A TOXIC Transformation - Agile Austin · • ScrumMaster is Coach • Work is estimated and...

How to Avoid A TOXIC

Transformation

Brian Milner @bmilnerAgility Comes Full Circle

Brian Milner, CSTCEOScrum [email protected]@bmilner

•25 years of Software Development experience

•13 years of Agile experience •DFW Scrum Organizer •Speaker for SG Austin 2019 •Speaker for SG Vienna 2019 •Speaker for Keep Austin Agile

2019

Certified Facilitator

mailto:[email protected]

SCRUM 360 | SCRUM360.COM | [email protected]

Path to Agility®

An outcomes-based approach to organizational transformation. Path to Agility provides a roadmap to a successful Agile transformation.

pathtoagility.com

http://pathtoagility.com


Version One 13th State of Agile ReportScrum Alliance State of Scrum 2017-1018


Current state of AgilitySuperficial Agility Improving Agility Predictable Agility Fast Agility

• Going through the motions • Work is visible • Silo development • Lots of carryover • Not strong PO/ SM

• Retrospectives have meaning

• ScrumMaster is Coach • Work is estimated and

velocity being measured • Swarming and cross

training is starting to happen

• Team identity is being created

• Carryover is limited • Team’s have focus

(Limiting WIP) • Constant team Backlog

Refinement • Break work down and

swarm • Whole team ownership

embracing cross functional goals

• Cycle Time has been significantly reduced

• Able to respond to new high priority and deliver quickly

• Leadership focus on optimizing the whole

• Urgently resolve organizational impediments

• Test Automation, Continuous Integration, DevOps in place


Survey Area: 500+ Organizations

Level of Agility in Organizations

Agile?


•Lack of leadership support and involvement •No compelling vision for the change •Change is not managed in an Agile way •Chaos and Resistance to change •Organizational inertia •No system to handle organizational impediments

Common Organizational Issues


Agile Transformations require the whole organization to transform in order to be successful.

1. Create Urgency

2. Build a guiding coalition

3. Create a vision for change

4. Enlist a volunteer army

5. Enable action by removing barriers

6. Generate quick wins

7. Sustain acceleration

8. Institute change

Creating the climate for

Change

Engaging & enabling the organization

Implementing & sustaining for change

Adapted from Dr John Kotter’s 8 Step Process for leading change http://www.kotterinternation.com/our-principles/changesteps/changesteps

Apply Organizational Change Management

http://www.kotterinternation.com/our-principles/changesteps/changesteps

PROPRIETARY AND CONFIDENTIAL

AGILE VELOCITY ACCELERATE AGILITY

THE PATH TO AGILITY™Our proven transformation framework

11

Kotter 8 Steps

1. Create Urgency

2. Build a powerful coalition

3. Create a vision for change

4. Enlist a volunteer army

5. Enable action

6. Generate quick wins

7. Sustain acceleration

8. Institute change


Three important first steps to avoiding a Toxic Transformation

1.Start with WHY 2.Form a Team 3.Plan Your Approach


STEP 1: Start with WHY?

Ask WHY your organization is going on this journey? What do you want to accomplish by moving to Agile?


Employee Engagement

Employees are more satisfied in their work, willing to go the extra mile, passionate about the purpose of their jobs and committed to the organization.

Copyright Agile Velocity, LLC All Rights Reserved

Customer Satisfaction

Customers are satisfied with the experience, benefits and outcomes when using your product or service.


Quality

The product or service meets the expectations of the market for usability, reliability, etc.


Speed

The time it takes to deliver an idea into the market


Predictability

Teams maintain a predictable cadence of delivery enabling the business to make informed business decisions.


Innovation

New ideas, creative thoughts, or novel imaginations providing better solutions to meet new requirements, unarticulated needs, or known market needs.


Market Responsiveness

The ability of the organization to pivot quickly to respond to ever-changing market demands.


Productivity

Increase the business value realized while maintaining or reducing costs.


Continuous Improvement

The ability of the organization to relentlessly pursue optimizations in all aspects of business functions.



Productivity

Predictability

Innovation

Quality

Speed

Employee Engagement

Customer Satisfaction


Market Responsiveness

What outcome are you trying to achieve?

