academy

A Taste of Agile
Introduction to Agile
Introduction to Agile Introductions
Introduction to Agile A shared understanding of Agile

What?

When? Why? Where?

How?
Introduction to Agile Agenda

Introduction

What is Agile!

Agile for Leaders

A shared
– Break – understanding
of Agile
Agile – Where, When, hoW and Why!

The Transformation Journey

Summary and Q&A

Introduction to Agile What is Agile?
Introduction to Agile Agile Principles

1. Begin with clarity about the outcome,

and let it guide every step along the way. •Focus on the customer
and business value

• Iterative and fast

2. Listen, iterate, learn and course
correct rather than wait until it's perfect. •Flexible, adaptive and
continuously improving

3. Encourage self-direction for teams to • Collaboration and teamwork

unleash innovation, instead of
•Empowered and
concentrating leadership in the hands of self directed teams
a select few.
Introduction to Agile Foundational values and beliefs of Agile

Respect Openness

Foundation
Beliefs

Trust Courage
Introduction to Agile What are your values?

“ Your values are not just the

values you practice but
the values you walk past”
- Australian General
Introduction to Agile 5 Dysfunctions of a team
Introduction to Agile 5 Dysfunctions of a team

Inattention to results Status and ego

Avoidance of accountability Low standards

Lack of commitment Ambiguity

Fear of conflict Artificial harmony

Absence of trust Invulnerability

 Introduction to Agile What is Agile?

Agile
Lean
DevOps Agile Practices
Change in behaviors
Design Thinking
Agile Principles

Agile Values
Introduction to Agile Sample of Agile Practices

Values Principles
Social Scale of Mood Retros-
Contract Expectations Marbles pective
Begin with
Trust
clarity about
outcomes
Respect Discovery Story
Wall of Work
Show
+VSM Cards case Listen, iterate,
learn and
Openness course correct
Burn-up Issue Bulls Risk
Chart Eye
Stand-up
Matrix Self directed
Courage teams unleash
innovation
Introduction to Agile Box of Trust

Bosses
Character Competence
1. 1.
Partner/ 2. 2. Customer
Supplier 3. 3.
4. 4.
5. 5.

Reports and peers

Introduction to Agile Scale of expectations

Practice Name: Scale of expectations Date: Time:

More Blame-worthy More Praise-worthy

Deviance Hypothesis
Inattention Process Uncertainty testing
Deliberate inadequacy
violation or Experimentation
Inadvertent Faulty Lack of for the good
selfish deviation process clarity of the
purpose company

Sanctions Rewards
 Introduction to Agile Portfolio Wall

AWAITING AWAITING IN AWAITING AWAITING IN IN DONE

NEW DISCOVERY DISCOVERY DISCOVERY DISCOVERY DISCOVERY DELIVERY FINAL
APPROVAL RESOURCES APPROVAL RESOURCES DEPLOYMENT
LARGE
MEDIUM
SMALL

DEPARTMENT 1

DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST

WAITING STAGES1
Agile Program Pattern Release plan

I1 I2 I3 I4 I5 I6 I7 I8

Release Wall

Planned In Testing Done

Progress

Iteratio n Wall
Agile Program Pattern Walls – Visualize the work

Visualize the work!

Agile Program Pattern A buffet of Practices - Agile / Lean and Design Thinking

The practices are like a buffet – laid out to allow people to pick what suits them.
These practices ensure behavior is aligned to the values and principles

Leadership Collaboration Delivery

Practices Practices Practices

• Visual walls • Work assignment and distribution • Automated Test-Driven Development (ATDD)

• Backlog prioritization (business value) • Retrospectives • Continuous integration

• Team structuring and management • Stand-ups • Continuous delivery

• Managing the funnel • Showcases • Build and deployment management

• Role rotations • Poker estimation • Story writing

• Strategy pattern • Design Thinking practices • MoSCoW prioritisation

• Embedding new practices • Value stream mapping

• Velocity tracking
Agile Program Pattern Agile for Executives and Managers

We don’t use documentation to

achieve shared understanding.
We document shared
understanding.
Review Curry?

