LEADER, LEAD THE AGILE TRANSFORMATION

Transcription

1 LEADER, LEAD THE AGILE TRANSFORMATION Maarit Laanti Conference room 4 Lean, Agile & Scrum Konferenz 2013

2 Major claims in this presentation! 1. Agile transformation has been bottom-up! 2. Waterscrumming is the reality in many organizations! 3. Organizations still plan for very long projects, and thus do not benefit fully from agile! 4. There is a proven way to start planning in agile way! 5. Transformation is about people, tools and processes way-of-working! 6. Leaders should lead the way! 7. Success will follow!

3 Agile transformation has been bottom-up! Version One: 7 th Annual State of Agile Development Survey, 2012:! 52 % of customers are happy or very happy with Agile projects! More than 50% of managers and customers agree that prioritizing customer depends is the biggest Agile challenge! The number of those who plan to implement agile development in future projects has increased from 59% in % in 2012.! Most Agile-savvy groups are ScrumMasters and Project Managers (57%)! Least Agile savvy groups are Product Owners (3%) and Executives (2%)! 52% of companies state the the biggest barrier to Agile adoption is the inability to change organizational culture.! Read more: h+p:// Annual- State- of- Agile- Development- Survey.pdf

4 Water-scrum-fall is a reality in many organizations (Forrester 2011)! Water Scrum Fall Read more: h+p:// scrum- fall_0.pdf Image Graphics Factory.com!

5 There is a proven way to start planning in agile way! Read more: h+p://

6 There is a proven way to start planning in agile way! Hey, what was that? Image Graphics Factory.com!

7 Scaled Agile Framework Big Picture

8 Model for Adaptive Organization! Field studies Metrics Market info Crowdsourcing Por-olio Goals / rela8ve target se>ng Reward / investment Balancing investment Streaming problem solving Projects Adap8ve planning Rela8ve metrics CDF How to do/ What to do Con8nuous improvement Adap8ve loop Teams Progress velocity cycle 8me Release trials Double- loop learning

9 Is this what your requirements management is like?! Gather all the requirements!!!!! End up with! not-so-usable! code!! Requirements pile up in storage and get outdated before implemented! Guidance on agreed intervals (milestones); not on-time and continuous! Limited visibility on what is under development (visibility only on milestones)!

10 Agile Portfolio Management! Rela8ve target se>ng (compe8tor comparison) Field studies Priori8es and goals Gradual specifica8ons Quick releasing Fast customer feedback Por$olio management Fast feedback Implementa0on Crowdsourcing / ideas Transparency Taming uncertainty with:! Adaptive decision making! Gradual commitments! Fast feedback!

11 Nature has very robust way of scaling! Time! Hours, days, weeks, months, years.! Distances! Millimeters, centimeters, meters, kilometers! Weight! Milligrams, grams, kilograms, tons! Numbers (and money)! Ones, tens, hundreds, thousands, millions, milliards, billions! Read more: h+p://en.wikipedia.org/wiki/julia_set

12 Epics breakdown into features, elaborated in stories, implemented by tasks! Epics Features Stories Tasks Gradually refine the specificasons per need! Refuse to specify in detail until the right time; use higher abstraction while talking long-term! How many requirements get out-dated before the work is started! Fast enough do not need a Change Request process! If you are fast enough, there is no need for fast track of error corrections either!

13 Transformation is about people, tools and processes way-of-working! People need to change (= the hardest part) Self-organizing: leaders need to trust teams and prioritize their desire for results over the desire for control New roles New skills & attitudes, pride for excellence & value delivery New rhythm of work Processes and governance need to change Understanding the value stream often leads to re-org; coordinating roles go away if they don t add value Backlogs drive priorities and allocating people to projects Transparency: Cumulative Flow Diagrams replace milestones Tools need to change to support new way of working Backlog management integrated with requirement management replaces MS Project and tools alike Continuous Integration infrastructure Radiators

14 Major claims in this presentation! 1. Agile transformation has been bottom-up! 2. Waterscrumming is the reality in many organizations! 3. Organizations still plan for very long projects, and thus do not benefit fully from agile! 4. There is a proven way to start planning in agile way! 5. Transformation is about people, tools and processes way-of-working! 6. Leaders should lead the way! 7. Success will follow!

15 Leaders should lead the way lean transformations show changing enterprise is hard! Robert Miller, Executive Director of the Shingo Prize, interviewed on radiolean.com, July, "About 3 years ago we felt we needed deep reflection. After 19 or 20 years we went back and did a significant study of the organizations that had received the Shingo Prize to determine which ones had sustained the level of excellence that they demonstrated at the time they were evaluated and which ones had not...we were quite surprised, even disappointed that a large percentage of those organizations that had been recognized had not been able to keep up and not been able to move forward and in fact lost ground... We studied those companies and found that a very large percentage of those we had evaluated were experts at implementing tools of lean but had not deeply embedded them into their culture."! Read more: Liker, Rother. Why Lean Programs Fail h+p:// A4FF50A9-028A- 49FD- BB1F- CB93D52E1878- Liker- Rother %20ArScle%20v3_5_CM.pdf