What’s your WHY for going Agile?


A volunteer army needs a coalition of effective people – born of its own ranks – to guide it, coordinate it, and communicate its activities.

- John Kotter

STEP 2: Form a Team



The ability of the organization to relentlessly pursue optimizations in all aspects of business functions.


Agile Leadership Team (ALT) Formed

A powerful Guiding Coalition is formed with the ability to drive change throughout the organization as needed.


Rollout Strategy

An Agile Leadership Team has been established and a transformation roadmap defined, taking into account new organizational structure demands, top risks, and incremental rollout.


Business Outcome

Business OutcomesBusiness Outcomes Agile Outcomes Agile Capabilities


STEP 2: Form a Team

Create a powerful coalition to manage the transformation and to address organizational impediments

Agile Leadership Team (ALT) Formed

A powerful Guiding Coalition is formed with the ability to drive change throughout the organization as needed.


Acceptance Criteria

๏Agile Leadership Team has been identified ๏ALT is a real, powerful coalition with decision making

powers ๏All ALT roles have been filled (PO, SM, Coach, Stakeholders,

Team Members) ๏Working agreements defined (cadence, framework, backlog) ๏ALT is communicated to everyone involved in the

transformationCopyright Agile Velocity, LLC All Rights Reserved


Discuss the Acceptance Criteria for this capability

and talk about how you can start

moving towards a team like this in

your organization. What are the first steps you could

take?

Acceptance Criteria

๏Agile Leadership Team has been identified ๏ALT is a real, powerful coalition with decision making

powers ๏All ALT roles have been filled (PO, SM, Coach,

Stakeholders, Team Members) ๏Working agreements defined (cadence, framework,

backlog) Copyright Agile Velocity, LLC All Rights Reserved


STEP 3: Plan your approach

"You can't use an old map to explore a new world." ~ Albert Einstein

"I wisely started with a map." ~ J. R. R. Tolkien


Team

4Te

am 3

Team

2Te

am 1

Syst

emO

rgBacklog Planned In Progress Done

Team Agreements

Team Agreements

Team Agreements

Team Agreements

Compelling Purpose

Rollout Strategy

Teams Aligned to Value

Clear Value Purpose

Clear Value Purpose

Clear Value Purpose

Clear Value Purpose

Team Empowerment

Action Enabled

Ability to Measure Cross-Team Coordination

Visibility CreatedFoundational Team Practices

Continuous Improvement Culture

Visibility CreatedContinuous Improvement Culture

Foundational Team Practices

Visibility Created



Visibility Created



Agile Leadership Ability to Focus

Multi-Team Predictability

Ability to Forecast Complexity Reduced

Predictable Delivery Cadence

Quality Feedback Loop Shortened







Value Driven

Optimize the Whole

Reduce Cycle Time

Release Continuously

Self-Sustaining ImprovementDecision Agility

Reduce Cycle Time


Reduce Cycle Time


Reduce Cycle Time



Create a Transformation Roadmap

Q1 Q2 Q3

Compelling Purpose

Rollout Strategy

Teams Aligned to Value

Team Formed

Team Empowerment

Action Enabled

Cross-Team Coordination

Ability to Measure

Visibility Created

Team Ownership


Evaluate and DiscussLook at your Path to Agility® Assessment handout and make a note of which items you think are the most important first steps for your organization to take. Discuss in your groups which one(s) you picked and why.

Take the sheet back to your organization and use as an assessment tool to see how others in your organization view your progress on these items as well.

Use the most important steps as the highest value items in your transformation backlog.

* You can get more capabilities from the Team level at the Agile Velocity booth


Next Steps?

•Create a guiding vision •Create a sense of urgency •Realign organization with an Agile

structure •Engage key stakeholders •Set mechanism to measure progress

Want to find out more or Need More help?I will be at the Agile Velocity booth from 1-2:30 today and I will be happy to answer any questions about how I use this framework to coach executives and leadership

Brian Milner, CSTCEOScrum [email protected]@bmilner

For a copy of this presentation, leave me your business card or write down your full name and email on an index card.

mailto:[email protected]

A TOXIC Transformation - Agile Austin · • ScrumMaster is Coach • Work is estimated and...

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