In you can make a curry, but can’t make French pastry and someone asks you
to make French pastry, what do you do?

You find the recipe, buy the ingredients and follow the recipe.
You don’t decide, without understanding the recipe, to boil the pastry instead of
baking it in the oven as instructed.

It’s the same with Agile or any new way of working. In order to learn we must
follow the process as described. Then once we have practiced it a couple of
times we can adapt the recipe to make it better and finally when we are well
practiced and experienced, we can write our own recipe.

Shu — Ha — Ri
Agile Program Pattern Shu Ha Ri - Japanese Learning System

Shu follow

Ha b reak

Ri transcend
Agile Program Pattern Agile for Executives and Managers
Agile for Leaders The Building

Completed in 1931

102 floors

73 elevators

2 acres of land
Review History of Agile

Requirements/
The classic waterfall development model
analysis

Design

Coding

Testing

Herbert Bennington - 1956

Maintenance
Dr. Winston Royce - 1970

2015
1980 1990 2000 Design Thinking
XP Crystal LEAN
RAD AGILE AGILE
Scrum DSDM Neuro Science
Review Quiz 1

1. Agile is a way of working based on a set of and

2. Name three of the key Agile Values

3. The first principle is to begin with clarity of the and let it guide every step along the way.

4. Listen, , learn and course are the basics of principle two.

5. Self directing teams unleash .

6. The practices of Agile make the and come alive by changing .

7. Name any 3 Agile practices

Review Agenda

Introduction

What is Agile!

Agile for Leaders

A shared
– Break – understanding
of Agile
Agile – Where, When, hoW and Why!

The Transformation Journey

Summary and Q&A

Agile Strategy

Agile for
Leaders
Doing the Rright Work!
Agile Strategy Challenges of today

Too much work

Pressure to deliver

Stressed and/or
disengaged teams

Missed targets

Sub optimal results

Agile Program Pattern Resource constraints

“Growth is controlled
not by the total of
resources available,
butby the scarcest
resource”

- Dr. Liebig
 Agile Strategy Theory of constraints

“ Every organization has at

any given point in time at
least one constraint which
limits the system's
performance relative
to its goal” You can only deliver as
fast as the slowest part of
your process
- Dr. Eliyahu M. Goldratt
 Review Heijunka

Little’s Law

Increase throughput by demand and production leveling

Reduce work Managing

in progress the on-ramp

Work in progress
= Total cycle time
Avg completion rate

Increase Removing
Completion Constraints
Time Don’t overburden
 Review Slow down to do more!

Minimize WIP

BACKLOG IN PROGRESS DONE

Review Doing the Right Work

Mission & Vision

Strategy Objectives & Goals

Strategic Initiatives

8 7
6 Strategic 5
Programs

Portfolio
3 Doing The
Funnel
Right Work
of Work
2

1
 Review Doing the Work Right

Mission & Vision

Strategy Objectives & Goals

Strategic Initiatives

8 7
6 Strategic 5
Programs
1 2 3 4 5 6
Program Team 1
4 Delivery practices PULL
Portfolio
3 Doing The 1 2 3 4 5 6 Doing The
Funnel
Right Work Work Right
of Work Team 2
2
Operational PULL
Delivery practices
1
1 2 3 4 5 6
Team n
Review Doing the work

Doing The
Organization
Right Work
Portfolio

Program Doing The

Work Right
Project
 Review Work and team structure fundamentals

Enhancements Bug fixes

New project work 3rd line support
1. Small batch size

2. Single prioritized funnel of work

3. Pull work to match WIP limit

PM
4. Small, stable Cross Functional Team
Product Owner
IM

BA Designer 5. Multiple teams are loosely coupled and

Customer
SME
tightly aligned
DEV Tester

Cross functional
Core team
Review Customer-facing, end-to-end teams...as far as possible

Customer Customer

Analysts Content
Front End Designers Designers
Back End Developers Actuaries
Infrastructure Testers Delivery
Compliance Support

