Post on 14-Apr-2017
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Stop scaling… Start growing an agile organization
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Andrea TomasiniAgile Coach & Trainer andrea.tomasini@agile42.com
@tumma72@agile42/coaches
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The Unlikely Heroes…
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What to scale?
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Delivery Model?
Organizational Structure? Teams and
Processes?
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We’ll have larger Projects, we
need to scale…
I think scaling culture will be the real
challenge…
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Why scale?
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CorporateHi
erar
chy
Compliance
Individ
ual
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Agile Pilot Success! Teams demonstrated that Agile can deliver value faster, with higher quality, and is motivating…Organizations are pressed into Agile, and react using traditional approach...
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- The Extra mile - Pilot Projects succeed because people participating in them want them to succeed… and they will do anything necessary to make it happen!
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The heartbeat of an agile organization…
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Client & Value focus
Self-Organization
& Autonomy
Iterative & Incremental
change to reduce the
risk
Continuous Im
provement
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Organization Cultural Profile (CVF)
Current Profile
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hoc
racy
Hierarch
yMarket
Clan
Most of the organization today have a strong Hierarchy oriented profileAgile Values &
Principles
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Organization Cultural Profile (CVF)
Current Profile
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hoc
racy
Hierarch
yMarket
Clan
Most of the organization today have a strong Hierarchy oriented profile
To create the right context to move toward a more agile and lean culture, we need to transition toward Clan or Ad-Hocracy
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New Organization
(up to 60 people)
Grown Organization (from 60 to 500 people)
Corporation (from 500 to many thousands people)
“One size fits all?”… Not in practice… but in Principles!
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OrderedUnordered
Simple
ComplicatedComplex
ChaoticSense�Categorize�Respond
Best�Practices
Good�Practices
Sense�Analyze�Respond
Probe�Sense�Respond
Act�Sense�Respond
Emergent
Novel
Disorder
Cynefin Framework
Organizational
Change
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Basic principles and recurring patterns for growing agile…
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1st Principle: focus on small incremental changesWhenever changing from one way of working to another, we will go through a hybrid situation where the coexistence of two different ways generates attrition, duplications and other forms of waste. The awareness of this fact should push us in delivering changes fast and in small increments…
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The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 3-4 months…
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- The Neo - The one person in the whole company who seems to understand how the System works from the inside… His dualism with the “Architect” is such that allows him to design the perfect organization…
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The agile approach to change management…
…focused on stabilization with emergent standardization…
Design
RolloutDoc
RolloutDoc
RolloutDoc
Coach
≤ 12 weeks t
Design Coach
RolloutDoc
RolloutDoc
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Goal PSF NC
Agile Strategy Map™
Define the Goal we want to achieve
Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal
Necessary Condition (NC): what is needed in order to fulfill the Success Factor
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Strategy Map from March 2014
• The Goal for 2015 has been established
• The Transition Team identified at least 7 PSFs that would provide a powerful leverage to achieve the final Goal
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Strategy Map June 2014
• Break out groups worked on detailing the various PSFs into actionable experiments to validate the hypothesis for organizational improvement
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2nd Principle: focus on value and organize accordinglyFocusing on value means to make sure that there are as few obstacles as possible in the direction of the value streams…
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The matrix organization…
Sub
Syst
em 1
Sub
Syst
em 2
Sub
Syst
em 3
Infra
stru
ctur
e
Ope
ratio
ns
PMO
Project 1
Project 2
Project 3
… optimized for utilization, not value delivery…
Handovers and coordination
Value
Client
Push in the lines
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- The Linebacker - Projects are getting
delayed, capacity is not enough to cover all the requests, but someone
can push on the lines to make the succeed…
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Stream 1
Stream 2
Stream 3
The agile organization…
Sub
Syst
em 1
Sub
Syst
em 2
Sub
Syst
em 3
Infra
stru
ctur
e
Ope
ratio
ns
… optimized for value delivery and time to market
Value
Client
Pull on the streams
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Ideas Potential ROIF Ready to PullSuccess: we can compare the value of projects easily (using defined KPIs) and make consistent business decisions.Failure: we still have endless discussions about priority and it’s costly to prepare project info for the portfolio process
High
Mid
HighHigh HighHigh
Dev Team
Unified Portfolio & Program System to focus on Customer Value…
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Lean Canvases to create context and focus on Customer Value…
Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it.
Opportunity Name (title)
1. Opportunity 2. Customer SegmentsWhat is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the problem right now?
3. Possible SolutionWhat are the key points of a possible solution to the presented problem?
4. BenefitsWhat are the benefits for the customers?
6. Measuring SuccessWhat metrics will be best measure the success of the feature?
5. Business ReadinessWhat steps are required from the business side to be able to use this capability?
7. Cost of DelayWhich profile better represent the cost of delay (CoD)?
8. Costs StructureHow does the cost structure look like for such a feature? One time, ongoing costs, contractors expenses, development costs?
