Uploaded bywjperez0629
PPTX, PDF2,451 views

Why Agile is Failing in Large Enterprises And What You Can Do About It

The document discusses why agile transformations often fail in large enterprises and provides recommendations. It begins with a brief history of agile frameworks and principles. It then discusses that agile transformations require changes to culture, structure, and practices. A successful transformation starts with defining a rational delivery system for the enterprise. Barriers to agile in large organizations include matrix structures, dependencies between teams, and a lack of governance. The document provides a framework for mapping an incremental agile transformation and developing a roadmap with the right structure, metrics, and governance.

Downloaded 177 times
1 / 138
2 / 138
3 / 138
4 / 138
5 / 138
6 / 138
7 / 138
8 / 138
9 / 138
10 / 138
11 / 138
12 / 138
13 / 138
14 / 138
15 / 138
16 / 138
17 / 138
18 / 138
19 / 138
20 / 138
21 / 138
22 / 138
23 / 138
24 / 138
25 / 138
26 / 138
27 / 138
28 / 138
29 / 138
30 / 138
31 / 138
32 / 138
33 / 138
34 / 138
35 / 138
36 / 138
37 / 138
38 / 138
39 / 138
40 / 138
41 / 138
42 / 138
43 / 138
44 / 138
45 / 138
46 / 138
47 / 138
48 / 138
49 / 138
50 / 138
51 / 138
52 / 138
53 / 138
54 / 138
55 / 138
56 / 138
57 / 138
58 / 138
59 / 138
60 / 138
61 / 138
62 / 138
63 / 138
64 / 138
65 / 138
66 / 138
67 / 138
68 / 138
69 / 138
70 / 138
71 / 138
72 / 138
73 / 138
74 / 138
75 / 138
76 / 138
77 / 138
78 / 138
79 / 138
80 / 138
81 / 138
82 / 138
83 / 138
84 / 138
85 / 138
86 / 138
87 / 138
88 / 138
89 / 138
90 / 138
91 / 138
92 / 138
93 / 138
94 / 138
95 / 138
96 / 138
97 / 138
98 / 138
99 / 138
100 / 138
101 / 138
102 / 138
103 / 138
104 / 138
105 / 138
106 / 138
107 / 138
108 / 138
109 / 138
110 / 138
111 / 138
112 / 138
113 / 138
114 / 138
115 / 138
116 / 138
117 / 138
118 / 138
119 / 138
120 / 138
121 / 138
122 / 138
123 / 138
124 / 138
125 / 138
126 / 138
127 / 138
128 / 138
129 / 138
130 / 138
131 / 138
132 / 138
133 / 138
134 / 138
135 / 138
136 / 138
137 / 138
138 / 138
WHY AGILE IS FAILING IN LARGE ENTERPRISES
WHY AGILE IS FAILING IN LARGE ENTERPRISES …and what you can do about it
A BRIEF HISTORICAL PERSPECTIVE
1943 1950- 1960s 1985 1990 1995 1996 Jeff de Luca Feature Driven Development 1997 1998 Robert Charette Lean Development 2000 2001 USAF & NASA X-15 hypersonic jet Iterative Incremental Delivery Hirotaka Takeuchi & Ikujiro Nonaka The New New Product Development Game 1990 - Sutherland & Schwaber Scrum Framework DSDN Consortium Dynamic System Development Method 1996 - Beck, Cunningham, Jeffries Extreme Programming Alistair Cockburn Crystal Methodologies THE AGILE MANIFEST O Taiichi Ohno Toyota Production System Kanban Hardware Software
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions over Processes & tools Working software Comprehensive documentation over Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, we value the items on the left more. Source: www.agilemanifesto.org MANIFESTO VALUES
MANIFESTO PRINCIPLES Satisfy the Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly Source: www.agilemanifesto.org
BELIEFS ABOUT AGILE & TRANSFORMATION
Culture BELIEFS… Structure Practices
CULTURE DRIVEN Culture Structure Practices • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles
CULTURE DRIVEN Culture Structure Practices • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles • Belief that delivery systems will emerge based on new thinking
PRACTICES DRIVEN Practices Culture Structure • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven
PRACTICES DRIVEN Practices Culture Structure • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven • Belief that agile is a process or way to work
STRUCTURE DRIVEN Structure Practices Culture • Focused on forming teams and governing the flow of value • Focused on aligning the organization first
STRUCTURE DRIVEN Structure Practices Culture • Focused on forming teams and governing the flow of value • Focused on aligning the organization first • Belief that culture and practices only emerge within a rational structural and planning framework
WHERE TO START? Culture ... all three are essential, but where you start is also essential… Structure Practices
LEADINGAGILE THEORY OF TRANSFORMATION
Theory of Transformation Agile transformation begins by defining a rational system of delivery for the enterprise
Theory of Transformation True agility comes by breaking dependencies between teams across the organization
Theory of Transformation Healthy culture and solid practices emerge within a rational delivery framework
WHY AGILE WORKS
Team
Team User Story User Story User Story User Story User Story User Story User Story
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress Few if any dependencies
WHY AGILE WORKS AT SCALE
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Accountability Measureable Progress
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Measureable Progress Governance
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance Teams have autonomy across the organization
WHY AGILE FAILS
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress Often caused by too many external dependencies
WHY AGILE FAILS AT SCALE
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Governance Lack of Measureable Progress Lack of Accountability
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Structure Lack of Measureable Progress Lack of Governance
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Metrics & Tools Lack of Governance Lack of Structure
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Metrics & Tools Lack of Governance Lack of Structure Too much coordination between teams
ORGANIZATIONAL BARRIERS TO AGILE
Team
Matrixed Organizations Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Large Products with Diverse Technology Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
