Agile ecosystem design

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Agile Structure for Knowledge Workers

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A different way to think about organizational design

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The Hierarchical Organizational Model does not enable knowledge workers to effectively collaborate and deliver value in today’s environment of constant change

Scattering of responsibility Reliance on bureaucracy Part timer syndrome Conflicting priority

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Increasingly, enterprises are looking to group teams into cross-functional teams and empower them to self-organize to deliver value

Not always practical or economically feasible Suboptimal use of scarce expertise Cross cutting concerns get buried Loss of organizational cohesion

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Portfolio

Organizational Agility @ Scale can be achieved by setting up and nurturing an ecosystem of constantly evolving, self-organizing, and interdependent teams, along with the support structure required to enable those teams to deliver value

Value Center Integrated

Value Center (Delivery)

Services Center

Enablement Team

Enablement Core

Enablement Core

Enablement Core

Traveler PoolValue Center (Discovery)

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Enablement Core

Traveler Pool

Business Operations Portfolio

CommonServices

Enablement Teams

DevOps

HRTraining

Comp

Arch CI

Traveler Pool


CommonServices

Traveler Pool


CommonServices

Enablement Core • Advisory • Consulting• Providing a Platform

Value Discovery Team

Value Delivery Team

Value Discovery & Delivery Team


Value Delivery Team



Value Delivery Team


Traveler Pool


CommonServices

Enablement Teams Value

Discovery Team

Value Delivery Team



Traveler Pool

CommonServices

Enablement Teams


Value Delivery Team


Enablement Teams


Value Delivery Team


Traveler Pool

CommonServices


Business Ops Portfolio• Transactional

• Domain Based(e.g. Payment, Trading)

An agile business can often be divided into discrete Business Operations Portfolios, with the aim of minimizing dependencies across portfolios

Enablement Teams

Enablement Teams

Work crosses distinct Portfolio boundaries by connecting them directly to each other or through Enablement Cores


Teams Services Design Approach

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The following Steps can be followed to layout a structure for your Organization

1. Layout a service / team structure, defining the following for each team• Divide the Enterprise into Portfolios that can provide meaningful market value• Break down the portfolio into units (teams), laying out• The Service that the team provides• The Customers that those services are provided to• The Capabilities required to provide these services to the customer• What Dependencies each team has on another team

2. Add Service Delivery Patterns and Team Linker patterns to your team model to layout how mechanisms for knowledge workers to interact with each other• Select a Team Delivery Pattern to each Service that the team provides • For each cross team dependency, define the connection using one or more

Team Linking Pattern


Service and Team Structure

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Delighted Customer 3

1 Awesome Team 1

5


2



Awesome Service 1

Awesome Service 2

Awesome Service 3

Outstanding Capability 1

Outstanding Capability 1

3 4

Ninja Guru

Samurai Rockstar

Awesome Team 1

Market Portfolio One

mission statement

Awesome Team 2

Awesome Team 3

Awesome Team 4

Awesome Team 5

Awesome Team 1

Market Portfolio Two

Awesome Team 2

Awesome Team 3

Awesome Team 4

Awesome Team 5

6

Define a clear compelling mission statement for each team in the portfolio

1

Outline the discrete service that the teams provides

2

List the capabilities required for the team to be successful, and map them to services, (if necessary get Specific on the people who will be in the team)

3

List the customers for each team

4

Organize teams into portfolios that have a higher, common purpose

5

Layout dependencies & interactions across teams in / across portfolios

6

Start by describing the services, clients, and capabilities of your teams, and organize them into higher order missions

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11

Regulators

Credit Card Foundation Team

Executives

Credit Expertise

Data / Analytics

Finance Expert X1 Credit Analyst X 3

Data Scientist X2 Credit Modeller X 1

mission statement

Credit Data Services

Credit ModelManagement

Credit Model Features Management

Card Customers

Card Feature Pod

Card Foundations

Team

Partner Cards LOB

Customer Engagement

Card ActivateTeam

Data

Marketing / Creative

Tech / Digital

Mkt Execution Studio 1

Horizontal Ops



…

Mobile & Web Pod

CRM Pod…

Achieve Top rated customer NPS without sacrificing Profitability

Provide market valid features for the business in a rapid manner @ scale

Software Studio

An example of a real life BizOps Pod within a large FSI


Team Service Delivery Patterns

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Team Patterns provide a set a concepts that can be used to guide how to organize and connect knowledge workers into an Integrated Value Network

Team Service Delivery Patterns • Describe how knowledge workers can provide a discrete type of

value to set of internal or external customers• A different pattern can be assigned to each service• Review the Team Service Delivery Pattern Cards to get a more in

depth understanding of each pattern• Annotate your models using the stickers provided