9. Value to Customer and BusinessWhat are the expected incremental revenue for selling this feature, and what are the strategic and tactical benefit? What are the intangible values (usability, performance, customer knowledge obtained...)
Opportunity Owner (name)
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• Unified Portfolio and Program System to increase transparency, to visualize Customer Value and dependencies
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3rd Principle: decentralize control whenever possibleDecentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining goals and constraints to allow for autonomous decision making.
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Control !
Worker 1
Sub 1
Worker 2
Sub 2 Sub 3
The hierarchical organization… Centralized Control, ends up overloaded, introducing delays
Reque
sts
Authorization
the design is based on mistrust…
Info
rmat
ion
& p
ower
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- The fearless - Despite clear reporting lines, some people decide to jump across and bend rules, sometimes even do their “own” thing entirely… they are taking great risk to follow their instincts…
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Container for empowerment
Worker 3Worker 2
The agile organization… Decentralized Control reduces overhead, and encourage collaboration
the design is based on trust…
Worker 1
Collaboration
Info
rmat
ion
& p
ower
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• Both on the “budget” level, as well as on the expected delivery and preparation levels
• This level of transparency allows to build trust between Portfolio Management and self-organizing teams
• Clear Policies describing the range of autonomy the teams have
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• Every team has two “avatars” to volunteer on upcoming Opportunities
• The Opportunity Owner will get in touch with the team to get their input and enrich the backlog
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4th Principle: avoid synchronization of flows unless necessaryDe-synchronization is unintuitive, but allows for parallel distributed work, without having to carry the excessive burden of coordination and handovers.
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t
Project 2
Project 3
Project 1
The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs
Release
Pm 3
Pm 1
Pm 2
…fixed scope and fixed date…
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The Glue
Trying to reduce overhead in
synchronization by connecting all
the dots for others…
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t
The agile organization… De-synchronization of development teams to reduce cost of release
…variable scope and variable date…
Feature A
Release
Team 1
Team 2
Team 3
Team 4
Feature B
Release Release
Feature C
Release
Feature D
Release
Feature E
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Release incrementally, with higher quality
Automated testing in short cycles
Delivered serviceable Product in just 2 months
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Continuos Integration & Delivery…
Switch from big product releases to incremental change, every feature is released on all platforms
“Focusing on one Feature at a time allowed for faster feedback also involving stakeholders was easier… deliver fast to learn fast”
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Overall lessons learnedChanges in behaviour happened thanks to focus on principles and values, the resulting emergent systems showed recurring and reusable patterns to produce similar behaviours.
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EDD Hendrik Esser | Commercial in confidence | © Ericsson AB 2015 | 2015-02-11 | Page 2
Commitment – We have moved from the question “are you committed?” to “how can we
deliver?”
Distribution instead of hierarchy – Planning/forecasting is distributed: many people do this from different
angles (Strategy, Product Roadmap, Product Release, Feature, Sprint) – Each party trusts the other that they do their part of the whole. – Continuous flow of planning, follow-up and adaptation
Collaboration instead of co-existence
– No “contracts” between parts of Ericsson – Collaboration with a lot of interaction to drive alignment and by this enable
autonomy.
Most significant Changes after 7 years through transition
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Page 14 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved
Fast Lane PLC319F Lean transformation in practice
Learnings
• Direct communication is the enabler for doing the necessary things at the right time
• Timeboxed development is mandatory to establish learning methods
• Ranked backlog / visualization creates unknown transparency on where we stand - over 7 teams, with more than 40 people
• Giving responsibility into the teams leads to outstanding engagement and results
• Thinking in customer value within each iteration gives us control on the functionality of our deliverables
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Page 12 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved
Fast Lane PLC319F Adopting lean thinking to hardware development
The Question How can we be sure, that our redesign will be o.k.?!
Parallel Sourcing - Serial material - Testing Equipment - Rapid Prototypes
Parallel Qualification - Typetest - Loadtest
Risk Exclusion - Execute Complete DVT - Evaluate Production process - Build up production samples
• Speed-up by 40%
• Enhanced Quality
• Enhanced Design for Production
Blog: LEAN@MC - english Blog
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Asses
smen
t Strategy
Pilot Projects
Rollout
Enterprise Transition Framework (ETF)
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1. There is no blueprint for an Agile Organization, as from the moment you’ll try to define one, it won’t be Agile anymore!
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2. Scaling is not about the delivery or a model it’s about culture change, and continuous improvement
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3. Becoming an Agile organization it is not a goal, but a means to a Goal
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4. Experience shows that there are recurring patterns emerging by embracing specific principles. Using this experience can be extremely valuable on your own journey
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5. Becoming an agile organization is a team sport, and everyone needs to change before she can help other changing…
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Thank
You!
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More food for thought...
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