roles - accelerate digital and agile talent development
TRANSCRIPT
Copyright© Agile Transformation Inc.
Roles
Organizational Team Design & Development
1
Copyright© Agile Transformation Inc.
RolesFrom Silos to Collaboration!
From Silos to Collaboration
2
Copyright© Agile Transformation Inc.
Roles
Capacity Allocation Model
Run
Grow
Transform
• Run essential processes
• Maintain existing systems
• Administering & maintaining the IT Infrastructure
• Cost reduction
• Improve operations & performance
• Product & process improvements
• Current sales & customer needs
• Marketing and retention
• New products, markets and business models
• Strategic innovations
• New income streams
• Staying ahead of competitors
3
Copyright© Agile Transformation Inc.
Roles
4
Team Design Maturity Stage: “Crawl”
Attribute Behaviors
Org. Alignment & Teams • Strong functional Silo’s• Project based work• Disorganized teams• Work not aligned with
strategy• Forming to Storming
Work Flow Mgt. • No WIP limits • No Backlog• Multiple PMO’s• Multiple dependencies
Predictability • No predictable delivery
Leadership • Command & control• Tactical
Copyright© Agile Transformation Inc.
Roles
5
Team Design Maturity Stage: “Walk”
Attribute Behaviors
Org. Alignment & Teams
• Functional Silo’s • Less project based work• Bidirectional IT/Biz • Storming to Norming
Work Flow Mgt. • Starting to identify WIP limits and constraints
• Backlog formed / work is pushed
• Single PMO moderate process
• Dependencies
Predictability • Starting to see predictable delivery
Leadership • Tactical / X-functionalteams starting to form
Copyright© Agile Transformation Inc.
Roles
6
Team Design Maturity Stage: “Run” Attribute Behaviors
Org. Alignment & Teams
• Mature COP replaced silo’s • Work is aligned to org strategy• IT/Biz Alignment• Norming to Performing
Work Flow Mgt. • Starting to identify WIP limits and constraints
• Prog. and team backlogs are formed& work flows
• Single PMO - light process• Value streams formed to align org.
dependencies
Predictability • Predictable delivery at team and at scale – delivery trains
Leadership • Servant leadership has taken hold/ X-functional leadership teams formed
Copyright© Agile Transformation Inc.
Roles
7
Team Design Maturity Stage: “Fly” Attribute Behaviors
Org. Alignment & Teams
• High energy COP’s• Strategy synchronized with
execution (visual and measurable)• Performing to Hyper Performing
teams
Work Flow Mgt. • Value streams and team WIP limits are optimized and mature
• Prog. and team backlogs are in syncand value is delivered on demand
• Mature Agile Center of Excellence with metrics and biz outcomes
Predictability • Predictable delivery at the team andvalue stream level.
Leadership • Mature, adaptive leadership has taken hold on x-functional leadership teams
Copyright© Agile Transformation Inc.
Roles
8
Capacity Allocation – Best Practices • Agree on and baseline current
operational metrics, set goals and track at regular intervals
• Optimize the operational value stream for maximum efficiency and effectiveness
• Stabilize the Minimal Market Product (MMP)
• Inspect and adapt to ensure market fit and business outcomes are being met.
• Disrupt yourself and market by testing and learning quickly to determine product viability
• Determine if ideas are valuable, feasible and maintainable
Copyright© Agile Transformation Inc.
Roles
9
Workshop: Capacity Allocation
9
Copyright© Agile Transformation Inc.
Roles
Stable Teams – Best Practices
• Build “empowered” Cross Functional teams that have all the skills, tools they need to design, develop, test and release that can deliver from “concept-to-cash”
• Bring the work to the team, don’t pull the individuals to the work – Keep the team together!
• Let the teams FOCUS and finish what they start• Encourage High Collaboration and Self-Organization• The team co-locates physically or collaborates virtually
and works together daily practicing Agile.
“Stop Starting and Start Finishing!”
10
Copyright© Agile Transformation Inc.
Roles
The Basic Stable Team Structure
Business VisionWhat? Why?
ProcessFacilitatorTechnical
Vision
How?Measurement
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
orem ipsum dolor sit amet, co nse ctetur
Backlog
11
Copyright© Agile Transformation Inc.
Roles
Benefits of Stable Teams
Adapted from Tuckman Model 1965
12
Copyright© Agile Transformation Inc.
Roles
Team Design - Guide
13
Copyright© Agile Transformation Inc.
Roles
Team Type: Feature Team
14
Copyright© Agile Transformation Inc.
Roles
Team Type: Component Team
Component TeamTeam is specialized in a specific application, product, platform, system or technology that is used and leveraged by other internal teams. Component teams have internal customers and typically don’t deliver end to end value to customers. Learn more here.
15
Copyright© Agile Transformation Inc.