Credit ModelFeatures

Card Feature Pod

Other Card Pods

Credit & Terms Consulting

Customer Value Center

Shared Service Center

Traveller Pool Enablement Team

Community Of Practice

Dynamic Swat Team

Portfolio

Team Linker Patterns • Describe methods that teams can use to coordinate and collaborate

across team and organizational boundaries• Each connection between teams can be annotated with a linking

pattern• Review the Team Linking Pattern Cards to get a more in depth

understanding of each card• Annotate your models using the stickers provided

Collaboration Time

Rotating Standup

Participation

Travelling Intent Owner

Synchronization Ceremony

Shared Discovery & Grooming

Story Acceptance Criteria Injection

Business Risk Office


Credit ModelFeatures

Card Feature Pod

Other Card Pods

Credit & Terms Consulting

Portfolio Synchronization

Stable Replenishment Ceremony

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Each Table will be given one Team Service Design toolkit, please unpack the contents and start laying out your model

Team Service Delivery Pattern Cards and Stickers

Team Linker Pattern Cards and Stickers

Design Instructions

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Open Space (1X Week)

Service and Linker Patterns Applied

Bus SME

Product Owner

Architect

Scoping / Estimating

Tech Alignment

Opportunity Discovery

Opportunity Validation

Int. Payments Product

Domestic Payments Product

Payments Discovery

Team

Discovery Consulting

OnlineEngineering

Payments Hub

Engineering

Payments Admin

Engineering

BA

TesterFeature Delivery

Pod 1

BA Tester

Feature Delivery

Pod 2

BA TesterFeature Delivery

Pod 3

Story Definition

Story Engineering

Story Validation

Dev x2 - 3

Dev x2 - 3

Dev x2 - 3

Payments Technology Lab

Server Provisioning

Payments Feature Delivery



Shared Standup ( 3 X

week)

Lab GovernanceCompliance

EALegal

Online Defects

Hub Defects

Admin Defects

Cust Support

Shared Grooming

Rotating Standups

Continually analyzing demand and reorganize the ecosystem around deliver of value

Sept (4) Aug (4)

Next Team Structure

August(5)

We Are Done(3) In MarketSept

(5)Oct(5)

Oct(5)

Current Team Structure

Team A

Team B

Team C

Keep your Agile Ecosystem design up to date by integrating it with deliberate Portfolio level practices

Partially Started

(3)

All Started(3)

Team A

Team B

Team C

Team D

Team A

Team BSept (3) Aug (3)

Team C

Sept (3) Aug (3)

Idea Shaping (3)Idea Pool

1

2

4

High (10 Stories)High (10 Stories)Med (5 Stories)

3

4

Leads prioritize the next two months’ worth of work and does an initial• Thin Slice / Break

down• Assess Impact on

Capability• Estimate Cost of

Delay and Value and Profile

Existing team or swat team completes the exercise

1Team structure may be updated to organize around the highest priority valueChanges are validated with impacted Team members

Work is placed in Teams backlog using explicit Work In progress Limits to enable focus and quick delivery

Leads replenish the immediate backlog and commit to the work to start as a PortolioTeams influence and validate all commitment decision

2 3Teams level visual management is used to track backlogs and workflow. Team productivity, impediments, and insight often feeds leader meetings rather than the other way around `1

4

Expedite(Emergency)

Fixed(Regulatory)

Standard(Revenue)

Intangible(Investment)

COD Profile

Cost of Delay: 50k mthLead Time: 10 mthsCD3: 5K

Portfolio Lead Time

Agility is measured as:• The lead time

for the Portolio to do their work

• lead time for the entire organization to get the work to market

5

5Market Lead Time

Team commit here Team delivery PointE2E delivery Point

Putting Portfolio level practices in place can be the first step to enabling participants to self-form into teams

• How do we deliver on Key Outcomes?

• How can we organize to deliver value?

• What are the quickest paths to value?

Command Center Stand-up

(1 X day)

Portfolio Prioritization & Commitment

Portfolio Retrospective

Portfolio Shaping

• What do we want to deliver next?

• Are we ready to deliver?• Who will

• Are we delivering the value we expected ?• What are our biggest impediments and how

can we solve them? value?• IS the Ecosystem working?

• What Teams are blocked across the Portfolio and how can we help?

• How can we align to deliver?• Are we collaborating across the

ecosystem


Team Service Delivery and Linker Cards

Think about organizing teams through application of one or more Team Delivery Patterns

• Dedicated, cross functional and hopefully co-located• perform activities necessary to create market value• Work enters and is completed without minimal

external dependencies. • The team is self-organized and empowered

• demand can be serviced by stable combination of capabilities that can form a team

• High degree of collaboration required to service demand

• Output of the team can be consumed by the market

Usage Criteria

Customer Value Center

Service Delivery Patterns

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• More specialized workers that support “internal” demand

• Work often travels from a value center, to be processed by the service team, with outputs delivered back to the value center

• Highly specialized skills that are hard to transfer and take significant time to learn

• Workers require high degree of internal alignment within the service

• Work is manual, and effort intensive, and benefits less from market feedback

Usage Criteria

Shared Service Center


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Traveler Pool

• Groups of more specialized workers who are organized into pools in order to meet high demand across a number of value centers

