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Transcript of WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. [email protected] 404-312-1471 ...
![Page 1: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/1.jpg)
WHY AGILE IS FAILING IN LARGE ORGANIZATIONS
![Page 2: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/2.jpg)
www.leadingagile.comtwitter.com/mcottmeyer
facebook.com/leadingagilelinkedin.com/in/cottmeyer
MIKE COTTMEYER
![Page 3: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/3.jpg)
A BRIEF HISTORICAL PERSPECTIVE
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1943
1950-
1960s
1985
1990
1995
1996
1997
1998
2000
2001
USAF & NASAX-15 hypersonic jetIterative Incremental Delivery
Hirotaka Takeuchi & Ikujiro NonakaThe New New Product Development Game
1990 - Sutherland & SchwaberScrum Framework
DSDN ConsortiumDynamic SystemDevelopment Method
1996 - Beck, Cunningham, JeffriesExtreme Programming
Jeff de LucaFeature Driven Development
Alistair CockburnCrystal Methodologies
Robert CharetteLean Development
THEAGILE
MANIFESTO
Taiichi Ohno Toyota Production SystemKanban
Hardware Software
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Individuals & interactions
Processes & toolsover
Working softwareComprehensive documentation
over
Customer collaboration Contract negotiationover
Responding to change Following a planover
That is, while there is value in the items on the right, we value the items on the left more.
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Source: www.agilemanifesto.org
MANIFESTO VALUES
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Source: www.agilemanifesto.org
MANIFESTO PRINCIPLES
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BELIEFS ABOUT AGILE & TRANSFORMATION
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BELIEFS…
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• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
CULTURE DRIVEN
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• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
• Belief that delivery systems will emerge based on new thinking
CULTURE DRIVEN
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• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
PRACTICES DRIVEN
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• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
• Belief that agile is a process or way to work
PRACTICES DRIVEN
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• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
STRUCTURE DRIVEN
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• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
• Belief that culture and practices only emerge within a rational structural and planning framework
STRUCTURE DRIVEN
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... all three are essential, but where you start is also essential…
WHERE TO START?
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LEADINGAGILE THEORY OF TRANSFORMATION
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Theory of Transformation
Agile transformation begins by defining a
rational system of delivery for the enterprise
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Theory of Transformation
True agility comes by breaking dependencies between teams across the
organization
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Theory of Transformation
Healthy culture and solid practices emerge within a
rational delivery framework
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WHY AGILE WORKS
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Team
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Team
User Story
User Story
User Story
User Story
User Story
User Story
User Story
![Page 23: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/23.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity
![Page 25: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/25.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
![Page 26: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/26.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
Few if any dependencies
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WHY AGILE WORKS AT SCALE
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
![Page 30: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/30.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Measureable Progress
Governance
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Metrics & Tools
Governance
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Metrics & Tools
Governance
Teams have autonomy across the organization
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WHY AGILE FAILS
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
![Page 36: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/36.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
![Page 37: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/37.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
![Page 38: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/38.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
![Page 39: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/39.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
ProgressOften caused by
too many external dependencies
![Page 40: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/40.jpg)
WHY AGILE FAILS AT SCALE
![Page 41: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/41.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
![Page 42: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/42.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofGovernance
Lack ofMeasureable
Progress
Lack ofAccountability
![Page 43: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/43.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofStructure
Lack ofMeasureable
Progress
Lack ofGovernance
![Page 44: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/44.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofGovernance
Lack ofStructure
![Page 45: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/45.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofGovernance
Lack ofStructure
Too much coordination
between teams
![Page 46: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/46.jpg)
ORGANIZATIONAL BARRIERS TO AGILE
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Team
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Matrixed Organizations
Team
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Matrixed Organizations
Non-instantly Available
Resources
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Team
![Page 51: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/51.jpg)
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Shared Requirements
Between Teams
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Team
![Page 53: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/53.jpg)
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Large Products with Diverse Technology
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
![Page 55: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/55.jpg)
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Low Cohesion & Tight Coupling
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
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Corollary One:
Solving for the issues that get in the way of
effectively practicing agile is what should guide your
agile transformation initiative
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MAPPING YOUR AGILE TRANSFORMATION
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Pre
dic
tab
ility
Ad
ap
tability
![Page 59: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/59.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
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AE
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Emergence
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Emergence
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Lean Startup
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Emergence