16 Agile transformation needs enablers, i.e. investments! Purchase of Impact to the way organization is lead Guided by strategy Improvement of technology Enablers contribute to Means can be gained Goals success of organization Feedback and improvement Feedback of success Large scale agile transformations need enablers technical changes and investments just agreeing being agile is not enough! People (and leaders) may have different perceptions what agile means. Agree commonly on goals and means to reach these goals.! Follow up on how means and enablers are put in place in monthly steering groups! Read more: LaanS: Agile Methods in large- scale so\ware development organizasons applicability and model for adopson h+p://julska.oulu.fi/record/isbn

17 Forming, Storming, Norming, Performing! We have learned hat teams go through norming, storming, forming and performing phases! But in transformation, organizations go too! Norming is when new state is pictured, and we try to follow it the best we can! We enter to storming when change project is finished, and question the new way of working! In forming phase typically few small additions are made to original model, and the new way of working becomes part of organization culture! In performing we gain the real benefits, and after some time can make the next wave of changes!

18 Change Adoption, Deployment or Transformation?! Adoption (of agile methods)!! Taking the agile methods in use based on user group s own will and decision making, assuming benefits! Deployment (of agile methods)!! Taking the agile methods in use based on management s will and decision making, assuming benefits. The users may be willing users or not, assuming benefits or not.! Transformation (in relation to agile methods)!! How use of Agile Methods change how organizations works and thinking (Methodologies). An example of this is how traditionally separated requirements management and project management can unite: agile projects could be managed via tracking the number completed requirements and estimating amount of functionality needed in minimum marketable release.! Read more: LaanS: Agile Methods in large- scale so\ware development organizasons applicability and model for adopson h+p://julska.oulu.fi/record/isbn

19 Kaizen and Kaikaku! Kaizen means improvement and is used broadly to refer to continuous improvement that follows the philosophy of genchi gembutsu (go see, hands-on, fact based improvement). Kaizen means change good and by definition, must be an improvement over the current condition.! Kaikaku means transformation or reform and implies a redesign of business processes that is radical and reaches across an entire organization.! Read more: Lean Manufacturing Blog, Kaizen Articles and Advice Gemba Panta Rei!

20 Kaikaku or Kaizen?! Kaizen! A series of incremental improvements! Without a culture of kaizen, a kaikaku can not succeed. Successful long-term transformations require a series of short-term successes, the engagement of everyone in the organization and a bias towards practical local improvement.! Kaikaku! New technologies, new operational models or new lines of business, necessary for for long-term survival! Kaizen can be just a series of incremental improvements that do not align with the long-term direction of the business or deliver bottom-line results. Kaizen is always an improvement, but without kaikaku it is not be enough.! Read more: Lean Manufacturing Blog, Kaizen ArScles and Advice Gemba Panta Rei

21 Leaders should lead the way! What we are looking here is Kaikaku a radical change using SAFe model!! Best practices learned the hard way how to succeed in agile transformation:! 1. Keep regular! Change team meetings,! Guiding team meetings! 2. Train leadership: leaders as teachers! Leaders will be change agents and spokespersons for the change! Commit to change, and engage others!! 3. Listen and react of problems surfaced! No politics, no closed groups!! 4. Keep the change alive!! Why agile transformason is hard: Agile transformason will challenge all power clicks you have in your organizason! Image Graphics Factory.com!

22 Leading SAFe - training! To: executives,! Middle managers, team leaders,! Length: 2 days! SA-certificate / test! Pre-requisites: None! Learn on:! Scaled Agile Framework! Principles of lean thinking! Principles of product development flow! Gain the necessary knowledge in order to to lead an enterprise agile transformation!!

23 Lead change projects in increments agile way! Increment 0 Increment 1 Increment2 Increment 3 Current state analysis Vision Trainings Changing steering structures Backlogs into use Agile essmasong & planning in projects Fast feedback, adapsve steering AdapSve investment balancing Training

24 Change project template! ENABLER 1 Goals ENABLER 2 Goals ENABLER 3 Goals ENABLER 4 Goals Jan Feb March Apr Goals Goals Goals Goals Goals Goals Goals Goals Goals Goals Goals Goals

25 Success will follow! SAFe is enabling business success! Take risk in smaller bites! Fail safely! Fail early and small, succeed later at bigger rollout! Improve visibility! Agile gives you option for plan B and plan C! Improving throughput times means hard work and investments on Continuous Integration with test automation and reduction of technical debt all enablers need to be managed! Results of successful agile transformation:! organization that can do the same with significantly less resources or! organization that can do more with the same resources!

26 Summary! 1. Adopt agile portfolio management with Epics, Features and Stories to portfolio management! Benefit from agile way of leading projects! 2. Manage change! Train leaders! Form vision and change programs! Nominate steering body! Measure results! 3. Agile in Enterprise level means adoption of lean in software development / IT! Sound results need strong leaders!!

27 Thanks for your interest!!! Puh !