Loosely Coupled, Tightly Aligned

Agile Program Pattern Agile for Executives and Managers

“ Organizing a group
of people to achieve
a common goal”

Definition of leadership
- Wikipedia
Review Clarity of Purpose

W E D O H A V E A S T R AT E G Y !
Review Inspire Purpose

Vision

Mission Goal

2014 2015 2019

Review Using Agile practices to “cascade” strategy

Vision / Objectives / Strategy Plan

Mission Goals

Group Level Vision / Objectives / Strategy Plan

Mission Goals

Support functions Vision / Objectives / Strategy Plan

HR/Fin/Legal/etc Mission Goals

Vision / Objectives / Strategy Plan

Operational Team Level Mission Goals
 Review Setup for Success

Structure Teams

Right resources

Right place

Right time
 Review Optimize value flow

‘Gembutsu’

Remove Bottlenecks

Eliminate Waste
 Review Optimize value flow

‘Gembutsu’

Remove Bottlenecks

Eliminate Waste
 Review Govern for greatness

Work

Doing the work right

Govern and steer

Doing the work right

 Review Govern for greatness

Work

Doing the work right

Govern and steer

Doing the work right

Review Innovation

Sharing Innovating

Learning Improving
Agile for Leaders Agile Leadership

Agile Leadership

Inspire Purpose

Setup for Success

Optimise Value Flow

Govern for Greatness

Innovate
Review Quiz 2

1. Getting shared understanding of a common , is the leaders first task.

2. In order to do more you have to throttle the .

3. True or false? Leaders only need to focus on ‘Doing the right work!

4. Total cycle time can be improved if you reduce the in .

5. True or false? Appropriate strategies should be devised at all levels of the organisation.

6. Teams should be coupled and aligned.

7. , cross functional teams, aligned to value are the best way to structure teams
Agile Strategy

Where, When,
How and Why
to use Agile
 Agile Strategy Agile as a way of working can be used everywhere…

Strategy

Marketing Sales Delivery Operators Support Services

Agile
Lean
DevOps Agile Practices
Change in behaviors
Design Thinking
Agile Principles

Agile Values
 Agile Strategy ……across any business process

Core Processes

Opportunity Order Order Cash Cash Care Close

Product Strategy Design Development Delivery

Support

Support Service Processes (HR / FINANCE / PROCUREMENT / REAL ESTATE / etc)

Agile Strategy Applying Agile as a way of working at all levels

Group Level

Strategy
Core Supporting
Business Unit Business Unit

Strategic Programs

Operations
Agile Strategy The three Agile patterns that cover all work!

Strategy & Governance Pattern

Program Execution Pattern
Operation Execution Pattern
Strategy &
Governance
Pattern
Program Operation
Execution Execution
Pattern Pattern

Each Pattern Follows Five Phases

Mobilize Understand Explore / Build / Test / Manage /

Strategize Implement Evolve
 Agile Strategy Managing the funnel helps tune strategy

Strategy

Portfolio Governance provides

the feedback to strategy Governance

Projects Operations
 Agile Strategy Strategy Pattern - Used to craft and execute organizational strategy

Strategy Formulation Strategy Execution

Mobilize Understand Explore / Build / Test / Manage /

Strategize Implement Evolve

Where are we now? Where do we want to be? How did we get there? What do we need to do? How do we execute?

• Business Model Canvas • Vision (Distant mountains) • Design workshops • High level time line • Strategic pipeline
• Existing strategy • Mission (purpose) • Top 3-5 blockers to • Short term ( next 3 • Start- Stop - Continue
• Business metrics • Objectives (Hills) achieving the goals months) top 3 priorities • Integrated WIP
• Work in progress • BHAG • Foundational • Budget – • Strategy modality
• Market factors • SMART Goals beliefs Strategy
• Current problems • Strategic options alignment
• Root cause analysis • Strategic choices
• SWOT • Strategic initiatives