Corollary One: Solving for the issues that get in the way of effectively practicing agile is what should guide your agile transformation initiative
MAPPING YOUR AGILE TRANSFORMATION
Predictability Adaptability What does your company value when planning?
Emergence What do your customers value from a planning perspective? Convergence
Predictability Adaptability Emergence Convergence
Predictability Adaptability Emergence AE PC Convergence
Predictability Adaptability Emergence PE AE PC AC Convergence
Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc
Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc Traditional
Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Project Traditional Agile
Predictability Adaptability Emergence Lean Startup Project Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
Predictability Adaptability Emergence Lean Startup Project Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
Predictability Adaptability Emergence Lean Startup Adopt Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc LOB Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Low Trust LOB Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Traditional Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Lean/Agile Agile
Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust LOB LOB LOB Lean/Agile Agile
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust LOB LOB LOB LOB Lean/Agile Agile
Corollary Two: Agile can mean different things to different companies and not all agile approaches will work well for every organization
INCREMENTAL AND ITERATIVE IMPROVEMENT
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Two Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Phase Two Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile Phase Four Phase Two
Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile Phase Four Phase Two Phase Five
Corollary Three: Organizational change can be mapped out in such a way that outcomes are measureable and predictable and economically justified
DEVELOPING YOUR ROADMAP
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Structure Metrics & Tools
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Structure Metrics & Tools
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
STRUCTURE
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team Team
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team Team Team
Team Team Team Team Team Team Team Product & Services Teams
Team Team Team Team Team Team Team Team Team Team Program Teams Product & Services Teams
Team Team Team Team Team Team Team Team Team Team Team Portfolio Teams Program Teams Product & Services Teams
GOVERNANCE
Team Team Team Team Team Team Team Team Team Team Team Portfolio Teams Program Teams Product & Services Teams
Portfolio Teams Product & Services Teams Scrum Team Team Team Team Team Team Team Team Team Team Team Program Teams
Portfolio Teams Program Teams Product & Services Teams Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
METRICS
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Rate • Acceptance % Ratio • Scope Change
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum • Takt Time/Cycle Time • Time/Cost/Scope/Value • RIO/Capitalization • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
Corollary Four: Organizational constructs, governance models, metrics and controls can be established without violating the principles of agile
INCREMENTAL TRANSFORMATION
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One Agile Rollout Increment Two
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One Agile Rollout Three - N
ITERATIVE TRANSFORMATION
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration One
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration Two
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration Three
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Iteration Four Team Team Team Team Team Team Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Iteration Five Team Team
ITERATIVE & INCREMETNAL CHANGE
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Iteration One Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Three Agile Rollout Iteration One Team Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Four Agile Rollout Iteration Two Team Team Team
Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Five Agile Rollout Iteration Three Team Team Team
Corollary Five: Organizations can adopt agile safely and pragmatically by iteratively and incrementally introducing structure, governance, and metrics and maturing practices and culture over time
SUMMARY
Theory of Transformation Agile transformation begins by defining a rational system of delivery for the enterprise
Theory of Transformation True agility comes by breaking dependencies between teams across the organization
Theory of Transformation Healthy culture and solid practices emerge within a rational delivery framework
Corollary One: Solving for the issues that get in the way of effectively practicing agile is what should guide your agile transformation initiative
Corollary Two: Agile can mean different things to different companies and not all agile approaches will work well for every organization
Corollary Three: Organizational change can be mapped out in such a way that outcomes are measureable and predictable and economically justified
Corollary Four: Organizational constructs, governance models, metrics and controls can be established without violating the principles of agile
Corollary Five: Organizations can adopt agile safely and pragmatically by iteratively and incrementally introducing structure, governance, and metrics and maturing practices and culture over time
Summary By focusing on the fundamentals of agile delivery, while systematically and methodically breaking dependencies, we can achieve true enterprise agility
WHY AGILE IS FAILING IN LARGE ENTERPRISES …and what you can do about it

