Zero to Agile in 3-5+ Years - Agile Alliance · Zero to Agile in 3-5+ Years Understanding Holistic...
Transcript of Zero to Agile in 3-5+ Years - Agile Alliance · Zero to Agile in 3-5+ Years Understanding Holistic...
Zero to Agile in 3-5+ Years
Understanding Holistic Enterprise Transition
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Sean BuckSenior Manager, The Capital Group Companies
George Schlitz CSC, PMP
Principal/Co-founder, BigVisible
It’s a marathon, not a sprint
Purpose
•Case study of large Agile Transformation Program at the Capital Group Companies. Their journey to date and where they are going.....
•Understanding a holistic approach to transformation. Strategies and tips that you can apply in your organization.
Expectations
•Not a step by step approach to Agile adoption
•Not exhaustive or in depth, only a 1 hour session
•Not as interactive a session as we would like
•Assumption of basic Agile understanding (i.e. familiarity with frameworks like Scrum, XP, Kanban, etc..)
Sean Buck:[email protected]: @buckswGeorge Schlitz:[email protected]: @gschlitz
1. The Capital Group Companies, Inc• Evolution of Agile at CG
• Successes and Challenges• Evolving Adoption Approach
• Enterprise Focus• Evolution of Workspaces• Leadership Development
2. Holistic Transformation• Change Management Strategy• Learning Journey• Coaching Spectrum• Traps to avoid
Agenda
© 2011 The Capital Group Companies, Inc.
Who we are
Global investment management organization Founded in 1931 Privately held Our mission is to provide long-term superior investment
results and services to investors and clients
© 2011 The Capital Group Companies, Inc.
Our clients Individual mutual fund shareholders Companies that offer 401(k) retirement plans Insurance Companies—Variable Annuity Products Institutional clients
– Corporate Retirement Plans
– Public Funds
– Sovereign Wealth Funds
– Endowments
– Foundations High-net-worth individuals
© 2011 The Capital Group Companies, Inc.
7,000 Associates in 22 Offices Worldwide
San Francisco (1975)
Toronto* (2000)
Los Angeles (1931)Orange County (1983)
Phoenix
(2004)
San Antonio (1990)
Washington, D.C. (1974)New York (1943)
Hampton Roads (1992)
Indianapolis (1994)
London (1979)Geneva (1962)
Mumbai
(2008)
Singapore
(1989)
Hong Kong (1983)
Tokyo (1982)
Beijing (2009)
• Large IT Organization across Irvine, San Antonio, L.A., India
• Many different technologies from Mainframe to Web 2.0 apps• Co-located and distributed teams• Custom development, packages, and both
• Large modernization programs and transformation underway
• Started with One team grassroots effort• Spread to other teams, led to Enterprise Transformation
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Evolution of Adoption at CG
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A Transition Model
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• Increased Business Involvement and Transparency• Innovating to deliver business value• Changing the negative perceptions of IT• Switching priorities and even technologies midstream• Increasing Morale
• "You know, I wouldn't mind it a bit if you guys slow down a little."
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Adoption Challenges
• Open Workspaces• Leadership, including Management’s role in Agile• Getting the right product owners• Adapting the organizational system to support Agile• Agile Technical practices adoption• Large program mindset, shifting towards Agile
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Evolution of Adoption Approach
• Initial Central Control of Adoption• Readiness Assessment of potential team• Go to governance group for Approval per team• Coaches Assigned centrally• Organizational Challenges Opportunistic
• Shift Focus of Accountability of Agile adoption to Sr. Managers / Directors• Give Directors / Sr. Managers more
local decisions on adoption • Enterprise team to focus on
organizational challenges and leadership program
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ATP Story map for CY11 Federated Model(empower locally)
Agile Workspaces
Agile Delivery Program
Federated model kicked-off
Q1
2011
Agile LeadershipProgram
Pilot ‘Agile Leadership’
Workshops
Kick-off Agile Leadership Program
Agile Associate Development
Define ITGUAgile Curriculum
Schedule ‘Agile Principles’
Workshops
Create OrganizationalAssessment
Develop AgileTools Eval. Criteria
Perform 1stOrganizationalAssessment
Agile Role Clarity.Define S.M. Role
Pilot out Agile Sourcing
Approve Agile Sourcing Plan at ITSC
Agile Sourcing Models Approved
by SDC
Distributed Agile& Sourcing
Complete Agile Workspace
Design Reqs
Kick-off ADP
Publish AgileStart-up Kit
Agile Team Rooms Build out in IRV.
Implement Shared Coaching
Model
Assign Agile Coach to all
Directors
Create LOBAgile Roadmaps
Approve LOBAgile Roadmaps
By SDC
Perform Agile Tools Eval. / Pilot
Kick-off Internal Agile
Coach ProgramSDM value stream
Leadership Ed.
Expand AgileTransformationBeyond SD org.
Raise Visibility of Agile Success
Internal AgileConference
Develop ProgramMetrics to
Encourage Agile
Q2
2011
Q3
Q4
Approve ADPBy ITSC
TechnicalExcellence
Promote Agile Engineering
Practices
Hold AgileCoding Dojos
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Evolution of Workspace
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Evolution of Workspace
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Evolution of Workspace
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Investing in Open Workspaces
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Investing in Open Workspaces
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Leadership Focus
• Leadership Workshops– Key to helping leaders understand their role in
designing an environment where Agile can thrive– Most organizations don’t focus on developing
leadership
• Focusing coaches on leaders vs. teams– Coaches initially worked with teams but need to shift
to working more with leaders to avoid team regression
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
George Patton
“Believe me fellows, everyone from the Pharaoh on down is an equally valued member of the team.”
