THE THREE THINGS You Need to Know to Transform Any Sized
Organization into an Agile Enterprise
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[email protected] 404-312-1471 www.leadingagile.com
twitter.com/mcottmeyer facebook.com/leadingagile
linkedin.com/in/cottmeyer MIKE COTTMEYER
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Brief Agenda Discuss why adopting agile isnt one size fits all
Explore the fundamentals of agile transformation How to craft an
agile transformation roadmap
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Brief Agenda Discuss why adopting agile isnt one size fits all
Explore the fundamentals of agile transformation How to craft an
agile transformation roadmap
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Brief Agenda Discuss why adopting agile isnt one size fits all
Explore the fundamentals of agile transformation How to craft an
agile transformation roadmap
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Brief Agenda Discuss why adopting agile isnt one size fits all
Explore the fundamentals of agile transformation How to craft an
agile transformation roadmap
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ONE SIZE DOES NOT FIT ALL
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Predictability Adaptability
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Predictability Adaptability Emergence Convergence
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Predictability Adaptability Emergence Convergence
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Predictability Adaptability Emergence Convergence AE PC
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Predictability Adaptability Emergence Convergence AE PE
PCAC
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Quadrant One Predictive Emergent
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Traditional Quadrant Two Predictive Convergent
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc TraditionalAgile Quadrant Three Adaptive Convergent
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc TraditionalAgile Lean Startup Quadrant Four Adaptive
Emergent
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THE THREE THINGS
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Backlog Backlogs
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Teams Backlog BacklogsTeams
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Backlog Working Tested Software BacklogsTeamsWorking Tested
Software
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Teams Backlog Working Tested Software INVEST CCC Small enough
for the team to develop in a day or so Everything and everyone
necessary to deliver Meets acceptance criteria No known defects No
technical debt What Do I Mean? BacklogsTeamsWorking Tested
Software
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Teams Backlog Working Tested Software INVEST CCC Small enough
for the team to develop in a day or so Everything and everyone
necessary to deliver Meets acceptance criteria No known defects No
technical debt What Do I Mean? BacklogsTeamsWorking Tested
Software
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Teams Backlog Working Tested Software INVEST CCC Small enough
for the team to develop in a day or so Everything and everyone
necessary to deliver Meets acceptance criteria No known defects No
technical debt What Do I Mean? BacklogsTeamsWorking Tested
Software
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Teams Backlog Working Tested Software INVEST CCC Small enough
for the team to develop in a day or so Everything and everyone
necessary to deliver Meets acceptance criteria No known defects No
technical debt What Do I Mean? BacklogsTeamsWorking Tested
Software
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Teams Backlog Working Tested Software Why Are They Important?
ClarityAccountabilityMeasureable Progress People have clarity
around what to build People understand how it maps to the big
picture Teams can be held accountable for delivery No indeterminate
work piling up at the end of the project 90% done, 90% left to
do
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Teams Backlog Working Tested Software Why Are They Important?
ClarityAccountabilityMeasureable Progress People have clarity
around what to build People understand how it maps to the big
picture Teams can be held accountable for delivery No indeterminate
work piling up at the end of the project 90% done, 90% left to
do
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Teams Backlog Working Tested Software Why Are They Important?
ClarityAccountabilityMeasureable Progress People have clarity
around what to build People understand how it maps to the big
picture Teams can be held accountable for delivery No indeterminate
work piling up at the end of the project 90% done, 90% left to
do
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Teams Backlog Working Tested Software Why Are They Important?
ClarityAccountabilityMeasureable Progress People have clarity
around what to build People understand how it maps to the big
picture Teams can be held accountable for delivery No indeterminate
work piling up at the end of the project 90% done, 90% left to
do
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Teams Backlog Working Tested Software Why Are They Important?
PurposeAutonomyMastery Understanding the backlog gives meaning to
work Local decision making gives people a sense of power and
control over their work People can demonstrate that they are good
at what they do
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Teams Backlog Working Tested Software Why Are They Important?
PurposeAutonomyMastery Understanding the backlog gives meaning to
work Local decision making gives people a sense of power and
control over their work People can demonstrate that they are good
at what they do
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Teams Backlog Working Tested Software Why Are They Important?
PurposeAutonomyMastery Understanding the backlog gives meaning to
work Local decision making gives people a sense of power and
control over their work People can demonstrate that they are good
at what they do
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Teams Backlog Working Tested Software Why Are They Important?
PurposeAutonomyMastery Understanding the backlog gives meaning to
work Local decision making gives people a sense of power and
control over their work People can demonstrate that they are good
at what they do
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Teams Backlog Working Tested Software What Do They Look Like at
Scale? GovernanceStructureMetrics & Tools Governance is the way
we make economic tradeoffs in the face of constraints They way we
form teams and foster collaboration at all levels of the
organization What do we measure, how do we baseline performance and
show improvement?
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Teams Backlog Working Tested Software What Do They Look Like at
Scale? GovernanceStructureMetrics & Tools Governance is the way
we make economic tradeoffs in the face of constraints They way we
form teams and foster collaboration at all levels of the
organization What do we measure, how do we baseline performance and
show improvement?
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Teams Backlog Working Tested Software What Do They Look Like at
Scale? GovernanceStructureMetrics & Tools Governance is the way
we make economic tradeoffs in the face of constraints They way we
form teams and foster collaboration at all levels of the
organization What do we measure, how do we baseline performance and
show improvement?