Roles
Component vs. Feature Teams
16
Copyright© Agile Transformation Inc.
Roles
Program/Product Teams
Program/Product/Release Train/Tribe PU
LLfr
om
th
e B
ackl
og
17
Copyright© Agile Transformation Inc.
Roles
Designing Stable Teams – As Is
18
Copyright© Agile Transformation Inc.
Roles
Designing Stable Teams – To-Be
19
Copyright© Agile Transformation Inc.
Roles
The BIG Team
Responsible for “product support” activities that help turn the stable
team output into value that can be realized by our customers!
Engagement Guidelines:
✓ Empowered! - one person aligned and
dedicated to supporting the Stable
Team – give us the “Play Maker”
✓ Big Team members should add value
to the Stable Team and customer
✓ Customer and value stream focus
✓ Scrum Master works with big team
members that impact the process
✓ Product Owner works with big team
members that impact the product
Stable Team
Big Team (Stakeholders)
20
Copyright© Agile Transformation Inc.
Roles
Enterprise Stable Teams
21
Copyright© Agile Transformation Inc.
Roles
Designing Stable Teams - Enterprise
22
Copyright© Agile Transformation Inc.
Roles
23
Value Stream
A
Value Stream
B
Operation Teams
Technology Component Teams
ProductDiscovery
Teams
Product/Delivery Teams
Value Stream
C
Value Streams / Release Trains
Sample Organizational Team Design
Updated Strategy provides priority
direction to operational &
product roadmaps
Strategic & operational roadmaps are inputs to
strategy
Mix of Discovery, Strategic Outcomes, Delivery and Operational teams…
Copyright© Agile Transformation Inc.
Roles
• Release past models for new thinking• Develop a “growth mindset”
• All work should be visible and on the train• Empower Team members - Push decision making
down to the lowest level• Hit the easy button – Simple Solutions – make it
easy!
• Buy don’t build where ever possible• Experiment – fail and learn fast• Systems thinking at every level
Sample: Agile Release Train (ART)
Customer Portal
Insights & Analytics
Distribution Support
Billing & Payments
RTE
ProductMgr.
Solution Lead
Systems
Business Processes
Run, Grow, Transform
A-1 Finance Agile Release Train (ART)
New Product Development
Enrollments
CustomerInsights
Solution Ideas
Customer Leads
Customer Application
Receive Service
Process Payments
Bill Customer
Service Request
Product Strategy
Teams
System Team
• 2.5 M individuals• Early adopters• Middle income
bracket• Age 25 to 40• Majority in front
line management
Customers
DiscoveryTeam
• Product Definition• Architecture Design• CX Design• Customer Insights
Intuitive CRM
Campaign TRACK
Lead i-Generate
AP SCAN
I-Custom Portal
Live Cycle Forms
Business Intel
Business Rules Engine Rapid Bill
Rapid Pay
Customer Support
Guiding Principals
Copyright© Agile Transformation Inc.
Roles
Sample: ART Team
ART: A-1 Finance
Team Title
Customer Portal
Team Members Skills / Knowledge
• 2 UX Designer• 1 CX Designer• 3 Java Developers• 1 Business Analyst• 1 Test Engineer
• HTML• PHP• Java Script• Frameworks• Test Automation• Business Rules
8
Product Owner
Scrum Master
Solution Lead
Purpose: Develop engaging self-service solutions that enables customers to be the star performers in their organization.
Copyright© Agile Transformation Inc.
Roles Which resources should I pull to get project done?
What percent allocation can I get? Who is their manager?
What is our enterprise capacity in terms of resource hours?
Allocating Projects Beyond Capacity
Which team is qualified and ready to pull this deliverable into their
backlog?
Which product owner owns the team’s capacity?
What is our enterprise capacity per quarter by team and program/product?
Pushing projects beyond capacity actually causes an organization to slow down!
The WRONG questions to ask:
The RIGHT questions to ask:
26
Copyright© Agile Transformation Inc.
Roles
Communities of Practice
Communities of Practice are designed to encourage cross-team
knowledge sharing, share best practices, establish standards
and ensure overall execution across teams is healthy.
Can be Enterprise Level or Cross-Team/LOB Level
ScrumMaster CoP
Architecture & Tech
Excellence
Test Automation
Agile CoP
Continuous Delivery CoP
PO CoPProduct
Development
27
Copyright© Agile Transformation Inc.
Roles
Leverage the Growth Portal for CoPs
28
Copyright© Agile Transformation Inc.
Roles
Workshop: Enterprise Org. Design
29
Copyright© Agile Transformation Inc.
Roles
3030
Design your organization with the customer
in mind to maximize work flow and business
value – Inspect and Adapt!
Involve and empower teams in the redesign process. It
might take many iterations and experiments to optimize
organizational design.
Organizational Design
Create high performing cross functional
teams that are aligned to strategic
priorities to optimize capacity.