Roles - Accelerate Digital and Agile Talent Development

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Roles

Organizational Team Design & Development

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RolesFrom Silos to Collaboration!

From Silos to Collaboration

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Capacity Allocation Model

Run

Grow

Transform

• Run essential processes

• Maintain existing systems

• Administering & maintaining the IT Infrastructure

• Cost reduction

• Improve operations & performance

• Product & process improvements

• Current sales & customer needs

• Marketing and retention

• New products, markets and business models

• Strategic innovations

• New income streams

• Staying ahead of competitors

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Team Design Maturity Stage: “Crawl”

Attribute Behaviors

Org. Alignment & Teams • Strong functional Silo’s• Project based work• Disorganized teams• Work not aligned with

strategy• Forming to Storming

Work Flow Mgt. • No WIP limits • No Backlog• Multiple PMO’s• Multiple dependencies

Predictability • No predictable delivery

Leadership • Command & control• Tactical


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Team Design Maturity Stage: “Walk”

Attribute Behaviors

Org. Alignment & Teams

• Functional Silo’s • Less project based work• Bidirectional IT/Biz • Storming to Norming

Work Flow Mgt. • Starting to identify WIP limits and constraints

• Backlog formed / work is pushed

• Single PMO moderate process

• Dependencies

Predictability • Starting to see predictable delivery

Leadership • Tactical / X-functionalteams starting to form


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Team Design Maturity Stage: “Run” Attribute Behaviors


• Mature COP replaced silo’s • Work is aligned to org strategy• IT/Biz Alignment• Norming to Performing

Work Flow Mgt. • Starting to identify WIP limits and constraints

• Prog. and team backlogs are formed& work flows

• Single PMO - light process• Value streams formed to align org.

dependencies

Predictability • Predictable delivery at team and at scale – delivery trains

Leadership • Servant leadership has taken hold/ X-functional leadership teams formed


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Team Design Maturity Stage: “Fly” Attribute Behaviors


• High energy COP’s• Strategy synchronized with

execution (visual and measurable)• Performing to Hyper Performing

teams

Work Flow Mgt. • Value streams and team WIP limits are optimized and mature

• Prog. and team backlogs are in syncand value is delivered on demand

• Mature Agile Center of Excellence with metrics and biz outcomes

Predictability • Predictable delivery at the team andvalue stream level.

Leadership • Mature, adaptive leadership has taken hold on x-functional leadership teams


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Capacity Allocation – Best Practices • Agree on and baseline current

operational metrics, set goals and track at regular intervals

• Optimize the operational value stream for maximum efficiency and effectiveness

• Stabilize the Minimal Market Product (MMP)

• Inspect and adapt to ensure market fit and business outcomes are being met.

• Disrupt yourself and market by testing and learning quickly to determine product viability

• Determine if ideas are valuable, feasible and maintainable


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Workshop: Capacity Allocation

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Stable Teams – Best Practices

• Build “empowered” Cross Functional teams that have all the skills, tools they need to design, develop, test and release that can deliver from “concept-to-cash”

• Bring the work to the team, don’t pull the individuals to the work – Keep the team together!

• Let the teams FOCUS and finish what they start• Encourage High Collaboration and Self-Organization• The team co-locates physically or collaborates virtually

and works together daily practicing Agile.

“Stop Starting and Start Finishing!”

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The Basic Stable Team Structure

Business VisionWhat? Why?

ProcessFacilitatorTechnical

Vision

How?Measurement

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Backlog

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Benefits of Stable Teams

Adapted from Tuckman Model 1965

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Team Design - Guide

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Team Type: Feature Team

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Team Type: Component Team

Component TeamTeam is specialized in a specific application, product, platform, system or technology that is used and leveraged by other internal teams. Component teams have internal customers and typically don’t deliver end to end value to customers. Learn more here.

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https://less.works/less/structure/feature_teams.html


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Component vs. Feature Teams

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Program/Product Teams

Program/Product/Release Train/Tribe PU

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Designing Stable Teams – As Is

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Designing Stable Teams – To-Be

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The BIG Team

Responsible for “product support” activities that help turn the stable

team output into value that can be realized by our customers!