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Teams Backlog Working Tested Software What Do They Look Like at
Scale? GovernanceStructureMetrics & Tools Governance is the way
we make economic tradeoffs in the face of constraints They way we
form teams and foster collaboration at all levels of the
organization What do we measure, how do we baseline performance and
show improvement?
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STRUCTURE
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Team Product & Services Teams
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Team Product & Services Teams Program Teams
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Team Product & Services Teams Program Teams Portfolio
Teams
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GOVERNANCE
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Team Product & Services Teams Program Teams Portfolio
Teams
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Product & Services Teams Scrum Team Program Teams Portfolio
Teams
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Product & Services Teams Program Teams Portfolio Teams
Scrum Kanban Team
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Product & Services Teams Program Teams Portfolio Teams
Scrum Kanban Team
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METRICS
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Product & Services Teams Program Teams Portfolio Teams
Scrum Kanban Team
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Product & Services Teams Program Teams Portfolio Teams
Scrum Kanban Team Backlog Size Velocity Burndown Escaped Defects
Commit % Ratio Acceptance % Ratio Scope Change
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Product & Services Teams Program Teams Portfolio Teams
Scrum Kanban Team Cycle Time Features Blocked Rework/Defects
Backlog Size Velocity Burndown Escaped Defects Commit % Rate
Acceptance % Ratio Scope Change
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Product & Services Teams Program Teams Portfolio Teams
Scrum Kanban Backlog Size Velocity Burndown Escaped Defects Commit
% Ratio Acceptance % Ratio Scope Change Cycle Time Features Blocked
Rework/Defects Takt Time/Cycle Time Time/Cost/Scope/Value
RIO/Capitalization
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Teams Backlog Working Tested Software What Gets in the Way?
Business Dependencies Organizational Dependencies Technical
Dependencies Requirements management Process flow Value streams
Bottlenecks Too much in process work Matrixed Organizations Non
instantly available resources Lack of SME Technical Debt Defects
Loose Coupling Low Cohesion
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Teams Backlog Working Tested Software What Gets in the Way?
Business Dependencies Organizational Dependencies Technical
Dependencies Requirements management Process flow Value streams
Bottlenecks Too much in process work Matrixed Organizations Non
instantly available resources Lack of SME Technical Debt Defects
Loose Coupling Low Cohesion
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Teams Backlog Working Tested Software What Gets in the Way?
Business Dependencies Organizational Dependencies Technical
Dependencies Requirements management Process flow Value streams
Bottlenecks Too much in process work Matrixed Organizations Non
instantly available resources Lack of SME Technical Debt Defects
Loose Coupling Low Cohesion
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Teams Backlog Working Tested Software What Gets in the Way?
Business Dependencies Organizational Dependencies Technical
Dependencies Requirements management Process flow Value streams
Bottlenecks Too much in process work Matrixed Organizations Non
instantly available resources Lack of SME Technical Debt Defects
Loose Coupling Low Cohesion
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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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Teams Backlog Working Tested Software How Do I Need to Change?
Known and knowable requirements How to deal with unknowns
Estimating Fungible resources Individual utilization Productivity
metrics Activity over outcome Defining Work Allocating People
Measuring Progress
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Teams Backlog Working Tested Software How Do I Need to Change?
Known and knowable requirements How to deal with unknowns
Estimating Fungible resources Individual utilization Productivity
metrics Activity over outcome Defining Work Allocating People
Measuring Progress
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Teams Backlog Working Tested Software How Do I Need to Change?
Known and knowable requirements How to deal with unknowns
Estimating Fungible resources Individual utilization Productivity
metrics Activity over outcome Defining Work Allocating People
Measuring Progress
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Teams Backlog Working Tested Software How Do I Need to Change?
Known and knowable requirements How to deal with unknowns
Estimating Fungible resources Individual utilization Productivity
metrics Activity over outcome Defining Work Allocating People
Measuring Progress
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A THEORY OF TRANSFORMATION
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A Theory of Transformation Agile is about forming teams,
building backlogs, and regularly producing increments of working
tested software
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A Theory of Transformation Agile at scale is about defining
structure, establishing governance, and creating a metrics and
tooling strategy that supports agility
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A Theory of Transformation Anything that gets in the way of
forming teams, building backlogs, and producing working tested
software is an impediment to transformation
Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc TraditionalAgile Lean Startup Low Trust Become
Predictable
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc TraditionalAgile Lean Startup Low Trust Become
Predictable
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become
Predictable
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become
PredictableReduce Batch Size
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Low Trust Become
PredictableReduce Batch Size Fully Decouple
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become
PredictableReduce Batch Size Fully Decouple
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become
PredictableReduce Batch Size Fully Decouple Phase One Stabilize the
System
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become
PredictableReduce Batch Size Fully Decouple Phase One Phase Two
Phase Two Reduce Batch Size
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become
PredictableReduce Batch Size Fully Decouple Phase One Phase Three
Phase Two Phase Three Break Dependencies
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become
PredictableReduce Batch Size Fully Decouple Phase One Phase Three
Phase Four Phase Two Phase Four Increase Local Autonomy
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Predictability Adaptability Emergence Convergence AE PE PCAC
Ad-Hoc Lean/AgileAgile Lean Startup Teams Low Trust Become
PredictableReduce Batch Size Fully Decouple Phase One Phase Three
Phase Four Phase Two Phase Five Phase Five Invest to Learn
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[email protected] 404-312-1471 www.leadingagile.com
twitter.com/mcottmeyer facebook.com/leadingagile
linkedin.com/in/cottmeyer MIKE COTTMEYER
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THE THREE THINGS You Need to Know to Transform Any Sized
Organization into an Agile Enterprise