More Related Content

PDF
The Agile Way with PMI-ACP
byEdureka!
 
PPTX
Agile certified practitioner Exam Notes
byGobi Durairaj PMP, PMI-ACP, SAFe SA
 
PPTX
PMI-ACP Training Deck
bywjperez0629
 
PPTX
PMI-ACP - Agile Framework
byWafi Mohtaseb
 
PDF
Pmi acp handbook
byWael Sharba
 
PPTX
PMI-ACP Certifcation Overview
byAleem Khan
 
PPT
PMI-ACP : PMI - Agile Certified Practitioner
bySaket Bansal
 
PPTX
Agile Certified Practitioner presentation by Edifyself
byEdifyself
 
The Agile Way with PMI-ACP
byEdureka!
 
Agile certified practitioner Exam Notes
byGobi Durairaj PMP, PMI-ACP, SAFe SA
 
PMI-ACP Training Deck
bywjperez0629
 
PMI-ACP - Agile Framework
byWafi Mohtaseb
 
Pmi acp handbook
byWael Sharba
 
PMI-ACP Certifcation Overview
byAleem Khan
 
PMI-ACP : PMI - Agile Certified Practitioner
bySaket Bansal
 
Agile Certified Practitioner presentation by Edifyself
byEdifyself
 

What's hot

PPTX
The Three Things You Need to Know to Transform Any Size Organization Into an ...
byMike Cottmeyer
 
PDF
Successful Agile Transformation - The NCS Story
byNUS-ISS
 
PDF
10 Safe Essential Elements to Achieve the Benefits of SAFe
byCprime
 
PDF
Agile Transformation
byMax Carlin
 
PPTX
JIRA Service Desk for HR Service Management – The Trade Desk success story
byCprime
 
PDF
Introduction to the International Consortium for Agile (ICAgile)
byAhmed Sidky
 
PPTX
The Agile Analyst: Making Agile Methods Work for You
byLitheSpeed
 
PDF
Agile Project Management - An introduction to Agile and the new PMI-ACP
byDimitri Ponomareff
 
PPTX
Agile Trends in Government
byLitheSpeed
 
PDF
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...
byGlobalSkillup
 
PPTX
Value-Driven-Delivery
byRam Awadh Prasad, PMP
 
PPTX
PMI-ACP Exam Prep Course Preview
byInvensis Learning
 
PPTX
5 Leading Challenges Facing PMOs – And How Agile Program Management Changes t...
byCprime
 
PPTX
A Deep Look at Agile Certifications
byRichard Cheng
 
DOCX
PMI-ACP Study Guide
byWafi Mohtaseb
 
PPTX
Why Agile Is Failing in Large Enterprises, And What You Can Do About I...
byLiminalArc
 
