into an Agile Enterprise
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THE THREE THINGS презентация
Содержание
- 1. THE THREE THINGS
- 2. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
- 3. Brief Agenda Discuss why adopting agile isn’t
- 4. Brief Agenda Discuss why adopting agile isn’t
- 5. Brief Agenda Discuss why adopting agile isn’t
- 6. Brief Agenda Discuss why adopting agile isn’t
- 7. ONE SIZE DOES NOT FIT ALL
- 8. Predictability Adaptability
- 9. Predictability Adaptability Emergence Convergence
- 10. Predictability Adaptability Emergence Convergence
- 11. Predictability Adaptability Emergence Convergence AE PC
- 12. Predictability Adaptability Emergence Convergence AE PE PC AC
- 13. Predictability Adaptability Emergence Convergence AE PE PC AC Ad-Hoc Quadrant One Predictive Emergent
- 14. Predictability Adaptability Emergence Convergence AE PE PC AC Ad-Hoc Traditional Quadrant Two Predictive Convergent
- 15. Predictability Adaptability Emergence Convergence AE PE
- 16. Predictability Adaptability Emergence Convergence AE PE
- 17. THE THREE THINGS
- 19. Backlog Backlog Backlog Backlog Backlogs
- 20. Teams Backlog Backlog Backlog Backlog Backlogs Teams
- 21. Teams Backlog Backlog Backlog Backlog Working
- 22. Teams Backlog Backlog Backlog Backlog Working
- 23. Teams Backlog Backlog Backlog Backlog Working
- 24. Teams Backlog Backlog Backlog Backlog Working
- 25. Teams Backlog Backlog Backlog Backlog Working
- 26. Teams Backlog Backlog Backlog Backlog Working
- 27. Teams Backlog Backlog Backlog Backlog Working
- 28. Teams Backlog Backlog Backlog Backlog Working
- 29. Teams Backlog Backlog Backlog Backlog Working
- 30. Teams Backlog Backlog Backlog Backlog Working
- 31. Teams Backlog Backlog Backlog Backlog Working
- 32. Teams Backlog Backlog Backlog Backlog Working
- 33. Teams Backlog Backlog Backlog Backlog Working
- 34. Teams Backlog Backlog Backlog Backlog Working
- 35. Teams Backlog Backlog Backlog Backlog Working
- 36. Teams Backlog Backlog Backlog Backlog Working
- 37. Teams Backlog Backlog Backlog Backlog Working
- 38. STRUCTURE
- 39. Team Team Team Team
- 40. Team Team Team Team
- 41. Team Team Team Team
- 42. GOVERNANCE
- 43. Team Team Team Team
- 44. Product & Services Teams Scrum Team
- 45. Product & Services Teams Program
- 46. Product & Services Teams
- 47. METRICS
- 48. Product & Services Teams
- 49. Product & Services Teams
- 50. Product & Services Teams
- 51. Product & Services Teams
- 52. Teams Backlog Backlog Backlog Backlog Working
- 53. Teams Backlog Backlog Backlog Backlog Working
- 54. Teams Backlog Backlog Backlog Backlog Working
- 55. Teams Backlog Backlog Backlog Backlog Working
- 56. Team
- 57. Matrixed Organizations Team
- 58. Matrixed Organizations Non-instantly Available Resources Team
- 59. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
- 60. Matrixed Organizations Limited Access to Subject
- 61. Matrixed Organizations Limited Access to Subject
- 62. Matrixed Organizations Limited Access to Subject
- 63. Matrixed Organizations Limited Access to Subject
- 64. Matrixed Organizations Limited Access to Subject
- 65. Teams Backlog Backlog Backlog Backlog Working
- 66. Teams Backlog Backlog Backlog Backlog Working
- 67. Teams Backlog Backlog Backlog Backlog Working
- 68. Teams Backlog Backlog Backlog Backlog Working
- 69. A THEORY OF TRANSFORMATION
- 70. A Theory of Transformation Agile is about
- 71. A Theory of Transformation Agile at scale
- 72. A Theory of Transformation Anything that gets
- 73. TRANSFORMATION IS A JOURNEY
- 74. Predictability Adaptability Emergence Convergence AE PE PC AC Ad-Hoc Traditional Agile Lean Startup
- 75. Predictability Adaptability Emergence Convergence AE PE
- 76. Predictability Adaptability Emergence Convergence AE PE
- 77. Predictability Adaptability Emergence Convergence AE PE
- 78. Predictability Adaptability Emergence Convergence AE PE
- 79. Predictability Adaptability Emergence Convergence AE PE
