Enterprise Agility

Pragmatic or Transformative?

PMI SWO ChapterDec. 2, 2014

Presented by Mishkin BerteigBerteig Consulting Inc.

www.berteigconsulting.com

Show of Hands...

Agile methods are supposed to tame thesoftware development beast...

● Who has seen a GREAT Agile team?

● Who has seen Agile go bad?

The Agile Ecosystem

The Agile Toolbox

Agile Values and Principles(the Agile Manifesto)

4 ValuesIndividuals and Interactions over Processes and Tools

Working Software over Comprehensive DocumentationCustomer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

12 PrinciplesDeliver Frequently, Face-to-Face Communication,

Teams of Motivated Individuals, Simplicity,Evolving Requirements, Architectures, Designs,

Regular Refection for Improvement, Customer Satisfaction,Welcome Changing Requirements, Business and

Developers Work Together, Sustainable Development,Technical Excellence, Measure Working Software

Scrum OpenAgile Kanban Crystal XP FDD

User Stories Bucket System Starfsh Heat Chart Buy a Feature

TDD Refactoring Product Box Speedboat Retr-o-mat CI

Task Board Burndown Skills Matrix Pairing Team Room

and muchmore...

and muchmore...

Lots of Radical Differences

Real Agility

● Prioritize by value

● Self-organizing teams

● Team focus

● Evolving requirements

● Skills-based interactions

And lots more...

Traditional

● Critical path analysis

● Managed resources

● Project focus

● Frozen requirements

● Roles-based interactions

Approaches to Agile Adoption

There are fve approaches to adopting Agile methods within an organization.

Ad Hoc Grassroots Pragmatic Transformative Big-Bang

FasterSlower

RiskierRiskier Safer

Pragmatic vs.Transformative

Pragmatic

● Designed to ft in with existing middle management structures● Slow incremental change driven top-down● Modest initial results● Low risk

DisciplinedAgileDelivery

Transformative

● Require top-to-bottom organizational/structural change● Grassroots driven change through servant leadership● Great results gained quickly● Medium risk

Agile Culture

Regardless of adoption strategy...

● Seeing the whole picture is critical to success therefore:

Truthfulness is the Foundation!

● Cultural and behavioral change requires emotional commitment:

Love is the strongest driver of change

Culture Change

Change is often challenging:

Unexpected ProblemsTwo steps forward, one step back

Persistent roadblocks

Leaders need patience and persistence(this is hard work!)

Culture Change Over Time

Time Scale*:Pragmatic: 8 to 10 yearsTransformative: 3 to 4 years

*estimates for 1000 person organizationTime

Spre

ad o

f New

Cul

ture

Every organization starts with a bit of Agility

Transformation and the Chasm

* Adapted from “Crossing the Chasm” by Geoffrey Moore

Scaled Agile Framework

SAFe – The Big Picture

The Agile Release Train (ART)

● Cadence and synchronization at the program level

● Five Sprints each two weeks, among many teams– Four for delivery work– One at the end for continuous improvement and planning

● Program Increments (PIs) are ten weeks long

● Release Planning for the PI– Features, architecture, dependencies and risks– Swarming the problem: everyone is involved!– Includes management

SAFe Release Planning

● In-person● 50-125 people● Release Train Engineer

facilitates● 2 day-long agenda● Every 10 weeks

SAFe Outcomes

Real Agility Program

Real Agility – The Agile Organization

Real Agility – A Delivery Group

Leadership – Urgency

● Sense of urgency (e.g. Time to Market)– Competitive Threat– Burning Platform– Window of Opportunity

● Rational and Emotional

● Constant Communication

Leadership – Behaviour

● Use Agile (e.g. OpenAgile or Kanban) for all Leadership work– Iterations, Agile Roles, etc.– Visible backlog, task board, team room

● Learn empathy for staff-level teams– Creates trust and appreciation

● Don't stop!

Leadership – Change Program

● Focused on Obstacles from Teams– Technical– Physical– Skills– Culture– Org Structure– Governance

● Change incrementally– Learning organization / continuous improvement– Engineering vs. Growing (Car vs. Tree)

● Prioritized by Value!

Real Agility – Results

Before

Defect Rates

After

Before

Process Waste

After

95% Reduction 90% Reduction

Before

Time to Market

After

80% Reduction

Before

Employee Turnover*40% Reduction

After

*After transformation stabilizes (est.)

How We Help

Transforming People, Process and Culture

Contact Us

Mishkin BerteigPresident, Senior Agile Coach

mishkin@berteigconsulting.comCell: +1 416 559 1919

Office: +1 519 668 7497Main: +1 905 868 9995

Travis BirchPartner, Senior Agile Coach

travis@berteigconsulting.comCell: +1 416 994 8723

Main: +1 905 868 9995

Nima HonarmandanBusiness Development Manager

nima@berteigconsulting.comCell: +1 647 779 9509

Main: +1 905 868 9995

Melanie AndersenPartner, Chief Operating Officer

melanie@berteigconsulting.comCell: +1 416 557 1919

Office: +1 519 668 7497Main: +1 905 868 9995

http://www.berteigconsulting.com/

http://www.realagilityprogram.com/http://www.scrumteamassessment.com/

http://www.worldmindware.com/http://www.agileadvice.com/

Q & A