• Requests are fulfilled by pool members joining the team who made the request for services, staying until work is completed

• Highly specialized skills that are hard to transfer and take significant time to learn

• Demand from a value center tends to be ad hoc• High degree of collaboration between the worker

and the value center is critical

Usage Criteria



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Enablement team

Usage Criteria

• Owners of an enterprise concern or capability, • Often provides a platform to enable teams• Deployed at the portfolio level providing guidance

over a specific set of interrelated teams

• Deploy oversight and guidance in a way that enables and empowers

• Focus on the application of advice and governance • Teaching team members how to adopt to new

capabilities • Value from teams using a common platform



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Community Of Practice

• A connected network of individuals who benefit by collaborating on a shared capability

• Often virtual, membership comes from interested contributors from other teams.

• Build through consensus and foster learning

• Support grass-roots development of a shared understanding and learning

• Information flows primarily from employees to the center

• Opportunity to motivate and volunteer

Usage Criteria



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Swat team

• Is created just in time from a collection of teams• a temporary overlay on the existing team

structure• Has a common backlog and members agree to

hold common agile ceremonies

• Individuals from different teams need to collaborating together on highly integrated Intent

• Requirement to keep the original team structure in place.

• Duration not long enough to reconfigure teams• Insufficient buy in to form more stable teams

Usage Criteria


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Description

• A grouping of interrelated agile teams aligned to a common mission

• Cohesive domain of a customer valued engine that provides a market offering

• Managed through an integrated backlog and dedicate management, and portfolio level ceremonies

• Provide structure and direction necessary to deliver value at scale

• Enable a collection of teams to align towards a common goal

• Contain dependencies into a manageable grouping of teams

Usage Criteria


Portfolio


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Team Linker Patterns

• Dedicated space and time for team members to come together and collaborate and synchronize across team boundaries in an open, unstructured way

• Scheduled at a set reoccurring cadence• Participants self organize to solve problems

• Group of interrelated teams benefit from a high collaboration in a way that is hard to predict

• Want teams to innovate and share on higher level mission objectives

Think about Connecting teams through application of one or more Team Linking Patterns

Open Space

Usage Criteria

Team Linking Patterns

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• Teams participation on other teams daily standups• Need often identified when analyzing team

backlogs for dependencies• Participant often chosen on a rotating basis

• Work on two teams contain identifiable dependencies

• Need for moderate synchronization of work across teams

• Opportunities for teams to provide timely assistance to other teams

Rotating Standup Participation

Usage Criteria


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=

• One team member brings a unit of work to another team in order to facilitate it’s completion

• The owner of the intent travels to the other team and works closely with the team, owning the definition and validation of done for the work

• Intent forming teams require the help of more delivery focused teams

• Teams need to support multiple business areas, and bring in the business expertise required at the right time

Travelling Intent Owner

Usage Criteria


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=

• Two teams agree to meet to synchronize work across the teams

• Meeting follows a repeatable ceremony• Meeting can be scheduled at a set cadence or

triggered through a pull system

• Need to manage a predictable dependency across two teams

• Dependency requires thoughtful coordination across the teams

Synchronisation Ceremony

Usage Criteria


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=

• Two teams agree to plan and scope work together• Share a common backlog of work• Triage work across the teams

• Teams have a shared business objective• Common pool of customers and stakeholders• Share a common platform

Shared Discovery & Grooming

Usage Criteria


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=

• Members responsible for governance or auditing the teams work examine backlogs of teams for risk and tag work that required closer examination

• They may inject additional acceptance criteria into stories as they are being groomed by the team

• Governance members validate that stories pass their enhanced definition of done as a part of story validation

• Want to address governance, compliance, or address enterprise concerns

• Don’t want to slow teams down by forcing them through Gates and check points

Story Acceptance Criteria Injection

Usage Criteria


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=

• Multiple teams synchronize work by replicating team ceremonies to better collaborate at the portfolio or enterprise level

• Portfolio level planning, standups, and reviews are attended by delegates from each team

• Managed through portfolio level backlogs, status reports and other information radiators

• Running a program or supporting a portfolio of demand with shared capacity

• Delivering value required traversing numerous dependencies across teams

• Need to escalate impediments and risks that impact the portfolio quickly

Portfolio Synchronization

Usage Criteria


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Think about Connecting teams through application of one or more Team Linking Patterns 3

4

Stable Replenishment Ceremony

• A team needs to service multiple stakeholder• Stakeholders attend a replenishment meeting held

at a stable cadence to determine what work gets prioritized into the teams immediate backlog

• Often different replenishment cadences and ceremonies are used for different classes of service or market risk

• A need to service multiple stakeholder with different types of demand

• Need to provide different types of services that have different market risk, urgency, or risk profiles

Usage Criteria


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Agile by Design

Inc.Jeff Anderson, President

647.381.5932

[email protected] Mohammad, Partner

416.230.8814

[email protected] Larosa, Partner

416.801.8205

[email protected]

Agile ecosystem design

Software

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