- 80. Predictability Adaptability Emergence Convergence AE PE
- 81. Predictability Adaptability Emergence Convergence AE PE
- 82. Predictability Adaptability Emergence Convergence AE PE
- 83. Predictability Adaptability Emergence Convergence AE PE
- 84. Predictability Adaptability Emergence Convergence AE PE
- 85. Predictability Adaptability Emergence Convergence AE PE
- 86. Predictability Adaptability Emergence Convergence AE PE
- 87. mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
- 88. THE THREE THINGS You Need to Know
mike@leadingagile.com 404-312-1471 www.leadingagile.com twitter.com/mcottmeyer facebook.com/leadingagile linkedin.com/in/cottmeyer MIKE COTTMEYER
Слайд 2mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
Слайд 3Brief Agenda
Discuss why adopting agile isn’t ‘one size fits all’
Explore the
fundamentals of agile transformation
How to craft an agile transformation roadmap
How to craft an agile transformation roadmap
Слайд 4Brief Agenda
Discuss why adopting agile isn’t ‘one size fits all’
Explore the
fundamentals of agile transformation
How to craft an agile transformation roadmap
How to craft an agile transformation roadmap
Слайд 5Brief Agenda
Discuss why adopting agile isn’t ‘one size fits all’
Explore the
fundamentals of agile transformation
How to craft an agile transformation roadmap
How to craft an agile transformation roadmap
Слайд 6Brief Agenda
Discuss why adopting agile isn’t ‘one size fits all’
Explore the
fundamentals of agile transformation
How to craft an agile transformation roadmap
How to craft an agile transformation roadmap
Слайд 14Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Traditional
Quadrant Two
Predictive Convergent
Слайд 15Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Traditional
Agile
Quadrant Three
Adaptive Convergent
Слайд 16Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Traditional
Agile
Lean Startup
Quadrant Four
Adaptive Emergent
Слайд 21Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
Backlogs
Teams
Working Tested Software
Слайд 22Teams
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
Слайд 23Teams
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
Слайд 24Teams
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
Слайд 25Teams
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
Слайд 26Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
Why Are They Important?
Clarity
Accountability
Measureable
Progress
People have clarity around what to
build
People understand how it maps to the big picture
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
Слайд 27Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
Why Are They Important?
Clarity
Accountability
Measureable
Progress
People have clarity around what to
build
People understand how it maps to the big picture
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
Слайд 28Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
Why Are They Important?
Clarity
Accountability
Measureable
Progress
People have clarity around what to
build
People understand how it maps to the big picture
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
Слайд 29Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
Why Are They Important?
Clarity
Accountability
Measureable
Progress
People have clarity around what to
build
People understand how it maps to the big picture
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
Слайд 30Teams
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
Слайд 31Teams
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
Слайд 32Teams
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
Слайд 33Teams
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
Слайд 34Teams
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?
Слайд 35Teams
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?
Слайд 36Teams
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?
Слайд 37Teams
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?
