Downloaded 16 times
Uploaded byAgile Velocity
Webinar - What to Expect When You're Expecting An Agile Transformation
The document outlines the expectations and challenges associated with agile transformations, emphasizing the importance of aligning business outcomes with agile practices. It identifies common failure patterns that can derail transformations and presents strategies for overcoming them, including fostering leadership at all levels and maintaining transparency. Additionally, it introduces Agile Velocity's services aimed at supporting organizations through their transformation journeys.
More Related Content
Similar to Webinar - What to Expect When You're Expecting An Agile Transformation
Webinar - What to Expect When You're Expecting An Agile Transformation
- 1. What to ExpectWhen You're Expecting An Agile Transformation
- 2. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY INTRODUCTION Vice President of Client Success and Delivery Enterprise Agility Coach and Trainer [email protected] Richard Dolman linkedin.com/in/richarddolman/
- 3. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY TODAY’S AGENDA 1. Interactive Learning 2. Things You Should Expect & Anticipate 3. Failure Patterns & How To Deal With Them 4. Planning Your Path to Agility®
- 4. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY INTRODUCTION POLL Share your experience with this topic go to: http://bit.ly/AV0115 What is your level of experience with an Agile transformation?
- 5. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY INTRODUCTION POLL Share your experience with this topic
- 6. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY “Superficial” Agility “Improving” Agility “Predictable” Agility “Accelerating” Agility ● Going through the motions ● Pockets of Agile, but lacks coherence ● Siloed development ● Lots of carryover ● No strong PO / SM ● Work is more visible, but superficial ● Retrospectives have meaning ● Team identities are being created ● Work is estimated and velocity being measured ● Swarming, knowledge sharing and cross training is starting to happen ● Internal Coaching capability is growing ● Culture of Learning takes hold ● Focus on Value creation and prioritization ● Continuous Backlog Refinement ● Team’s have focus (Limiting WIP) ● Carryover is limited ● Continuous Backlog Refinement ● Whole team ownership embracing cross functional goals ● Situational decision-making at all levels ● Able to respond to new high priorities and deliver quickly ● Time to Market is significantly reduced ● Leadership focus on optimizing the whole ● Urgently resolving organizational impediments ● Test Automation, Continuous Integration, DevOps in place CURRENT STATE OF AGILITY Distinguishing superficial from fast Agility from
- 7. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY WHAT OUR RESEARCH HAS SHOWN Survey of over 500 organizations’ level of Agility Superficial Agility Improving Agility Predictable Agility Accelerating Agility Levels of Agility in Organizations
- 8. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY WHAT TO EXPECT Being able to anticipate and adapt to challenges ❏ Disruption to the status quo ❏ Resistance to change ❏ Excitement, eagerness to get going ❏ Anxiety (When…? How…? What about…?) ❏ Oh, and lots of post-its and visible information radiators
- 9. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY WHY TRANSFORMATIONS FAIL Common Failure Patterns that hinder or derail a transformation No system to resolve cross- departmental dependencies & impediments Lack of necessary Structure changes Not optimizing across the entire Value Stream Inability to protect teams from Overburdening Treating Agile as a “thing” that needs to be done (or just an “IT thing”) Focusing on execution over Learning Thinking Training alone is all that’s needed Implementing Practices without understanding of Principles behind them Purpose not tied to Business Outcomes Lack of an inspiring and resounding Strategy Neglecting the need for rigor and technical excellence Lack of Cultural Awareness and understanding of impact Lack of behavioral shift in Leadership Focusing only on the Team level while ignoring Management & Stakeholders Lack of Leadership at All Levels
- 10. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY WHY TRANSFORMATIONS FAIL Common Failure Patterns that hinder or derail a transformation No system to resolve cross- departmental dependencies & impediments Lack of necessary Structure changes Not optimizing across the entire Value Stream Inability to protect teams from Overburdening Treating Agile as a “thing” that needs to be done (or just an “IT thing”) Focusing on execution over Learning Thinking Training alone is all that’s needed Implementing Practices without understanding of Principles behind them Purpose not tied to Business Outcomes Lack of an inspiring and resounding Strategy Neglecting the need for rigor and technical excellence Lack of Cultural Awareness and understanding of impact Lack of behavioral shift in Leadership Focusing only on the Team level while ignoring Management & Stakeholders Lack of Leadership at All Levels
- 11. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY CHALLENGES EXPERIENCED ADOPTION & SCALING AGILE Starting an Agile transformation is easy, sustaining and growing it is a different story * Collabnet/VersionOne 13th Annual State of Agile survey The top 3 challenges* to adopting and growing Agile in an organization indicate that internal culture remains an obstacle for success in many organizations.
