Where next?

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Where next?


Mindset shifting… and growing culture…

agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

Experiences

Beliefs

Actions

ResultsCultureM

anage

Lead

The “Results Pyramid” is copyright of Partners in Leadership LLC

shift

the

balan

ce

coaching is an ongoing long term investment

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Culture eats Strategy for Breakfast…

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OrderedUnordered

Simple

ComplicatedComplex

ChaoticSense�Categorize�Respond

Best�Practices

Good�Practices

Sense�Analyze�Respond

Probe�Sense�Respond

Act�Sense�Respond

Emergent

Novel

Disorder

Cynefin Framework

Organizational

Change


Organization Cultural Profile (CVF)

Future Profile

10

20

30

40

50

60

10

20

20

20

10

10

30

40

50

60

30

40

50

60

30

40

50

60

Ad-hoc

racy

Hierarch

yMarket

Clan

Most of the organization today have a strong Hierarchy oriented profileAgile Values &

Principles


Organization Cultural Profile (CVF)

Future Profile

10

20

30

40

50

60

10

20

20

20

10

10

30

40

50

60

30

40

50

60

30

40

50

60

Ad-hoc

racy

Hierarch

yMarket

Clan

Most of the organization today have a strong Hierarchy oriented profile

To create the right context to move toward a more agile and lean culture, we need to transition toward Clan or Ad-Hocracy

Current Profile


Practices change constantly… and principles sticks…


Asses

smen

t Strategy

Pilot Projects

Rollout

Enterprise Transition Framework (ETF)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

TCF Overview

• Team Assessment •  Understand the status quo

•  Determine the focus

•  Coaching Cards •  From observations and hypotheses

•  To goals, tools and metrics

• Coaching Tools •  Tools to influence team behaviour


1st Principle: focus on small incremental changesWhenever changing from one way of working to another, we will go through a hybrid situation where the coexistence of two different ways generates attrition, duplications and other forms of waste. The awareness of this fact should push us in delivering changes fast and in small increments…


The traditional approach to change management…

…focused on standardization, before stabilization…

t

Design

Documentation

Rollout

Fix Issues

> 3-4 months…


The agile approach to change management…

…focused on stabilization with emergent standardization…

Design

RolloutDoc

RolloutDoc

RolloutDoc

Coach

≤ 12 weeks t

Design Coach

RolloutDoc

RolloutDoc


Goal PSF NC

Agile Strategy Map™

Define the Goal we want to achieve

Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal

Necessary Condition (NC): what is needed in order to fulfill the Success Factor


2nd Principle: focus on value and organize accordinglyFocusing on value means to make sure that there are as few obstacles as possible in the direction of the value streams…


The matrix organization…

Sub

Syst

em 1

Sub

Syst

em 2

Sub

Syst

em 3

Infra

stru

ctur

e

Ope

ratio

ns

PMO

Project 1

Project 2

Project 3

… optimized for utilization, not value delivery…

Handovers and coordination

Value

Client

Push in the lines


Stream 1

Stream 2

Stream 3

The agile organization…

Sub

Syst

em 1

Sub

Syst

em 2

Sub

Syst

em 3

Infra

stru

ctur

e

Ope

ratio

ns

… optimized for value delivery and time to market

Value

Client

Pull on the streams


3rd Principle: decentralize control whenever possibleDecentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining goals and constraints to allow for autonomous decision making.


Control !

Worker 1

Sub 1

Worker 2

Sub 2 Sub 3

The hierarchical organization… Centralized Control, ends up overloaded, introducing delays

Reque

sts

Authorization

the design is based on mistrust…

Info

rmat

ion

& p

ower


Container for empowerment

Worker 3Worker 2

The agile organization… Decentralized Control reduces overhead, and encourage collaboration

the design is based on trust…

Worker 1

Collaboration

Info

rmat

ion

& p

ower


• Both on the “budget” level, as well as on the expected delivery and preparation levels

• This level of transparency allows to build trust between Portfolio Management and self-organizing teams

• Clear Policies describing the range of autonomy the teams have


4th Principle: avoid synchronization of flows unless necessaryDe-synchronization is unintuitive, but allows for parallel distributed work, without having to carry the excessive burden of coordination and handovers.


t

Project 2

Project 3

Project 1

The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs

Release

Pm 3

Pm 1

Pm 2

…fixed scope and fixed date…


t

The agile organization… De-synchronization of development teams to reduce cost of release

…variable scope and variable date…

Feature A

Release

Team 1

Team 2

Team 3

Team 4

Feature B

Release Release

Feature C

Release

Feature D

Release

Feature E

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Release incrementally, with higher quality

Automated testing in short cycles

Delivered serviceable Product in just 2 months


More food for thought...

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http://slideshare.net/tumma72


Copyrights noticeAll material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa).

The brands and logos of agile42, Enterprise Transition Framework ETF, Team Coaching Framework TCF and Agile Strategy Map are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization

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