Download - The Three Things
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THE THREE THINGSYou Need to Know to Transform Any Sized
Organization into an Agile Enterprise
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www.leadingagile.comtwitter.com/mcottmeyer
facebook.com/leadingagilelinkedin.com/in/cottmeyer
MIKE COTTMEYER
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Brief Agenda
• Discuss why adopting agile isn’t ‘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 isn’t ‘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 isn’t ‘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 isn’t ‘one size fits all’
• Explore the fundamentals of agile transformation
• How to craft an agile transformation roadmap
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ONE SIZE DOESNOT FIT ALL
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Pred
icta
bilit
y Adaptability
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPC
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-HocQuadrant One
• Predictive Emergent
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional
Quadrant Two• Predictive
Convergent
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Quadrant Three• Adaptive
Convergent
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean StartupQuadrant Four• Adaptive
Emergent
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THE THREE THINGS
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Backlog
Backlog
Backlog
Backlog
Backlogs
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Teams
Backlog
Backlog
Backlog
Backlog
Backlogs Teams
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Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
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?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
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?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
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?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
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?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• 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
Backlog
Backlog
Backlog
Working Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• 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
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & 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
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & 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
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & 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
Backlog
Backlog
Backlog
Working Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & 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
Backlog
Backlog
Backlog
Working Tested
Software
What Gets in the Way?
BusinessDependencies
OrganizationalDependencies
TechnicalDependencies
• Requirements management
• Process flow• Value streams• Bottlenecks• Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects• Tight Coupling• Low Cohesion
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Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Gets in the Way?
BusinessDependencies
OrganizationalDependencies
TechnicalDependencies
• Requirements management
• Process flow• Value streams• Bottlenecks• Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects• Tight Coupling• Low Cohesion
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Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Gets in the Way?
BusinessDependencies
OrganizationalDependencies
TechnicalDependencies
• Requirements management
• Process flow• Value streams• Bottlenecks• Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects• Tight Coupling• Low Cohesion
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Teams
Backlog
Backlog
Backlog
Backlog
Working Tested
Software
What Gets in the Way?
BusinessDependencies
OrganizationalDependencies
TechnicalDependencies
• Requirements management
• Process flow• Value streams• Bottlenecks• Too much in
process work
• Matrixed Organizations
• Non instantly available resources
• Lack of SME
• Technical Debt
• Defects• Tight 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
Backlog
Backlog
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
MeasuringProgress
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Teams
Backlog
Backlog
Backlog
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
MeasuringProgress
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Teams
Backlog
Backlog
Backlog
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
MeasuringProgress
![Page 55: The Three Things](https://reader036.vdocuments.us/reader036/viewer/2022062522/586f76461a28ab10258b63ab/html5/thumbnails/55.jpg)
Teams
Backlog
Backlog
Backlog
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
MeasuringProgress
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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
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TRANSFORMATIONIS A JOURNEY
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean StartupLow Trust
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean StartupLow Trust
Become Predictable
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean StartupLow Trust
Become Predictable
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean StartupLow Trust
Become Predictable
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean StartupLow Trust
Become Predictable Reduce Batch Size
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean StartupLow Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase One• Stabilize the
System
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
Phase Two• Reduce Batch
Size
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
Phase Three• Break
Dependencies
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Four• Increase Local
Autonomy
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
Phase Five• Invest to
Learn
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www.leadingagile.comtwitter.com/mcottmeyer
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MIKE COTTMEYER
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THE THREE THINGSYou Need to Know to Transform Any Sized
Organization into an Agile Enterprise