better software faster, higher quality, Transparency of real progress Lower cost of change Cross-competency in teams TECHNOLOGY Higher customer loyalty Better user satisfaction Better customer experience CUSTOMER Faster reaction to changes, better ROI, better Time To Market, budget spending control, regular inspection of scope, budget spending control, flexibility of scope, competitive advantage BUSINESS Better communication, higher morale, more productivity, better employer branding, lower staff turnover PEOPLE
  • 19. QAGILE.PL AGILE TRANSFORMATION 19 AGILE AGILE IN POLAND Who is Agile?
  • 20. QAGILE.PL AGILE TRANSFORMATION 20 Benefits, Value, Opportunity HOW TO DO AGILE?
  • 21. QAGILE.PL AGILE TRANSFORMATION 212121QAGILE AGILE TRANSFORMATION
  • 23. QAGILE.PL AGILE TRANSFORMATION 23 MANY WAYS OF BECOMING AGILE
  • 24. QAGILE.PL AGILE TRANSFORMATION 24 WHEN AND WHY SCRUM? 24 Source: Ralph Stacey, University of Hertfordshire • Simple everything is known • Complicated more is known than unknown • Complex more is unknown than known • Chaotic very little is known
  • 25. QAGILE.PL AGILE TRANSFORMATION 25 THE MECHANICS OF SCRUM FRAMEWORK Roles • Product Owner • Development Team • Scrum Master Artifacts • Product Backlog • Sprint Backlog • Increment Events • Sprint • Sprint Planning • Daily Scrum • Sprint Review • Sprint Retrospective
  • 26. QAGILE.PL AGILE TRANSFORMATION 26 WHAT DO YOU NEED TO START WITH SCRUM? 1. Clear goals and vision of Product 2. Delegated, empowered Product Owner from business 3. Dedicated, self-organized, cross-functional, co-located Development Team 4. Experienced Scrum Master co-located with the team 5. Ordered, estimated Product Backlog 6. Definition of Done with IT company standards and quality embeded 7. Development Environment
  • 27. QAGILE.PL AGILE TRANSFORMATION 27 Scrum Teams SCRUM NEEDS ENVIRONMENT Agile Manifesto, Agile Principles REMOVING IMPEDIMENTS FOCUS ON PRODUCTS RELEASE MANAGEMENT MANAGEMENT AGILE HR OTHER TEAMS OTHER PLATFORMS BUDGETING INFRASTRUCTURE AND TOOLING
  • 28. QAGILE.PL AGILE TRANSFORMATION 28 Organization Change ORGANIZATION TRANSFORMATION
  • 29. QAGILE.PL AGILE TRANSFORMATION 29 WHAT KIND OF PROBLEM ARE WE TRYING TO SOLVE? Cynefin Model 29
  • 30. QAGILE.PL AGILE TRANSFORMATION 30 AGILE ADOPTION MODELS 1. Evolution vs Revolution 2. Planned vs Empirical 3. All In vs Bi – Modal vs Area Based (Scrum Studio) 4. Hierarchy vs Autonomy 5. Projects vs Products vs Platforms 6. Template vs Tailor Made
  • 31. QAGILE.PL AGILE TRANSFORMATION 31 COMMUNICATE CHANGE V x D x FS > RC V – Vision D – Dissatisfaction of the current state FS – First Steps RC – Resistance of Change
  • 32. QAGILE.PL AGILE TRANSFORMATION 32 8 STEPS OF CHANGE MANAGEMENT
  • 33. QAGILE.PL AGILE TRANSFORMATION 33 CURVE OF CHANGE Virginia Satir
  • 34. QAGILE.PL AGILE TRANSFORMATION 34 TOP 5CHALLENGES IN AGILE ADOPTION 63% 47% 45% 43% 41% COMPANY CULTURE ODDS WITH AGILE VALUES LACK OF EXPERIENCE WITH AGILE METHODS LACK OF MANAGEMENT SUPPORT GENERAL RESISTANCCE TO CHANGE LACK OF PRODUCT OWNER
  • 35. QAGILE.PL AGILE TRANSFORMATION 35 LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (1/2) 1. Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures. 2. As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo. 3. As a corollary to (1), any change initiative will be derided as “purist”, “theoretical”, “revolutionary”, "religion", and “needing pragmatic customization for local concerns” — which deflects from addressing weaknesses and manager/specialist status quo.
  • 36. QAGILE.PL AGILE TRANSFORMATION 36 LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (2/2) 4. As a corollary to (1), if after changing the change some managers and single-specialists are still displaced, they become “coaches/trainers” for the change, frequently reinforcing (2) and (3). 5. Culture follows structure.
  • 37. QAGILE.PL AGILE TRANSFORMATION 37 Benefits, Value, Opportunity OGRANIZATION MODEL
  • 38. QAGILE.PL AGILE TRANSFORMATION 38 NEW ORGANIZATION MODEL - HIERARCHICAL Scaled Agile Framework
  • 39. QAGILE.PL AGILE TRANSFORMATION 39 NEW ORGANIZATION MODEL - AUTONOMY Spotify
  • 40. QAGILE.PL AGILE TRANSFORMATION 40 NEW ORGANIZATION MODEL - CUSTOM MADE
  • 41. QAGILE.PL AGILE TRANSFORMATION 41 Benefits, Value, Opportunity OGRANIZATION CHANGE
  • 42. QAGILE.PL AGILE TRANSFORMATION 424242QAGILE AGILE TRANSFORMATION
  • 43. QAGILE.PL AGILE TRANSFORMATION 43 Source: Gerald Weinberg, Quality Software Management: Systems Thinking CONTEXT SWITCHING COST 100 40 20 10 5 0 20 40 60 70 0 20 40 60 80 100 1 2 3 4 5 Percent Number of Simultaneous Projects Working Time Available Per Project Loss to Context Switching
  • 44. QAGILE.PL AGILE TRANSFORMATION 44 ORGANIZATION SHIFT • Focus on Business Value instead of full scope, find MVP • Empowered & Dedicated Product Owners • Focus on one product – Start finishing, stop starting • Self-organizing, stable teams • Iterative & incremental development • Agile Contracts with Vendors • Emerging architecture • Continuous Integration and Deployment – DevOps • Servant-leadership style of management – coaching, supporting, removing impediments • Measure and improve • Lean out budgeting
  • 45. QAGILE.PL AGILE TRANSFORMATION 45 MVP OF AGILE TRANSFORMATION • Strong Business Owner (sponsor preferably) • Clean vision • Quick decision making • Clean backlog • Scope and budget management focused on value • Self-organizing team of professionals • Co-located Team • 100% assignment to 1 project (product preferably) • Priority in organization
  • 46. QAGILE.PL AGILE TRANSFORMATION 46 TOP 5 SUCCESS FACTORS FOR AGILE TRANSFORMATION
  • 47. QAGILE.PL AGILE TRANSFORMATION 47 AGILE TRANSFORMATION SUPPORT • Train Everyone • Communities of Practice • Scaling Frameworks • Scrum Master Guild • Product Owner Guild • Connect with Agile Communities • Agile Clinic/Agile Corner
  • 48. QAGILE.PL AGILE TRANSFORMATION 48 THANKS FOR WATCHING! Krystian Kaczor +48 782 222 016 krystian.kaczor@qagile.pl @krystian_kaczor @QAgile_plwww.qagile.plfb.me/qagilepl