Agile Transitions @Agile Tour Vilnius 2011

Agile Transitions

Things to consider before you start

6.10.2011 - Agile Tour Vilnius 2011

Why Agile?

Growing Software Complexity

Software complexity in FORD vehicles quadrupled in 5 years

2005 2006 2007 2008 2009 2010

3,42,8

Software lines in FORD vehicles over the past 5 years

Growing Software Complexity

Compared software complexity growth in aerospace and automotive

F-22 Raptor

F-35 Joint Strike

Boeing 787 Dreamliner

S-Class Daimler 98,6

http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code/0

Time to MarketDue to globalization effects, and other economical changes, the time to market over time decreased significantly

Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California

1915 1939 1972 1976 1983 1994 1998 2000 2002 2004

13.5 years

3 months

Change from this... Production-based process

... to this. R&D based process

Agile Transitions

Common problems when doing transitions

• No compelling reason for change

• Lack of communication

• Focus on changing process, structure etc instead of behavior

• No room for failures

• Management and leadership not willing to change themselves

• Only training and no coaching

• Nothing changes if nothing changes

• Not making the process transparent and meaningful to the individual - WIIFM

• And many more...

Transition to Agility

• Team/People Empowerment

• Knowledge building, and persisting

• Adaptivity to changes, flexibility

• Focus on Value and Customer

• Cultural Change, paradigm shift

Adapting vs. Defining“At the University of California at Irvine, ... they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”

A “process” for transitions

• Establish a reason for the transition

• Create a transition team

• Develop a vision and strategy

• Communicate the vision

• Empower people to change

• Generate quickly some success

• Don’t let up

• Anchor new approach in the culture

Based on Leading Change by John Kotter

Strategy Map

How to define a Goal and setup a strategy to successfully transform your organization?

Strategic Objective(s)Description of a desired outcome with key differentiators

Strategic Objective

Strategy Map

Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints or Targets

Strategic Objective

Possible Success Factor

Strategy Map

Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints or Targets

Necessary ConditionsMinimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until an actionable backlog items are identified.

Strategic Objective

Possible Success Factor

Necessary Condition

Strategy Map

Things to consider in a transition

What might be part of a transition

Enterprise successfully delivering with Scrum

Top Management Sponsorship

Evidence of Success

Pilot Projects

Strategy Map

Pilot Project

• Try the whole process end-to-end, not just the development

• Start by training the Product Owners, and through coaching identify and develop a Product Backlog

• Train the Team when the Backlog is READY and start sprinting

• Coach the whole Scrum Team through 2-3 Sprints till the Team will be independent, than start with another team

• Learn from every experience and consolidate the Backlog and the approach

Remove Impediments

Evidence of Success

Pilot Projects

Transition Team

Strategy Map

Transition Team

• Members representing the disciplines and roles present in the organization

• Contains the Sponsor of the transition acting as Product Owner

• Members may rotate over time depending on the focus at that time

• Also people may join to support Impediment removal

Remove Impediments

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Strategy Map

Transition Backlog

• Contains all the tactical actions stemming from the Transition Strategy

• Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility

• Get’s processed by the Transition Team, in order of priority

Remove Impediments

Awareness

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Agile & Scrum introduction

Strategy Map

Lean, Agile or Scrum?

Lean PrinciplesAgile Values

Scrum FrameworkCommitm

entOpenness Courage

Respect

Awareness

Remove Impediments

Marketing & Communication

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Success Stories

Strategy Map

Start to ask Questions!Put your team into context, allow them to tell the story... good and bad stories, they are all lessons learned :-)

Awareness

Remove Impediments

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Success Stories

Paradigm shift: bottom-up

Strategy Map

Awareness

Remove Impediments

Effective Scrum Teams

Evidence of Success

Agile Engineering Practices

Pilot Projects

Transition Team

Transition Backlog

Success Stories

Strategy Map

Delivering fast requires new methods... and new tools

People need to learn new tools and new practices...

There is no “perfect” tool and there is no tool forever...

and have the courage to leave behind the Old tools which are not supportive anymore

Awareness

Remove Impediments

Coaching

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Success Stories

Strategy Map

Coaching

• Coaching mostly the Product Owners, ScrumMasters and management

• Focus on changing behavior

• Guiding people to a solution instead of giving one

• Asking powerful questions and giving feedback

• Coaching coaches

Awareness

Remove Impediments

Training Coaching

Technical Excellence

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Success Stories

Strategy Map

Awareness

Remove Impediments

Cultural Change

Training Coaching

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Support growth of new “Roles”

Customer & Value orientation

Success Stories

Strategy Map

Awareness

Remove Impediments

Cultural Change

Training Coaching

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

System Thinking

Success Stories

Strategy Map

System ThinkingThe constraints set into a system are responsible for people behaviors into that system

Awareness

Remove Impediments

Cultural Change

Sustainability

Building Knowledge

Training Coaching

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Community of Practice

System Thinking

Success Stories

Strategy Map

Community of PracticeLearning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience

Awareness

Remove Impediments

Cultural Change

Sustainability

Internal Coaches

Building Knowledge

Training Coaching

Agile Leadership

Training Program & Career path

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Community of Practice

System Thinking

Success Stories

Strategy Map

Conclusions

• Agile is mainstream, enterprises need to adopt is growing

• Succeeding with one or two projects is not the same as succeeding with the whole enterprise

• Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation

• Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-)

Questions?

• You can contact me at:

• email: lasse.ziegler@agile42.com

• twitter: @lasseziegler

Coaching

Training

Assessment

Consulting

Agile Transitions @Agile Tour Vilnius 2011

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