Collaborate to Elaborate Iterate through all levels down

 Agile Strategy Business Canvas

The Business Model Canvas

Key Partners Key Activities Value Proposition Customer Relationships Customer Segments

Key Resources Channels

Cost Structure Revenue Streams

Agile Strategy Using Agile practices to “cascade” strategy

Vision / Objectives / Strategy Plan

Mission Goals

Group Level Vision / Objectives / Strategy Plan

Mission Goals

Support functions Vision / Objectives / Strategy Plan

HR/Fin/Legal/etc Mission Goals

Vision / Objectives / Strategy Plan

Operational Team Level Mission Goals
Agile Program Pattern Program Pattern - used to launch and execute programs and projects

Strategy

IDEA DISCOVER DELIVER

Strategic Initiative Problem Understand & Strategize Governance / Iteratively build,

New Requirement Opportunity Funding Gates test & deliver
Enhancement

EXPLORE / BUILD / TEST/ MANAGE /

MOBILIZE UNDERSTAND
STRATEGIZE IMPLEMENT EVOLVE
Agile Program Pattern Program Pattern - used to launch and execute programs and projects

Problem

Cost / Desired
Benefit Outcome

IDEA Plan Blockers PROPOSE

DISCOVER

Estimate Epics

Solution
Strategy
 Agile Program Pattern Cone of Uncertainty

DISCOVERY DELIVERY

+ 100

-100
D1 D2 D3
 Agile Program Pattern Agile lifecycle of delivery

At start of Iteration

Releases or Iteration Planning

phases
Discovery Discovery Deliver

1 2 R1
Daily Standups
Optional

Work

Iteration Iteration Iteration Iteration

0 1 2 n Showcase

At end of Iteration
Iteration zero
is the setup iteration
Retrospective
Agile Program Pattern Scrum

Inputs from customers, Daily Standup Meeting

team, managers, execs 15-30 Minutes

1-4 Week Sprint

Sprint end date and
deliverable do not change
Product Owner

Scrum
Master

Product Backlog Team Sprint Backlog Sprint

Retrospective
A Prioritized List Sprint Planning Meeting Task Breakout
of what is required: The team commits to as
features, bugs to fix much high priority backlog
as can be completed by the Finished Product
end of the sprint Product Increment

Sprint Review
Agile Program Pattern Time Boxing

Why do we Time box?

Agile Program Pattern Agile story hierarchy

PROGRAM The Program

PROJECT Project 1 Project 2

also called “hills”

RELEASE Epic 1 Epic 2 Epic 1 Epic 2 and often limited to 3

ITERATION Feature 1 Feature 2 Feature 1

Story 1 Story 2

Task
Agile Program Pattern Agile story hierarchy
Agile Program Pattern Scaled Agile Framework

The Agile Program Pattern

can be applied to small and
large piece of work
Agile Program Pattern Cross-functional empowered teams

IM PM
CORE
5-9 People
Dedicated
EXTENDED GOVERNANCE
Cross Functional
Empowered
Key Stakeholders Steering committee
Business SME (Customer) External experts PMO
Analysts Enterprise Architect
Developers
Testers
Solution Architect
 Agile Operations Pattern And Shared Ownership of Client/User Outcomes by Teams

Product Management Operations

leaders are
Inside Sales
formation!

Marketing
Support

Code

Test Design

The team and their leaders are responsible for transformation!

Agile Operations Pattern The Operations Pattern - Used to effectively run and optimize any business process.

Strategy

Mobilize Understand Explore / Build / Test / Manage /

Strategize Implement Evolve

Business Canvas Business V=Canvas Test Hypothessis Roll-Out to all areas

and evolve
VSM PRACTICE (as-is) VSM PRACTICE (to-be) • Agile Project • Agile Prokect
• Customer? • Customer?
• Prod/Services? • Prod/Services?
• Process? • Process?
• People? • People?
• Inputs/Outputs? • Inputs/Outputs?
• Metrics? • Metrics?
Agile Myths Agile myths - all of the below are false

Not for
operations

Not for Lack of

Not for control
all projects Regulatory
Projects
Not for
main Scope
frame creep
projects
Not for High
Only for BIG risk
Techies projects

No
No documentatio
design n

No No No PM’s
discipline architect needed
needed
No No
planning estimation
Agile Myths Distributed Agile! How do we do this distributed?