Engagement Guidelines:

✓ Empowered! - one person aligned and

dedicated to supporting the Stable

Team – give us the “Play Maker”

✓ Big Team members should add value

to the Stable Team and customer

✓ Customer and value stream focus

✓ Scrum Master works with big team

members that impact the process

✓ Product Owner works with big team

members that impact the product

Stable Team

Big Team (Stakeholders)

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Enterprise Stable Teams

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Designing Stable Teams - Enterprise

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Value Stream

A

Value Stream

B

Operation Teams

Technology Component Teams

ProductDiscovery

Teams

Product/Delivery Teams

Value Stream

C

Value Streams / Release Trains

Sample Organizational Team Design

Updated Strategy provides priority

direction to operational &

product roadmaps

Strategic & operational roadmaps are inputs to

strategy

Mix of Discovery, Strategic Outcomes, Delivery and Operational teams…


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• Release past models for new thinking• Develop a “growth mindset”

• All work should be visible and on the train• Empower Team members - Push decision making

down to the lowest level• Hit the easy button – Simple Solutions – make it

easy!

• Buy don’t build where ever possible• Experiment – fail and learn fast• Systems thinking at every level

Sample: Agile Release Train (ART)

Customer Portal

Insights & Analytics

Distribution Support

Billing & Payments

RTE

ProductMgr.

Solution Lead

Systems

Business Processes

Run, Grow, Transform

A-1 Finance Agile Release Train (ART)

New Product Development

Enrollments

CustomerInsights

Solution Ideas

Customer Leads

Customer Application

Receive Service

Process Payments

Bill Customer

Service Request

Product Strategy

Teams

System Team

• 2.5 M individuals• Early adopters• Middle income

bracket• Age 25 to 40• Majority in front

line management

Customers

DiscoveryTeam

• Product Definition• Architecture Design• CX Design• Customer Insights

Intuitive CRM

Campaign TRACK

Lead i-Generate

AP SCAN

I-Custom Portal

Live Cycle Forms

Business Intel

Business Rules Engine Rapid Bill

Rapid Pay

Customer Support

Guiding Principals

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Sample: ART Team

ART: A-1 Finance

Team Title

Customer Portal

Team Members Skills / Knowledge

• 2 UX Designer• 1 CX Designer• 3 Java Developers• 1 Business Analyst• 1 Test Engineer

• HTML• PHP• Java Script• Frameworks• Test Automation• Business Rules

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Product Owner

Scrum Master

Solution Lead

Purpose: Develop engaging self-service solutions that enables customers to be the star performers in their organization.

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Roles Which resources should I pull to get project done?

What percent allocation can I get? Who is their manager?

What is our enterprise capacity in terms of resource hours?

Allocating Projects Beyond Capacity

Which team is qualified and ready to pull this deliverable into their

backlog?

Which product owner owns the team’s capacity?

What is our enterprise capacity per quarter by team and program/product?

Pushing projects beyond capacity actually causes an organization to slow down!

The WRONG questions to ask:

The RIGHT questions to ask:

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Communities of Practice

Communities of Practice are designed to encourage cross-team

knowledge sharing, share best practices, establish standards

and ensure overall execution across teams is healthy.

Can be Enterprise Level or Cross-Team/LOB Level

ScrumMaster CoP

Architecture & Tech

Excellence

Test Automation

Agile CoP

Continuous Delivery CoP

PO CoPProduct

Development

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Leverage the Growth Portal for CoPs

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Workshop: Enterprise Org. Design

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Design your organization with the customer

in mind to maximize work flow and business

value – Inspect and Adapt!

Involve and empower teams in the redesign process. It

might take many iterations and experiments to optimize

organizational design.

Organizational Design

Create high performing cross functional

teams that are aligned to strategic

priorities to optimize capacity.

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Roles - Accelerate Digital and Agile Talent Development