The document summarizes the phases an organization goes through in implementing an Agile approach. It outlines 4 phases: 1) "IT behind the wall" - Initial Agile implementation within IT teams to increase efficiency and quality. 2) "Dismantling the wall" - Expanding Agile practices between IT and business with user stories providing business value and regular demos for customers. 3) "IT part of the business" - Tight cooperation between IT and business with discovery processes and company-wide metrics. 4) "Driving the business" - Managers coach the organization with Agile management practices and business teams using strategies like internal startups.

1. Agile meet-up
Jarek Procházka
Brno
Ken4co

2. Agile is not a SW development approach …
… it is a company cultural change

3. Therefore need to be …
supported by business
driven by business
done together with business …
… and with people (employees, customers)

4. Agile implementa4on differs
company by company
Different
company
needs
Different
implementa6on
and used methods

5. Software development
and Agile approaches
(50+ years)
Engineering disciplines
(5000+ years)

6. Still evolving …

7. chaos à waterfall à OOP à iterations à aut. testing à business value
(UC/US) à UX à dual track agile à team psychology à internal startups
à …

8. Phase 1: IT behind the wall…
Guerrilla Agile implementa6on only in IT teams
Engineering prac4ces
(pair working, code review,
automa4on, UC/US, TC)
Be more efficient,
quick, have beMer quality
and predictability

9. • Individuals and interac6ons over processes and tools
• Working soFware over comprehensive documenta4on
• Customer collabora6on over contract nego4a4on
• Responding to change over following a plan
We’ve stopped
doing this
But not yet
started this

11. Goal 1
• Facilitate Agile mee4ngs
• Gain the trust from the team
• Start to work as team coach
• Help to deliver value (done-done)
• Help to incorporate daily frequent feedback in
the team
• Some4mes demo and successful delivery

12. Phase 2: Dismantling the wall…
US with clear business value/benefit
Early and frequent customer involvement
Contract updates
Regular Demo
Measuring the success
and visibility for the business/customer

13. 50,00%
60,00%
70,00%
80,00%
90,00%
100,00%
2009 w24
2009 w32
2009 w38
2009 w44
2009 w50
2010 w 3
2010 w 9
2010 w15
2010 w21
2010 w28
2010 w34
2010 w40
2010 w46
2010 w52
# Open errors
# Open errors

14. Goal 2
Share and regularly explain
• Who is our customer
• What is the value for them
• What is the company vision
Ask PO/help to ensure
• US with clear business value/benefit stated
• acceptance of delivered value
• regular demo
Team measures
(visibility: sprint traffic lights, boards, …)
Some psychology introduced
(yes, socware is done by people…)

15. Phase 2 ques4ons
1. Stories contain why/value?
2. Vision and strategy known in the team?
3. Feedback in team is regular and
frequent?
4. Demo and retro some4mes happens?
5. Team board with measures exists?
6. Known typology types and personal
mo4va4on and frustra4on of each team
member?

16. Phase 3: IT part of the business…
Tight coopera6on between IT and business
(cross teams, Agile business teams)
Discovery process
Agile contracts
Measuring the success
(company boards)

17. 0
1
2
3
4
5
Customer
Sa4sfac4on
Employee
Sa4sfac4on
Value
Revenue
Profit Margin
Flow
Produc4on speed
Defects

19. Goal 3
Shiced focus and scope
• SM ques6oning the system
• team facilitator à company Agile coach
• agile principles à business teams
(also in HR, marke4ng)
• removing cross-department impediments
(COO hands, visualizing issues, RCA, sharing success
cases)
Helping PO, TL, UX with discovery process
(dual track Agile)
More psychology introduced
(team dysfunc4on, mo4va4on, UX and usability)
Company and business measures

20. Phase 3 ques4ons
1. Demo “always” happens?
2. Customer known in the teams?
3. Retrospec4ve as key improvement tool?
4. Discovery/Dual track happens?
5. Measures (semi)automated, accessible
and used for business predic4ons
6. You ques4on the system?
(visually, showing RC, paMerns)
7. Team dysfunc4ons solved?

21. Phase 4:
Driving the business…
Managers as organiza4onal coaches
Hiring based on values
Agile management
and business teams
Agile procurement à vendor ecosystem
(Agile RFP)
Internal startups, LABS

22. Vision
Mission
Objec4ves
Strategies
Ac4on Plans >>
Porqolio >> …
People doing the work …

23. Agile/Scrum
Marketing +
Branding
Value
delivery
engine
Hire and fire according
to these values
Coach, turn blaming into
positive/feedback/action,
teach people talk J
MBTI, Belbin, ... – know
your people, adjust
communication, adjust
position according to it
SM backlog as
source of
improvements
Limit WIP
Explain daily what
it means for your
people

24. • Unknown Business Model
yet (to be found)
• Different mindset needed
(startup, R&D)
• Need to be verified
• Hard to sell the idea without
expected profit
Ideally
70-20-10%
spread
• Exis4ng core products/services (key
business)
• Best understandable
• Focus on defend and op4mise
• Usually incremental changes
• Verified new products
• Emerging, sold as core product
complement
• Either incremental changes or
already verified disrup4on
(revolu4onary change)
3 Horizons

25. Goal 4
Company Lean coach helping mgmt with:
• one team with one goal
• one backlog with clear priori4es
• clear vision and strategy
(what & how)
Lean coach of internal startups
• Lean startup
• Service Design
• Google sprint
Company coach solving human aspects
• 1-1, internal/cross team communica4on
Helping company vendors

26. Phase 4 ques4ons
1. Are business teams Agile?
(one backlog, clear priori4es,
retrospec4ve)
2. 3 Horizons part of daily business?
3. Does company retrospec4ve happen?
4. Failures and success stories shared?
5. Agile RFPs / vendor coopera4on?
6. New products on the market?

27. What is your phase now?
What phases are ahead?