Agreements

Standards

Tools

Processes
Agile Myths 7 rules... of successfully distributed teams

#1 Don’t

#2 Don’t treat remotes as if they were locals

#3 Don’t treat locals as if they were remote

#4 Latitude hurts, longitude kills

#5 Don’t always be remote

#6 Invest in the appropriate tools and environments

#7 Establish standards and agreements

Agile Myths Monkeys and the bananas

The habit virus

Agile Myths The DNA of success

Agile Agile helps

exposes create a
capability great
gaps working
culture

Awesome
Capability

Attitude Aptitude

You don’t want a toxic brilliant team nor a happy dud one!
High performing teams are happy and highly capable!
Agile Myths Agile Pitfalls

• Wrong physical environment • Lack of training or inaccurate

• Lack of proper tools material
• Funnel not managed – too • Teams don’t know what Agile
much WIP really is
• Resources splintered and • Leaders not trained and
working on multiple projects aware
Environment Knowledge • Lack of sharing
• No access to coaching

• Leaders don’t walk the talk Leadership Capability • Poor core capability
• Wrong leadership style – • Lack of capable Agile PMs
Command & control instead and IMs
of servant leadership • Lack of critical thinking for
• Lack of a clear shared problem solving
purpose and strategy • Can’t do attitude
• Lack of trust
Agile Myths 7 Key Impacts of Going Agile

Resource
Allocation

Team
Structure

Work
Environment

Work
Prioritization

Leadership
Style

Making Time
to Collaborate

Authentic
Transparency
Agile Myths Why Change? Why Agile?

Happy people Improved

Quality

Increased
Reduced risk
& cost
Increased Revenue
profitability
&
happy
shareholders

Faster time to Happy

market customers
Review Quiz 3

1. Agile is only suitable for software work. True or False?

2. The three types of work that Agile can be used for are , Project and work.

3. Iterations help us , _________, and _________.

4. While Agile wont necessarily improve , it will highlight it.

5. The first step in using Agile for operations is to the work.

6. Agile means little or no documentation. True of False?

7. The two stages of Agile for Project type work are and .
Agile Transformation Journey Agenda

Introduction

What is Agile!

Agile for Leaders

A shared
– Break – understanding
of Agile
Agile – Where, When, hoW and Why!

The Transformation Journey

Summary and Q&A

Agile Transformation Journey Overview

ACADEMY

IBM’s Agile
Transformation
Journey
Overview
Agile Transformation Journey Agile Adoption

Agile
Community

Awareness Desire Knowledge Ability Reinforcement

Shared Awareness Formal and Agile Dr service Agile Coaching Agile Amy
Understanding Programs Informal Training

Ref: Prosci - ADKAR Change Model

Agile Transformation Journey IBM Agile Academy
Agile Transformation Journey IBM Agile Academy Curriculum
Agile Transformation Journey Coaching Hubs and the Agile Army
Review Quiz 4

1. The first step on your Agile journey is to the work.

2. The Agile will soon have all the training material you need on your Agile journey

3. Learning Agile is like learning to . Once you get started you will never .

4. You will make mistakes! True or False.

5. Its ok to make mistakes but you must from it and course .

6. Transformation work must be done the teams and not the teams.

7. The one question you must always ask your self is?
Agile Transformation Journey Where do you start?

1. Learn and understand the basics of Agile

2. Practice it on projects and/or operations

3. Start improving

Listen, iterate, learn and course correct

Summary and Q&A Agenda

Introduction

What is Agile!

Agile for Leaders

A shared
– Break – understanding
of Agile
Agile – Where, When, hoW and Why!

The Transformation Journey

Summary and Q&A

Agile Transformation Journey Go Forth. Be Agile!

Thank You