“Partial Implementation of a Holistic Solution is an Oxymoron”
- Eliyahu Goldratt, from “Beyond the Goal”
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Changing the Rules
Change Tool: ToC Change Process
Given: An improvement diminishes a limitation(s)
1) What is the strength of the improvement?
2) What limitations does the improvement diminish?
3) What rules (e.g. structures, processes, roles, rules) existed in the organization to deal with the limitation in the past?
4) Change or eliminate these rules
5) Determine what limitations we have now, and create new rules for these
Source: “Beyond the Goal” - Eliyahu Goldratt
Change Tool: ToC Change Process
Given: An improvement diminishes a limitation(s)
1) What is the strength of the improvement?
2) What limitations does the improvement diminish?
3) What rules (e.g. structures, processes, roles, rules) existed in the organization to deal with the limitation in the past?
4) Change or eliminate these rules
5) Determine what limitations we have now, and create new rules for these
Source: “Beyond the Goal” - Eliyahu Goldratt
Change Tool: The Single Ray of Light
Source: “Beyond the Goal” - Eliyahu Goldratt
Make every move count – there is limited time… impossible to work with everyone irresponsible to just be opportunistic
Where and when to exert influence?
Develop a Change Strategy
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The Learning Journey
LearningPrinciples
ValuesExperience
Failures
LearningPrinciples
ValuesExperience
Failures
LearningPrinciples
ValuesExperience
Failures
These are what result in success. The learning journey as we try different things.
Unfortunately, we standardize on these.The practices and outputs of the learning journey for a particular team.
Team
One
Perfo
rman
ce
Time
-4 week sprint-Retro
-Task Board-Stand Ups
-2 week sprint-automated tests
-ATDD-Backlog
-Continuous Flow-TDD
-Release Planning-Small Stories
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• “A good coach knows the subject material and can assess where we stand and what will help us improve.”
• “The coach can help us stay motivated when we reach the inevitable plateaus in progress.” - Ron Jeffries. From “Agile Coaching” by Rachel Davies, Liz Sedley.
GrowingPeople
IncorporatingFeedback
IntroducingQuality
Team Practices
And Process
BuildingTeams
LeadingChange
Working withPeople
Starting the Journey
Coaching
What is a coach?
Delivery
Agile Coaching Spectrum
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Execution
Product/BusinessStrategy
Delivery
Agile Coaching Spectrum
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Execution
Leading
Levels of Leadership Agility
• Expert
• Achiever
• Catalyst
Organizing
Product/BusinessStrategy
Delivery
Agile Coaching Spectrum
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Execution
Leadership AgilityComplexityManagement/Executive CoachingLeadership mentoring
ToCSystemsOrganizational structures“Changing the Rules” (Process, etc.)Org Change
Product Management/StrategyPPMProduct Development/DeliveryMultiple Team/ProgramsKanbanScrumXPTechnical mentoringTeam Dynamics/CollaborationTeam coaching
Leading
Organizing
Product/BusinessStrategy
Delivery
Agile Coaching Spectrum
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Execution
Agile Coach Focus: Local (project)
improvement
Transition Coach Focus:EnterpriseChange and
Improvement
Leadership AgilityComplexityManagement/Executive CoachingLeadership mentoring
ToCSystemsOrganizational structures“Changing the Rules” (Process, etc.)Org Change
Product Management/StrategyPPMProduct Development/DeliveryMultiple Team/ProgramsKanbanScrumXPTechnical mentoringTeam Dynamics/CollaborationTeam coaching
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Complexity
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Cynefin Framework
Text
Structure-Behavior Model of Systems
Source: “Management 3.0: Leading Agile Developers, Developing Agile Leaders” - Jurgen Appelo. Copyright 2011 Pearson Education, Inc,
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Dealing with Elephants
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“Being right too soon is socially unacceptable”- Robert Heinlein
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Traps
• Not being purposeful of change management and culture change
• Standardizing on Practices and Tools to drive adoption
• Neglecting Leadership• Neglecting anyone not on a development team
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Adoption Traps
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Coaching Challenges
• To be an “Agile” organization you need to have a holistic focus to change
• Changing mindset and culture takes time• Your adoption and change strategy will evolve over time• Consider the coaching spectrum and your coaching
needs
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Takeaways
References & Recommended ReadingSome Coaching Reading to Start With“Agile Coaching” – Rachel Davies, Liz Sedley “Coaching Agile Teams” – Lyssa Adkins“Coaching and Mentoring” – Harvard Business Press“The Heart of Coaching” – Thomas Crane“Adaptive Coaching” – Terry Bacon, Karen Spear
Some Leadership and Complexity Reading to Start With“Leadership Agility” – Bill Joiner, Stephen Josephs“Leadership and the New Science” – Margaret Wheatley“Surfing the Edge of Chaos” - Pascale, Richard“The Origins of Cynefin” - Snowden“The Servant Leadership Training Course” - James Hunter
Some Change & Thinking Tools to Start With“Beyond the Goal” – Eli Goldratt“Switch” – Chip & Dan Heath“Fearless Change” - Linda Rising, Mary Lynn Manns“ The Fifth Discipline” - Peter Senge
A Few Elephants to Start With“Beyond Budgeting: How managers can break free from the annual performance trap” - Hope, Fraser“Drive” - Pinck“Get Rid of the Performance Review!” - Culbert“Inspired” - Marty Cagan
Some Friends to Start Learning Withhttp://www.bigvisible.com/blog 33