PPTX
Getting Started With Agile
byMike Cottmeyer
 
PDF
Agile transformation model
byAshutosh Bhatawadekar
 
PDF
Agile Transformation
byBosnia Agile
 
PDF
Five Steps to a More Agile Organization: Adopting Agility at Scale
byLitheSpeed
 
The Three Things You Need to Know to Transform Any Size Organization Into an ...
byMike Cottmeyer
 
Successful Agile Transformation - The NCS Story
byNUS-ISS
 
10 Safe Essential Elements to Achieve the Benefits of SAFe
byCprime
 
Agile Transformation
byMax Carlin
 
JIRA Service Desk for HR Service Management – The Trade Desk success story
byCprime
 
Introduction to the International Consortium for Agile (ICAgile)
byAhmed Sidky
 
The Agile Analyst: Making Agile Methods Work for You
byLitheSpeed
 
Agile Project Management - An introduction to Agile and the new PMI-ACP
byDimitri Ponomareff
 
Agile Trends in Government
byLitheSpeed
 
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...
byGlobalSkillup
 
Value-Driven-Delivery
byRam Awadh Prasad, PMP
 
PMI-ACP Exam Prep Course Preview
byInvensis Learning
 
5 Leading Challenges Facing PMOs – And How Agile Program Management Changes t...
byCprime
 
A Deep Look at Agile Certifications
byRichard Cheng
 
PMI-ACP Study Guide
byWafi Mohtaseb
 
Why Agile Is Failing in Large Enterprises, And What You Can Do About I...
byLiminalArc
 
Getting Started With Agile
byMike Cottmeyer
 
Agile transformation model
byAshutosh Bhatawadekar
 
Agile Transformation
byBosnia Agile
 
Five Steps to a More Agile Organization: Adopting Agility at Scale
byLitheSpeed
 

Viewers also liked

KEY
Enterprise Agile Transformation Strategies
byMike Cottmeyer
 
PPT
IT Service Delivery Model Overview
byMark Peacock
 
PDF
PMI - ACP (Agile Certified Practitionar) Certification Exam Prep
byPrudentialSolutions
 
PDF
Agile organization design workshop
byAHAConference
 
PDF
The Anatomy of an Agile Organization
byAndrea Tomasini
 
PDF
AgilePM® - Agile Project Management - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
PPT
Agile project management framework
bystefanhenry
 
PDF
Sourcing Governance - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
PDF
AgilePM® V2 - Agile Project Management V2 - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
PDF
DSDM® Atern® - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
PDF
PRINCE2 in Dubai Brochure | Syzygal
bySyzygal
 
PPTX
A business agility primer
byEvan Leybourn
 
PDF
Case Study: OI SA’s Journey on How to Structure Agile Testing in a Bimodal IT...
byCA Technologies
 
PDF
The Expanding Role and Importance of Application Delivery Controllers [Resear...
byRadware
 
Enterprise Agile Transformation Strategies
byMike Cottmeyer
 
IT Service Delivery Model Overview
byMark Peacock
 
PMI - ACP (Agile Certified Practitionar) Certification Exam Prep
byPrudentialSolutions
 
Agile organization design workshop
byAHAConference
 
The Anatomy of an Agile Organization
byAndrea Tomasini
 
AgilePM® - Agile Project Management - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
Agile project management framework
bystefanhenry
 
Sourcing Governance - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
AgilePM® V2 - Agile Project Management V2 - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
DSDM® Atern® - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
PRINCE2 in Dubai Brochure | Syzygal
bySyzygal
 
A business agility primer
byEvan Leybourn
 
Case Study: OI SA’s Journey on How to Structure Agile Testing in a Bimodal IT...
byCA Technologies
 
The Expanding Role and Importance of Application Delivery Controllers [Resear...
byRadware
 

Similar to Why Agile is Failing in Large Enterprises And What You Can Do About It

