experiencing a large agile transformation by hendrik esser

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Hendrik Esser@HendrikEsser

Manager R&D Operations

Program Director Supporting Agile Adoption

Experiencing a large Agile TransformationAgile ME 2017, Dubai, March 2017

Hendrik Esser | © Ericsson AB 2017 | 2017-03-08

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Driving change in companies

A tool that helps you applying systems thinking when driving change in your company

Example: Our agile transformation

Summary

Q&A

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Architecting Change

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Complexity

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Complexity?


Cynefin frameworkDave Snowden, HBR Article, Nov 2007

Complexity:

- (Very) low Predictability

- Cause effect only in hindsight

Outcomes can’t be exactly

predicted: they emerge

Successful approach:

Experimentation:

probe-sense-respond

Approaching Complexity

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TEXTChange the system


System Change Experiments?


How can we influence

a human system?


› All societies have shared

rules/constraints.

› They are either set or

they emerge.

In a company we usually

set and manage

constraints

Constraints


Constraints?

People

Processes

Structures

Behavior

Capabilities

Inte

rdependencie

s

a s

yste

m o

f constr

ain

ts


Eco-System Tool

ProcessesStructures

Behavior Capabilities

desired state

orproblem

statement

Human System Action Tool – Ericsson AB/Hendrik Esser


Eco-System Tool

ProcessesStructures


desired state

orproblem

statement

Behavior

Mindset/attitude

Values

Needs

Competence

Skills

# people

Hidden talent

Processes

Practices

Tools

Habits

Organization

Governance

Compensation

Roles

(Informal) networks

Human System Action Tool – Ericsson AB/Hendrik Esser


Learning cycle

Look at the system

Analyze:

- Is your vision still valid?

- What supports your vision

- What doesn’t

Take change actions

Define a

change experiment/

Intervention

Observe what

emerges

Retrospectives


Our agile transformation

Example


Intervention

1


ProcessesStructures


BetterCustomer

satisfactionQ

TTM Scrum

Expected leadership behaviors

Empower teams

Agile manifesto

Collaboration Dev-ProdMgt

Uncertainty Mgt

Retrospectives

X-fct teams

System Design, Development,

Test in one org

ScM, PO roles

Decision model

Backlog coordination.

Recruit leaders (right mindset)

Train and coach teams

Governance


Intervention

2


ProcessesStructures


BetterCustomer

satisfactionQ

TTM Scrum

Leadership expected behaviors

Empower teams

Agile manifesto

Collaboration R&D-ProdMgt

Uncertainty Mgt

Retrospectives

X-fct teams


Test in one org

ScM, PO roles

Decision model

Backlog coordination



Governance

Teams ignore

Committees

Architecture Q

endangered

Full

Leadership

Support for the

change.

Re-enforce architect

and committee roles

architects & committees

mentoring approach


Intervention

3


ProcessesStructures


BetterCustomer

satisfactionQ

TTM Scrum


Empower teams

Agile manifesto


Uncertainty Mgt

Retrospectives

X-fct teams


Test in one org

ScM, PO roles

Decision model




Governance

Working SW is

the only progress

indicator

Documentation not

handled appropriately.


and committee roles


mentoring approach

Clarify PO role

Higher prio on non-code

Focus on everything

the customer expects,

not only code


Intervention

4


ProcessesStructures


BetterCustomer

satisfactionQ

TTM Scrum


Empower teams

Agile manifesto


Uncertainty Mgt

Retrospectives

X-fct teams


Test in one org

ScM, PO roles

Decision model




Governance

Teams diverging

discussions what is

the better practice & who

has the best one.


and committee roles


mentoring approach

Strengthen decision model:

more e2e in DoD

Clarify which processes & tools are

mandatory and which ones optional

Empowerment within

boundaries

e2e flow

not optimized

Collaboration

Dev-ProdMgt

working well


Intervention

5


ProcessesStructures


BetterCustomer

satisfactionQ

TTM Scrum


Empower teams

Agile manifesto


Uncertainty Mgt

Retrospectives

X-fct teams


Test in one org

ScM, PO roles

Decision model




Governance

Teams want

to be closer to the

customers


and committee roles


mentoring approach

Strengthen decision model



Empowerment within

boundaries

Remove commitment

decisions from the modelEarly customer interactionLink teams into the communication

between ProdMgt and Customer

Customer early demos


Intervention

6


ProcessesStructures


BetterCustomer

satisfactionQ

TTM Scrum


Empower teams

Agile manifesto


Uncertainty Mgt

Retrospectives

X-fct teams


Test in one org

ScM, PO roles

Decision model




Governance

Teams

overcommitted to

customers

high stress level


and committee roles


mentoring approach

Strengthen decision model



Empowerment within

boundaries

Remove commitment

decisions from the model

Learn how to make

realistic commitments

Expectation management


The

journey

continues

…


Results

100%

50%

product releases on time

since the change

less defects found at customer after

product release

Better decisions through significantly improved

interactions (collaboration culture)


Our organizations are complex systems.

An (agile) transformation is an emergent change of a

(human) system:

Run system change-experiments + see what emerges

adapt via the next experiment

The eco-system tool helps to analyze and identify potentially

fit-for-purpose system change experiments/interventions.


Q

A

experiencing a large agile transformation by hendrik esser

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