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Path to Agility - Adoption Patterns to Overcome Transformation Pitfalls
The document outlines the challenges organizations face in adopting agile methodologies, noting that while 94% of organizations practice agile, only 53% of agile projects are successful. Key pitfalls include misalignment on missions, lack of knowledge and support for teams, and a failure to optimize the entire value stream. To overcome these issues, the document proposes actionable solutions such as creating a transformational leadership team, providing comprehensive training, and embracing servant leadership.
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Path to Agility - Adoption Patterns to Overcome Transformation Pitfalls
- 1. Path to Agility:Adoption Patterns to Overcome Pitfalls David Hawks, CST, CEC @austinagile Accelerate Agility Get your mobile phone ready as we will do real time polling during this session.TextVELOCITY to 22333 to join. @Agile_Velocity
- 2. David Hawks Agile Trainerand Coach CEO of Agile Velocity @austinagile Accelerate Agility Agile Training and Transformations
- 4. EVERYONE HAS ADOPTEDAGILE IN SOME CAPACITY 94% of all organizations surveyed now practice agile. (VersionOne State of Agility 2015)
- 5.
- 6. ONLY 53% OF AGILEPROJECTS ARE SUCCESSFUL It is better than waterfall, but is that good enough? (VersionOne State of Agility 2015)
- 7. THERE IS MOREBAD AGILETHAN GOOD AGILE Why is that?
- 8. Path to Agility StageAlign Learn Predict Accelerate Adapt Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe to fail environment • Leadership is acting the way they always have • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction • Low employee engagement across the organization • Executive leadership not operating with agility • Other departments culture not aligned with Agile Your Rating (1-5) Potential Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a Transformation Backlog • Make progress transparent and visible • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross functional team goals • Cross train and develop T-shaped ppl • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery • Educate teams and leaders across the org • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership Your Action Item
- 9. Pitfall #1 No Alignmenton Mission
- 11. Satir Model ofChange
- 12. Status Quo Satir Modelof Change
- 13. Chaos & Resistance Status Quo SatirModel of Change
- 14. Integration & Practice Chaos & Resistance StatusQuo Satir Model of Change
- 15. Integration & Practice Chaos & Resistance StatusQuo New Status Quo Satir Model of Change
- 16.
- 17. Transformation Backlog andLeadershipTeam Run the Transformation using Agile
- 18.
- 19. Align Path to Agility- Stage 1 Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a transformation backlog • Make progress transparent and visible
- 21. Discussion:What could yourleaders do better to support your change?
- 22. Pitfall #2 Team andLeadership not equipped with knowledge
- 25. Self Organizing Teamsneed Knowledge and Support
- 26. ShuHaRi Stages of TeamLearning
- 27.
- 28.
- 29. Learn Path to Agility- Stage 2 Pains • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe-to-fail environment • Leadership is acting the way they always have Solutions • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams
- 31. Pitfall #3 Not Gettingto Done
- 33. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 34. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 35. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 36. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 37. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 38. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 39. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 40. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 QA 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 41. Story2Story3Story4Story1Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 QA 2 QA 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 42. Story 2b Story 3a Story 3b Story 4a Story 4b Story 2a Story 1b Story 1a Get Something “DoneDone” every Few Days Dev 1 & 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA QA 1 Dev 1 & 2 QA 1 Dev 3 & 4 QA 2 Dev 3 & 4 QA 2 Dev 1 & 2 QA 1 Dev 1 & 2 QA 1 Dev 3 & 4 QA 2 Dev 3 & 4 QA 2 New Skills Required: Break Work Down (Stories/Tasks), Swarm, xFunctional Teams, Cross Training (T-Shaped ppl)
- 43. Focus on Clarityof Scope Backlog Grooming: • Engaged PO • Whole team involvement • Conversations • Prepare for future Sprints • Definition of Ready
- 44.
- 45. Predict Path to Agility- Stage 3 Pains • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories Solutions • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross-functional team goals • Cross train and develop T-shaped people
- 47. Discussion:What needs tohappen to get 9 out of 10 Sprints 100% Done?
- 49. Pitfall #4 Not Optimizingthe Whole
- 50. Optimize the FullValueStreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation
- 51. Optimize the FullValueStreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum
- 52. Optimize the FullValueStreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration
- 53. Optimize the FullValueStreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration DevOps
- 54. Optimize the FullValueStreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration DevOps Lean Product Discovery
- 55. Discussion:Where is themain bottleneck in your Full Value Steam?
- 56.
- 57. Accelerate Path to Agility- Stage 4 Pains • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction Solutions • Leadership focus on optimizing the whole • Actively resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery
- 59. Pitfall #5 Thinking Agileis just a Tech Thing
- 60. The World hasChanged
- 61. The Workforce hasChanged
- 62. We have anEngagement Problem!
- 63.
- 65. Self-Organizing teams leadto better outcomes
- 66. Servant Leaders Supportnot Dictate
- 67. Predict AccelerateLearnAlign Adapt Pathto Agility
- 68. Adapt Path to Agility- Stage 5 Pains • Low employee engagement across the org • Executive leadership not operating with agility • Other departments culture not aligned with Agile Solutions • Educate teams and leaders across the organization • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership
- 70. Path to Agility StageAlign Learn Predict Accelerate Adapt Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe to fail environment • Leadership is acting the way they always have • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction • Low employee engagement across the organization • Executive leadership not operating with agility • Other departments culture not aligned with Agile Your Rating (1-5) Potential Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a Transformation Backlog • Make progress transparent and visible • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross functional team goals • Cross train and develop T-shaped ppl • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery • Educate teams and leaders across the org • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership Your Action Item
- 71. Exercise:What is thetop thing you can go implement?
- 74. Predict AccelerateLearnAlign Adapt Pathto Agility Status Quo Chaos & Resistance Integration& Practice New Status Quo The goal for the transformation cannot be to do Agile. Understanding and communicating the business objectives that will be achieved with the transformation is a critical first step. Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place. Teams harden these newly learned practices and become more disciplined in order to deliver working product in a predictable and iterative manner. Once the teams become disciplined and predictable, we can focus on team and organizational improvements to optimize across the full delivery cycle and shorten time to market. Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever- changing market demands as they have transformed to an organization with true Agility. www.AgileVelocity.com [email protected] @agile_velocity
- 75. accelerate AGILITY Visit ourbooth to speak with our coaches and win great prizes. Tweet questions and continue the dialogue, @Agile_Velocity. AGILE TRANSFORMATIONS with less risk AGILE TRAINING with more engagement AGILE TEAMS with faster value
- 76.