WHY AGILE IS FAILING at the ENTERPRISE · 2018-01-06 · WHY AGILE IS FAILING at the ENTERPRISE And...
Transcript of WHY AGILE IS FAILING at the ENTERPRISE · 2018-01-06 · WHY AGILE IS FAILING at the ENTERPRISE And...
08-Dec-2014
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WHY AGILE IS FAILINGat the ENTERPRISE
And at least a thing or two that can be done about it.
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+1443.977.6696
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Hillel Glazer
WHY AGILE WORKS
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Team
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Team
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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WHY AGILE WORKS AT SCALE
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Team
Database
Report
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User Story
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Clarity Accountability Measureable Progress
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Team
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Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Measureable Progress
Structure
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Metrics & Tools
Structure
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WHY AGILE FAILS
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Team
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Lack ofClarity
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
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WHY AGILE FAILS AT SCALE
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofStructure
Lack ofGovernance
Lack ofMeasureable
Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofGovernance
Lack ofMeasureable
Progress
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Lack ofStructure
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofStructure
Lack ofGovernance
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ORGANIZATIONAL BARRIERS
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Team
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Matrixed Organizations
Team
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Matrixed Organizations
Non-instantly Available
Resources
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Shared Requirements
Between Teams
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Large Products with Diverse Technology
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Low Cohesion & Tight Coupling
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
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WHERE DO YOU GET STARTED?
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Remember the goal…
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Team
Database
Report
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User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
… at all levels of scale
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Culture
PracticesStructure
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Culture
PracticesStructure
... all three are essential, but where do you start?
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Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
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Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
• Belief that delivery systems will emerge based on new thinking
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Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
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Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
• Belief that agile is a process or way to work
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Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
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Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
• Belief that culture and practices only emerge within a rational structural and planning framework
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Working Hypothesis:
Agile transformation begins by defining a rational system of delivery for the enterprise
Working Hypothesis:
True agility comes by breaking dependencies
between teams across the organization
Working Hypothesis:
Healthy culture and solid practices emerge within a
rational delivery frameworkMAPPING YOUR AGILE
TRANSFORMATION
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Convergence©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**
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Convergence©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**
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Convergence
AE
PC
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Convergence
AEPE
PC AC
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Emergence
Convergence
AEPE
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Ad-Hoc
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
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Emergence
Convergence
AEPE
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Ad-Hoc
Traditional Agile
Lean Startup
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Pre
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tab
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Ad
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tab
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Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
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Pre
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tab
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB Pilot
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB Pilot
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Adopt Pilot
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofStructure
Lack ofGovernance
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**68
Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
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tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Pre
dic
tab
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Ad
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tab
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Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
LOB
Reduce Batch Size
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
LOB
LOB
LOB
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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INCREMENTAL AND ITERATIVE IMPROVEMENT
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Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**79
Pre
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tab
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Ad
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tab
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Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**80
Pre
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tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
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tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
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STRUCTURE
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Team
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Team
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Team
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Team
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Team
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Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
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Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
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Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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GOVERNANCE
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Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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Product & ServicesTeams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
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METRICS
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
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INCREMENTALTRANSFORMATION
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Increment Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Three - N
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ITERATIVETRANSFORMATION
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Four
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Five
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ITERATIVE & INCREMETNAL CHANGE
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
Agile Rollout
Iteration One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
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Another Way to Look at It
A More Complete Solution
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Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
Business Drivers•Predictability•Time to ROI•Value-Driven
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Form Teams
TeachPractices
Coach Teams
Make the Change
Focus of MOST Agile “transformations”
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**119
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**120
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Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**121
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**122
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**123
Product Teams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
ServicesTeams
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**124
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
Business Drivers•Predictability•Time to ROI•Value-Driven
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SUMMARY
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08-Dec-2014
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Summary
By focusing on the fundamentals of agile delivery, while
systematically and methodically breaking dependencies, we can achieve true enterprise agility
WHY AGILE IS FAILINGat the ENTERPRISE
And at least a thing or two that can be done about it.
THANK YOU
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