Académique Documents
Professionnel Documents
Culture Documents
Transformation Strategies
Mike Cottmeyer, Enterprise Agile Coach
LeadingAgile, LLC
Mike Cottmeyer
mike@leadingagile.com
404.312.1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
The Problem...
The Problem...
Having lots of agile teams in an
enterprise isn’t enterprise agility
• Products
• Features
• Programs
• Components
• Services
• Business Capabilities
A Well Formed Agile Organization
Clear voice of the business and a
willingness to make tradeoffs to meet
time and cost constraints
Scrum
Team
Multi-Team Agility
Scrum Scrum
Team Team
Multi-Team Agility
Product
Team
Product Product
Team Team
Product Product
Team Team
Product Product
Team Team
Product Product
Team Team
• Strategic
Iteration
Daily
Continuous
Competencies in Time
• Continuous
• Daily
• Iteration
Strategic
• Release Release
• Strategic
Iteration
Daily
Continuous
Competencies in Time
• Continuous
• Daily
• Iteration
Strategic
• Release Release
• Strategic
Iteration
Daily
Continuous
Competencies in Time
• Continuous
• Daily
• Iteration
Strategic
• Release Release
• Strategic
Iteration
Daily
Continuous
Competencies in Time
• Continuous
• Daily
• Iteration
Strategic
• Release Release
• Strategic
Iteration
Daily
Continuous
Competencies in Time
• Continuous
• Daily
• Iteration
Strategic
• Release Release
• Strategic
Iteration
Daily
Continuous
The Solution... Part Three
The Agile Adoption and
Transformation Lifecycle
Adoption vs. Transformation
First... we want to untangle two words that
sometimes can be used interchangeably
Incremental
Incremental
Iterative
structures and
introduce teams
• Teach people new
Personal+ Adopt++
practices and ways Transforma(on+ Prac(ces+
of working
• Help people
internalize the
value system
Adoption/Transformation Cycle
Organizational
Transformation
• Establish top to
Organiza(onal+
bottom structure Transforma(on+
and roadmap
• Incrementally make
changes and
Personal+ Adopt++
establish teams Transforma(on+ Prac(ces+
• Define policies
and working
agreements
between teams
Adoption/Transformation Cycle
Adopting Practices
•Sprint planning,
daily stand-ups,
Organiza(onal+
product reviews, Transforma(on+
and retrospectives
•Identify and train a
Product Owner
Personal+ Adopt++
and ScrumMaster Transforma(on+ Prac(ces+
uncertainty and
adaptation
• Help people work
Personal+ Adopt++
toward common Transforma(on+ Prac(ces+
organizational goals
• Help foster
empathy, trust, and
teamwork
Common Anti-Patterns
• Establishing teams without
breaking down the strict
functional silos and rigid role
definitions
• Running daily standup
meetings that devolve into
status updates for the project
manager
• Coming back from CSM
training only to find that there
is no way to form agile teams
and no interest in agile
Common Anti-Patterns
• Establishing teams without
breaking down the strict
functional silos and rigid role
definitions
• Running daily standup
meetings that devolve into
status updates for the project
manager
• Coming back from CSM
training only to find that there
is no way to form agile teams
and no interest in agile
Common Anti-Patterns
• Establishing teams without
breaking down the strict
functional silos and rigid role
definitions
• Running daily standup
meetings that devolve into
status updates for the project
manager
• Coming back from CSM
training only to find that there
is no way to form agile teams
and no interest in agile
Common Anti-Patterns
• Establishing teams without
breaking down the strict
functional silos and rigid role
definitions
• Running daily standup
meetings that devolve into
status updates for the project
manager
• Coming back from CSM
training only to find that there
is no way to form agile teams
and no interest in agile
The Solution... Part Four
Exploring the
Integrated Framework
Phase I - Structure
Scrum
Team
Phase I - Structure
Scrum Scrum
Team Team
Phase I - Structure
Product
Team
Scrum Scrum
Team Team
Phase 2 - Structure
Product
Team
Product
Team
Product Product
Team Team
Product Product
Team Team
Product Product
Team Team
Product Product
Team Team
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase I
Cultural Factors
Organizational Enablement
116
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase I
Organizational Enablement
117
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase I
Organizational Enablement
118
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase I
Organizational Enablement
119
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 2
Organizational Enablement
120
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 2
Organizational Enablement
121
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 2
Organizational Enablement
122
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 3
Organizational Enablement
123
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 3
Organizational Enablement
124
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 3
Organizational Enablement
125
Organizationa
l
Transformatio
Value Delivery
Personal
Adopt
Transformatio
Practices
n
Phase 3
Organizational Enablement
126
Phase I - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase I - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase I - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase I - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase I - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase 2 - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase 2 - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase 2 - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase 2 - Cadence
Strategic
Release
Iteration
Daily
Continuous
Phase 3 - Cadence
Strategic
Release
Iteration
Daily
Continuous
A Few Scenarios
Single Team/Single Product
Sub 25 person product company and a
start-up
Source: http://www2.gibson.com/news-lifestyle/features/en-us/219-gibson-custom.aspx
Agile Program and
Portfolio Management
9:00 AM | Thursday | Austin 1-3 | Mike Cottmeyer
Mike Cottmeyer
mike@leadingagile.com
404.312.1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
Slides at www.leadingagile.com