MAKING BUSINESS AGILE GOVERNANCE. Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige

Transcription

1 MAKING BUSINESS AGILE Andrew AGILE GOVERNANCE Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige

2 Andrew Kallman brief intro Partner with Knowit Management Enterprise Agile, Scaling Agile, Transformation and Transitions MBA Marketing PMP, CSM and CSP Working with Lean, Agile, Scrum and PMO/ PPM for over 20 years Facilitator for the Agile Governance Community of Practice Sweden Based in Stockholm, Sweden Swedish as a second language 2

3 Andrew Kallman brief intro #1 on Amazon in 3 Categories during May, June 2014 #2 on Amazon during July, August 2014 #1 on Amazon, again, during October 2014 Top 10 past nine months in a row! 3

4 What our moms think we do

5 What our kids think we do

6 What our bosses think we do

7 What we actually do

8 Challenges for Governing Enterprise Agile No more Command & Control No more micro-managing Agile is bottom-up, self-organizing Body of Agile knowledge is primarily team-level So, what about the Enterprise? Where do managers, senior managers, executives and the Board of Directors fit in? What are their new Agile roles? Is it possible to Drive Agility Top-Down and Bottom-up? 8

9 Key Executive Roles for Governing Enterprise Agile 1. Vision and Culture 2. Executive Prioritization of Epics and Know your Organization s Velocity 3. Managing the Communication flow at each organizational level (UVF, SAFe and M3.0) 9

10 1. Vision & Culture Have to have a clear Vision for the Change Under communicated by a factor of 10 Change Management and Cultural Change will take 5 to 7 years Must include not just buy-in from the Board and C-level on down, but active personal change For example, we trained the CEO, CTO, COO, Dir. of Bus. Mgt., Dir. of New Prod. Dev., etc. Have to adapt the existing Corporate Governance to Agile Governance 10

11 1. Vision & Culture Organizational Continuum 11

12 1. Vision & Culture Room for Improvement 14% Success Rate 42% Success Rate Source: the PMO Brothers and Dr. Jeff Sutherland, co- creator of Scrum 12

13 1. Vision & Culture VSPT Leadership Model 13

14 1. Vision & Culture Cascading Vision (VSPT) 14

15 1. Vision & Culture Four Windows on Transformation 15

16 1. Vision & Culture Implementing Change Using the UVF 16

17 1. Vision & Culture Nature Publishing Group Agile Transformation 250 People Trained in NPG Agile Teams Sorted into Persistent / Dedicated teams PMO Team Level Teams had bandwidth to do 60 projects / yr. in 2011 à could do 124 per year by 2013 with same resources Por;olio Separated into 2 Por[olios: Science for ScienSsts (B2B) Science for non- ScienSsts (B2C) Execu&ve - ATG Agile TransformaSon Group 250 Projects à 100 Projects during 2011 By 2013 had cleared ensre project backlog of original 250 projects + 17

18 1. Vision & Culture - Aligning Vision 18

19 1. Vision & Culture Chg. Mgt. at the Product/ Customer level impacts all 3 other areas 19

20 1. Vision & Culture - Change Management at the Team level impacts all 3 other areas 20

21 1. Vision & Culture Getting to Aha! for all four areas: I, We, It and Its 21

22 2. Prioritize Epics & Know your Velocity Have to have a flexible KPI to measure the increase(s) in productivity But that at the same time have a KPI that is portable between teams that are using various Agile tools (i.e. Scrum, Kanban, etc.) 22

23 2. Prioritization & Velocity Agile PMO Vision Driven Portfolio 23

24 2. Prioritization & Velocity - Tools on the Continuum The UVF, SAFe and M3.0 UVF Copyright Unified Vision Group all rights reserved 24

25 2. Prioritization & Velocity UVF, SAFe and M3.0 UVF 25

26 3. Comms at each level Portfolio... Burn-up on each Program's progress After the C-level got used to the reporting, it worked great Monthly and Quarterly governance meetings Program... Burn-up on each Team's / Project's progress Able to project at Portfolio and Program levels after 4-6 successful sprints Bi-weekly governance meetings Project and Team level... Used both Release Burn-up and Sprint Burn-down charts Task level... Used Daily Stand-ups, etc. 26

27 3. Communication Overcoming the Language Barrier 27

28 Marketplace gap Typical Agile Product / Service Offering Executive / Gov. Prod / Svcs Sr. Mgt / Portfolio Prod / Svcs Mgt / Program Prod / Services Project Prod / Services Team / Individual Prod / Services Marketplace gap SAFe M3.0 DAD Scrum Kanban XP Scrumban Etc. Etc. Etc. Etc Language of Leadership Language of Management

29 Marketplace gap The UVF plugs the Gap Executive / Gov. Prod / Svcs Sr. Mgt / Portfolio Prod / Svcs Mgt / Program Prod / Services Project Prod / Services Team / Individual Prod / Services Marketplace gap SAFe M3.0 DAD Scrum Kanban XP Scrumban Etc. Etc. Etc. Etc Language of Leadership Language of Management

30 VSPT Explained on a napkin V S P T Group - All Rights Reserved - Used with Permission 30

31 delivered to the enterprise! Group - All Rights Reserved - Used with Permission 31

32 3. Communication Business Agile Scaling & Governance UVF SAFe M3.0 32

33 3. Communication Agile Portfolio Reporting Template Team Burnup or Burndown Program PgM and PdM This repor&ng should not be used by management Project/Product - Release Portfolio Executive Wednesday 21 January 15 33

34 Agile Governance Community of Practice At Knowit Group s HQ Next Meeting on Thursday, 29 Jan 2015 Look us up on Meet-up and Eventbrite to book your spot Linkup with me on LinkedIn and Twitter 34

35 Thank You the PMO Brothers Andrew P. Kallman MBA, PMP, CSM, CSP The PMO Brothers Theodore W. Kallman PMP, CSM, CSP, ChFC hdp://agilean.se/ 35