real world techniques for enterprise agile adoption
TRANSCRIPT
Real World Techniquesfor
Enterprise Agile Adoption
AgileDC 2015October 26, 2015
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Scott Richardson• Background• 1 year at Fannie Mae, VP Enterprise Data Delivery• 13 years at Capital One, VP of Retail & Direct
Technology for Consumer & Small Business Bank• Founder/owner of 2 technology consulting
companies• Price Waterhouse – financial systems consultant
• Agile Credentials• Practitioner for 11 years• Certified Agile Scrum Master• Scaled Agile Framework (SAFe) Certified Program
Consultant• Sponsor/Champion for Agile adoption in 6
corporate organizations
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Overview• Getting oriented• Key Steps to a Successful Agile Transformation• Deep techniques – leading change in the real world
Objectives• Understand the key elements of an enterprise-wide Agile adoption• Learn how to anticipate and overcome challenges• Gain insights into specific approaches and techniques that work well
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Getting Oriented: Assessing the Organization
Culture &
StrategyPeople &
Org
Processes &
OversightOther
Assess the Organizatio
n
• Budget• Space• Etc.
• People:• Leadership• Mid-Level• Teams
• Exec Support
• Org Structure
• Values
• Values• History• Competition• Customer• Confidence
• SDLC• Audit,
Regulators• CoEs• Procurement• Finance• Testing
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Key Steps to a Successful Agile Transformation
1. Get oriented and prepare2. Secure top-level sponsorship & support3. Choose where to begin4. Launch and support initial teamsParallel track: Start resolving structural issues5. Expand quickly, but with disciplineParallel track: Launch Program Mgmt & DevOps
•Communicate broadly•Bring the enterprise along
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We’re on the right track now, but how…. ?
How to engage Middle
Management?How to deal with Shared
Services, CoEs, PMO?
How to address Change
resistance?
How can I afford this?
How to integrate Agile
& non-Agile delivery?How to
maintain Agile discipline over
time?
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Additional Topics
• Enterprise investment management• Organize for strategy execution (see next slide)• Fund the Team not the Project (e.g., SAFe portfolio view)• Measuring results (KPIs) not projects completed
• Procurement approach• Fixed Price/Managed Service Provider structures inhibit
Agile in several dimensions:• Delivery Structure: Functional siloes • Management: Multiple vendors on one team• Goals: Individuals within one team are incented differently• Location: Often the siloes are in different locations
• “Risk sharing” with a vendor is a fallacy
Strategy
Investment Theme
Product Manager
Product Owner +
Agile Team
Product Owner +
Agile Team
Product Manager
Product Owner + Agile Team
Investment Theme
Product Manager
Product Owner + Agile Team
Product Owner + Agile Team
Product Owner + Agile Team
Product Manager
Product Owner + Agile Team
Investment Theme
Product Manager
Product Owner + Agile Team
Product Owner + Agile Team
Investment Theme
Product Manager
Product Owner + Agile Team
Product Owner + Agile Team
Product Owner + Agile Team
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Scaling Agile in an organization is an opportunity to improve overall strategy execution
Executive
Executive
Executive
Executive
KPI KPI KPI KPI
• Decompose business Strategy into Investment Themes• Assign an accountable Executive to each Investment Theme
• KPIs: Executives are accountable for achieving KPIs measuring realization of strategic business value
• Resources: Give executives the resources (budget, Agile Teams) to achieve their KPIs• Executives have Product Managers and Product Owners to manage business
value-driven delivery• Primary resource for delivering new capabilities is the Agile Team
Q & A
Scott [email protected]