4 Tales of Enterprise Agility

We are Manu Tandon

• Principal Consultant

• 11 + years - delivery and adoption of Agile across enterprises

Tiffany Lentz

• Principal Consultant

• 8 + years - leading teams and enterprises in delivery and change programs

Why Enterprise Agility

“Responsiveness is a business strategy”

Enterprise Agility in Organizations

Just doing Agile is not enough......

The goal is to BE Agile

“In the Chaordic Age, success will depend less on rote and more on reason; less on authority of the few and more on judgement of the many; ... less on external control of people and more on internal discipline”

- Dee Hock

Value System vs Checklist

Organization vs Team

Agile Team

ProductOwner

Stakeholders

Team Member

ScrumMaster

Team Member

Team Member

SupportTeams

Facilities

PMO

HR

Finance

Organization

VMO

Recruiting

Leaders vs Managers

Agility Manifested

Poly-skilled Team Members

over

Specialists

Agility Manifested

Continuous Delivery

over

Continuous Integration

Agility Manifested

Activist Investing

over

Project Release Plans

Agility Manifested

Customized Training

over

“Sheep Dip” Certification

ImplementationPlan

Showcase Inspect

Adapt

Plan

Showcase Inspect

Adapt

Assess

Envision Plan

Do Plan

Showcase Inspect

Adapt

Plan

Showcase Inspect

Adapt

Plan

Showcase Inspect

Adapt

Maturity ModelBuild

Testing

Evolutionary Design

Configuration Management

Shared Responsibility

Requirements

Responsiveness

Collaboration

Governance

Assurance

Patterns of Agile Adoption

Patterns of Agile Adoption

• Little Footprint

• Big Footprint

• Pillar

• Osmosis

Little Footprint

+holistic approach+ iterative execution+minimized cost risk

- slow developing- heightened adoption risk

Iterate and refactor

Big Footprint

+broad* impact+holistic approach+ iterative execution+minimized adoption risk

- heavy demand on central governance

- heightened cost risk

Iterate and refactor... ...in bulk

Pillar

+governance & consistency+flexibility

- academic approach- erratic adoption- suspect durability

PMO-delivered,on demand

Osmosis

+tactical approach+organic adoption+durable+delivery-funded!

- heightened turnover risk- slower enterprise reach

Just-in-time adoption

The Patterns Compared

Projected client capability

Little Footprint Iterate and refactor……one team at a time

Projected client capability

Big Footprint Iterate and refactor...…in bulk

Projected client capability

Pillar Top-down……PMO driven

Projected client capability

Osmosis Bottom-up……Just in time

Case Studies

Midwestern BankLittle Footprint

Description• Top 10 US bank

• 1200+ IT

• Conservative approach

• Large-program dominant

• Delivery slowed by IT rigor

• Realized small wins with ‘incidental agile’

Midwestern BankLittle Footprint

Mandate

“Defeat our bureaucratic legacy with a scaled agile model in this audit-driven, traditionally-valued business.”

Midwestern BankLittle Footprint

Lessons• Poly-skilled Team

• Continuous Integration

• Agile Project Management

• Just in time trainingMaturity

Measured

Midwestern BankLittle Footprint

Agility Midwestern Bank

Being Agile Doing Agile

Little Footprint

1 More LessonThe impact of leadership

Midwestern Bank

Midwestern BankProjected client capabilityThoughtWorks footprint

Little Footprint

Credit Card IssuerBig Footprint

Description

• Top 5 US credit card issuer

• 1000+ IT associates

• Very heavy legacy methodology

• “Documents 10, Software 0”

Credit Card IssuerBig Footprint

Mandate

“Develop and rollout an agile development methodology that works for our entire organization.”

Credit Card IssuerBig Footprint

Lessons• Internal career management

• Continuous integration

• Lean portfolio management

• Customized training

• Collaborative physical spaces

Credit Card IssuerBig Footprint

Agility Credit Card Issuer

Being Agile Doing Agile

Big Footprint

Jump in customer satisfactionReduced times to marketIncreased employee satisfaction

National InsurerPillar

Description

• 1500+ IT

• Innovator’s approach

• Large-program dominant

• Strong internal PMOs

• Organizational demand for formal agile process

• Heavy offshore

National InsurerPillar

Mandate

“Provide our organization with a parallel path through the full software production lifecycle.”

National InsurerPillar

Lessons

• Specialist Roles

• Some continuous integration

• Project administrators

• Just-in-time training from experts

National InsurerPillar

Agility National Insurer

Being Agile Doing Agile

Pillar

Traditional and Agile co-existedOff-shore success

Medical Products Division

Osmosis

Description• Software product division

• 1200+ IT R&D

• Multi-year program

• Internationally distributed

• Historically under-delivered

• Immense shareholder expectations of product

Medical Products DivisionOsmosis

Mandate

“Bring sufficient agility to our software products organization to secure our customer delivery expectations.”

Medical Products DivisionOsmosis

Lessons• Team members allowed to

change roles

• Continuous delivery

• Program-level release plans

• Teams learned while delivering software

Medical Products DivisionOsmosis

Agility Medical Products Division

Being Agile Doing Agile

Osmosis

Largest known adoption of Scrum

Conclusion

The Patterns ComparedLittle Footprint Iterate and refactor…

…one team at a time Pillar Top-down……PMO driven

Big Footprint Iterate and refactor...…in bulk Osmosis Bottom-up…

…Just in time

Begin by doing agile while focusing on ......

Being Agile......

Poly-Skilled Teams

Being Agile......

Continuous Delivery

Being Agile......

Activist Investing

Being Agile......

Customized training

Enterprise Agility

Responsiveness is a business strategy

Questions and Comments

Contact US

Manu Tandon

mtandon@thoughtworks.com

Tiffany Lentz

tlentz@thoughtworks.com

Thank you!