- 12. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY INSIGHTS AND EXPERIENCES POLL Share your experience with Challenges or Failures in your transformations What are some common challenges or failure patterns you've seen in a transformation? go to: http://bit.ly/AV0115
- 13. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY INSIGHTS AND EXPERIENCES POLL Share your experience with Challenges or Failures in your transformations
- 14. Ways to Deal WithFailure Patterns
- 15. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY START WITH CLEAR AND ALIGNED OUTCOMES Set the Stage, Provide a North-Star, Start with “WHY” Urgency and Commitment Transparency Focus Create a Sense of Urgency and Compelling Purpose. Form a powerful guiding coalition that can champion the change and deal with impediments. Have an honest conversation about competing priorities and how to focus Measure What Matters. Define Key Performance Indicators (KPIs) that help people see progress and validate what’s working or not. Keep initial metrics simple, then refine and expand as needed. Emphasize shorter feedback loops and transparency. Set the stage by getting everyone aligned on why you’re investing in transformation Take an outcome-based approach - Map business outcomes with Agile outcomes and capabilities. Co-create an inspiring, compelling vision that will be your North Star. Map the strategy and tactics that provide direction and an actionable path forward.
- 16. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY CULTURAL AWARENESS Make Cultural norms explicit The Results Pyramid ©Partners in Leadership Manage → Lead → Culture work
- 17. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY LEADERSHIP AT ALL LEVELS Leadership at all levels is needed to work through resistance and chaos If you’re a Leader, you should expect to truly engage: ➔ Not just “buy in” or “support” or “sponsorship” ➔ Roll up your sleeves ➔ Actively remove organizational impediments If you’re a Middle Manager, you should expect to rethink your definition of management: ➔ Embrace radical transparency ➔ Modeling the behavior we want to see in others ➔ Help create visibility at the System Level, reducing unnecessary dependencies and impediments between and across teams If you’re a Team Member, you should expect to be accountable and collaborative: ➔ More Autonomy requires accountability and trusting team members ➔ Apply rigor and discipline to the work, removing waste whenever possible ➔ Be clear with Leaders and Managers about what you need to succeed ➔ If you have experience, share it. Good or bad. Lead newbies An Agile Transformation is a big investment and deserves attention and participation at all levels.
- 18. Planning Your Path toAgility®
- 19. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY THE PATH TO AGILITY® Your business outcomes are the goal IDENTIFY YOUR REASON FOR CHANGE Business outcomes are always the focus and The Path to AgilityⓇ serves your goals. CREATE A PATH SPECIFIC TO YOUR NEEDS By identifying your primary business outcomes, we tailor a roadmap that incorporates your unique needs, opportunities, and challenges to ensure you end up in the right place. LEAD WITH CONFIDENCE Change is never easy and beginning with the end in mind you can provide clear messaging, guidance, and principles offering clear direction to your entire organization. INVOLVE EVERYONE Since your business results are best achieved by everyone working together, The Path to AgilityⓇ creates a way for you to work across departments, engage at all levels, and share common outcomes as a whole team.
- 20. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY BUSINESS OUTCOMES Share your experience with this topic go to: http://bit.ly/AV0115 Which business outcome is most important to you?
- 21. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY BUSINESS OUTCOMES Share your experience with this topic
- 22. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY THE PATH TO AGILITY® Deliver Business Outcomes with a Proven Agile Transformation Framework ALIGN Measurable business objectives are aligned with the Agile initiative and communicated across the organization. LEARN Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how an Agile mindset can drive teamwork, visibility, predictability, and success. PREDICT Teams harden practices and become more disciplined in order to deliver working product in a predictable and iterative manner. ACCELERATE After teams become predictable, coaches can focus on organizational improvements that will optimize full delivery and shorten time to market. ADAPT Agile is permeating through the entire organization. Teams become empowered; executive leadership can focus on driving strategy and responding to ever-changing market demands.
- 23. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY ABOUT AGILE VELOCITY SERVICES Finding the right fit for your organization If you need to work on your foundational practices... We offer Private Training that helps employees build a common base of practices for an Agile transformation. If you need to re-focus... Our customized Agile Assessment services will identify gaps, establish a baseline for the transformation, and determine key next steps for achieving your goals. If you feel stuck mid-transformation... Our Agility Tune-up service is customized to target the most pressing challenges or sticking points that are keeping your team from achieving desired outcomes. If you need ongoing support during your transformation... Our Agile Transformation services are based on our Path to Agility® Transformation framework, helping orgs build the capabilities needed to achieve business outcomes with confidence. Email us at [email protected]
- 24. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY CLOSING POLL Share your feedback on this webinar Was this actionable for you? go to: http://bit.ly/AV0115
- 25. PROPRIETARY AND CONFIDENTIAL AGILEVELOCITY ACCELERATE AGILITY CLOSING POLL Share your feedback on this webinar
- 26.