Слайд 41Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Product & Services
Teams
Program
Teams
Portfolio
Teams
Слайд 43Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Product & Services
Teams
Program
Teams
Portfolio
Teams
Слайд 44
Product & Services
Teams
Scrum
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Program
Teams
Portfolio
Teams
Слайд 45
Product & Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Слайд 46
Product & Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Слайд 48
Product & Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Слайд 49
Product & Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Team
Team
Team
Team
Backlog Size
Velocity
Burndown
Escaped Defects
Commit % Ratio
Acceptance % Ratio
Scope Change
Слайд 50
Product & Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Team
Cycle Time
Features Blocked
Rework/Defects
Backlog Size
Velocity
Burndown
Escaped Defects
Commit % Rate
Acceptance % Ratio
Scope
Change
Слайд 51
Product & Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Backlog Size
Velocity
Burndown
Escaped Defects
Commit % Ratio
Acceptance % Ratio
Scope Change
Cycle Time
Features
Blocked
Rework/Defects
Rework/Defects
Takt Time/Cycle Time
Time/Cost/Scope/Value
RIO/Capitalization
Слайд 52Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
Requirements management
Process flow
Value streams
Bottlenecks
Too much
in process work
Matrixed Organizations
Non instantly available resources
Lack of SME
Technical Debt
Defects
Loose Coupling
Low Cohesion
Слайд 53Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
Requirements management
Process flow
Value streams
Bottlenecks
Too much
in process work
Matrixed Organizations
Non instantly available resources
Lack of SME
Technical Debt
Defects
Loose Coupling
Low Cohesion
Слайд 54Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
Requirements management
Process flow
Value streams
Bottlenecks
Too much
in process work
Matrixed Organizations
Non instantly available resources
Lack of SME
Technical Debt
Defects
Loose Coupling
Low Cohesion
Слайд 55Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
Requirements management
Process flow
Value streams
Bottlenecks
Too much
in process work
Matrixed Organizations
Non instantly available resources
Lack of SME
Technical Debt
Defects
Loose Coupling
Low Cohesion
Слайд 59Matrixed Organizations
Limited Access to Subject Matter Expertise
Non-instantly Available Resources
Team
Слайд 60Matrixed Organizations
Limited Access to Subject Matter Expertise
Non-instantly Available Resources
Shared Requirements
Between Teams
Team
Слайд 61Matrixed Organizations
Limited Access to Subject Matter Expertise
Non-instantly Available Resources
Too Much
Work In Process
Shared Requirements Between Teams
Team
Слайд 62Matrixed 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
Слайд 63Matrixed 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
Слайд 64Matrixed 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
Слайд 65Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
How Do I Need to Change?
Known and knowable requirements
How
to deal with unknowns
Estimating
Estimating
Fungible resources
Individual utilization
Productivity metrics
Activity over outcome
Defining
Work
Allocating
People
Measuring
Progress
Слайд 66Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
How Do I Need to Change?
Known and knowable requirements
How
to deal with unknowns
Estimating
Estimating
Fungible resources
Individual utilization
Productivity metrics
Activity over outcome
Defining
Work
Allocating
People
Measuring
Progress
Слайд 67Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
How Do I Need to Change?
Known and knowable requirements
How
to deal with unknowns
Estimating
Estimating
Fungible resources
Individual utilization
Productivity metrics
Activity over outcome
Defining
Work
Allocating
People
Measuring
Progress
Слайд 68Teams
Backlog
Backlog
Backlog
Backlog
Working Tested Software
How Do I Need to Change?
Known and knowable requirements
How
to deal with unknowns
Estimating
Estimating
Fungible resources
Individual utilization
Productivity metrics
Activity over outcome
Defining
Work
Allocating
People
Measuring
Progress
Слайд 70A Theory of Transformation
Agile is about forming teams, building backlogs, and
regularly producing increments of working tested software
Слайд 71A Theory of Transformation
Agile at scale is about defining structure, establishing
governance, and creating a metrics and tooling strategy that supports agility
Слайд 72A Theory of Transformation
Anything that gets in the way of forming
teams, building backlogs, and producing working tested software is an impediment to transformation
Слайд 75Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Traditional
Agile
Lean Startup
Low Trust
Слайд 76Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Traditional
Agile
Lean Startup
Low Trust
Become Predictable
Слайд 77Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Traditional
Agile
Lean Startup
Low Trust
Become Predictable
Слайд 78Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Lean/Agile
Agile
Lean Startup
Low Trust
Become Predictable
Слайд 79Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Lean/Agile
Agile
Lean Startup
Low Trust
Become Predictable
Reduce Batch Size
Слайд 80Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Lean/Agile
Agile
Lean Startup
Low Trust
Become Predictable
Reduce Batch Size
Fully Decouple
Слайд 81Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
AC
Ad-Hoc
Lean/Agile
Agile
Lean Startup
Teams
Low Trust
Become Predictable
Reduce Batch Size
Fully Decouple
Слайд 82Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
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
Слайд 83Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
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
Слайд 84Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
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
Слайд 85Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
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
Increase Local Autonomy
Слайд 86Predictability
Adaptability
Emergence
Convergence
AE
PE
PC
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
Слайд 87mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
Слайд 88THE THREE THINGS
You Need to Know to Transform Any Sized
Organization
into an Agile Enterprise