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AEPE
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Ad-Hoc
Traditional Agile
Lean Startup
Project
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Emergence
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AEPE
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Ad-Hoc
Traditional Agile
Lean Startup
Project Pilot
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Emergence
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Emergence
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AEPE
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Ad-Hoc
Traditional Agile
Lean Startup
Adopt Pilot
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Emergence
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AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
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Lean Startup
LOB
Low Trust
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Traditional Agile
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LOB
Low Trust
LOB
Become Predictable
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Emergence
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AEPE
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Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Emergence
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AEPE
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Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Emergence
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AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
LOB
Reduce Batch Size
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Emergence
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AEPE
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Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
LOB
LOB
LOB
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Corollary Two:
Agile can mean different things to different
companies and not all agile approaches will work well for every organization
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INCREMENTAL AND ITERATIVE IMPROVEMENT
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Emergence
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AEPE
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Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
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tability
Emergence
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AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
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tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
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Corollary Three:
Organizational change can be mapped out in such a way that outcomes are
measureable and predictable and
economically justified
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DEVELOPING YOUR ROADMAP
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics & Tools
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics & Tools
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Metrics & Tools
Structure
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Metrics & Tools
Structure
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STRUCTURE
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
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Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
![Page 95: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/95.jpg)
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
Team
![Page 96: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/96.jpg)
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
Team
Team
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Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
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Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
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Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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GOVERNANCE
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Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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Product & ServicesTeams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
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METRICS
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
![Page 108: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/108.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
• Cycle Time• Features Blocked• Rework/Defects
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Rate• Acceptance % Ratio• Scope Change
![Page 109: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/109.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
• Cycle Time• Features Blocked• Rework/Defects
• Takt Time/Cycle Time• Time/Cost/Scope/Value• RIO/Capitalization
![Page 110: WHY AGILE IS FAILING IN LARGE ORGANIZATIONS. mike@leadingagile.com 404-312-1471 twitter.com/mcottmeyer facebook.com/leadingagile.](https://reader037.fdocuments.us/reader037/viewer/2022110100/56649de85503460f94ae275c/html5/thumbnails/110.jpg)
Corollary Four:
Organizational constructs, governance models,
metrics and controls can be established without
violating the principles of agile
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INCREMENTALTRANSFORMATION
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Increment Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Three - N
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ITERATIVETRANSFORMATION
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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ITERATIVE & INCREMETNAL CHANGE
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Iteration Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Three
Agile Rollout
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Corollary Five:
Organizations can adopt agile safely and pragmatically by iteratively and
incrementally introducing structure, governance,
and metrics and maturing practices and culture over
time
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SUMMARY
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Theory of Transformation
Agile transformation begins by defining a
rational system of delivery for the enterprise
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Theory of Transformation
True agility comes by breaking dependencies
between teams across the organization
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Theory of Transformation
Healthy culture and solid practices emerge within a
rational delivery framework
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Corollary One:
Solving for the issues that get in the way of
effectively practicing agile is what should guide your
agile transformation initiative
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Corollary Two:
Agile can mean different things to different
companies and not all agile approaches will work well for every organization
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Corollary Three:
Organizational change can be mapped out in such a way that outcomes are
measureable and predictable and
economically justified
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Corollary Four:
Organizational constructs, governance models,
metrics and controls can be established without
violating the principles of agile
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Corollary Five:
Organizations can adopt agile safely and pragmatically by iteratively and
incrementally introducing structure, governance,
and metrics and maturing practices and culture over
time
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Summary
By focusing on the fundamentals of agile
delivery, while systematically and
methodically breaking dependencies, we can achieve true enterprise
agility
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WHY AGILE IS FAILINGIN LARGE ENTERPRISES
…and what you can do about it