PPTX
Agile Transformation Explained
byLiminalArc
 
PDF
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
byLiminalArc
 
PPTX
LeadingAgile Transformation Overview
byRick Austin
 
PPTX
Strategies for Large Scale Agile Transformation
byNishanth K Hydru
 
PDF
Why Agile Fails in Large Enterprises—and What to Do about It
byTechWell
 
PDF
Organisational Agility
byAndy Smith
 
PDF
Dark Agile Avoidance
byGervais Johnson, Advisor
 
PDF
An agile approach to organizational development
byCabrera Management Consultants
 
PPTX
Why Agile is Failing in Large Enterprises
byLiminalArc
 
PPTX
Why Agile Fails in Large Enterprises—and What to Do about It
byTechWell
 
PPTX
Why Agile Is Failing in Large Enterprises, And What You Can Do About It
byMike Cottmeyer
 
PDF
Agile Development in Highly Regulated Organizations
byCelerity
 
PPTX
The Executives Guide
byMike Cottmeyer
 
PDF
Deploying a data centric approach to enterprise agility
byComparative Agility
 
PDF
Agile Development Methodologies for Highly Regulated Organizations
byCelerity
 
PDF
Agile Expectations
byagilemaine
 
PDF
Why agile transformation fails
byShivaKumar1803
 
PDF
[en] Agile transformation - How to deconstruct your organization step by step
byXavier Albaladejo
 
PDF
Speaker Slides: Bringing Agile Management to International Development
byMorgan Johnson
 
PDF
Agile and the Enterprise Culture
byEtienne Laverdière
 
Agile Transformation Explained
byLiminalArc
 
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
byLiminalArc
 
LeadingAgile Transformation Overview
byRick Austin
 
Strategies for Large Scale Agile Transformation
byNishanth K Hydru
 
Why Agile Fails in Large Enterprises—and What to Do about It
byTechWell
 
Organisational Agility
byAndy Smith
 
Dark Agile Avoidance
byGervais Johnson, Advisor
 
An agile approach to organizational development
byCabrera Management Consultants
 
Why Agile is Failing in Large Enterprises
byLiminalArc
 
Why Agile Fails in Large Enterprises—and What to Do about It
byTechWell
 
Why Agile Is Failing in Large Enterprises, And What You Can Do About It
byMike Cottmeyer
 
Agile Development in Highly Regulated Organizations
byCelerity
 
The Executives Guide
byMike Cottmeyer
 
Deploying a data centric approach to enterprise agility
byComparative Agility
 
Agile Development Methodologies for Highly Regulated Organizations
byCelerity
 
Agile Expectations
byagilemaine
 
Why agile transformation fails
byShivaKumar1803
 
[en] Agile transformation - How to deconstruct your organization step by step
byXavier Albaladejo
 
Speaker Slides: Bringing Agile Management to International Development
byMorgan Johnson
 
Agile and the Enterprise Culture
byEtienne Laverdière
 

Recently uploaded

PDF
The_ChatGPT_handbook_for_Call_Center_Supervisors.pdf
byjeroen513647
 
PDF
ISO 7101-2023 Quality Management System in Healthcare Organisations
byNashwa Elsayed
 
PDF
ISO 7101-2023 Quality Management System for Healthcare Organization (Lecture 3)
byNashwa Elsayed
 
PDF
ISO 7101-2023 Quality Management System for Healthcare Organization (Lecture 2)
byNashwa Elsayed
 
PDF
ISO 7101-2023 Course Quality Management System in Healthcare Organizations (L...
byNashwa Elsayed
 
PDF
ISO 7101-2023 Course Quality Management System in Healthcare Organizations (L...
byNashwa Elsayed
 
PDF
CEO Master Class: South Africa and Dynamic Capabilities - Strategies for Acti...
byDavid Teece
 
PPTX
Unit 2-leadership and management health.pptx
byGadzika Gunda
 
PDF
Understanding the Imporatnce of Vulnerability Management Plan
byWritegenic AI
 
PDF
PPT_CoachingSkills and leadership advocacy
byMahameehoHosny
 
PDF
Visionary Male Leaders Shaping the Future in 2025.pdf
byciotimespublication
 
PPTX
The 8th habit of successful leaders by finding their voices and helping other...
byYakubuHutchinson1
 
PPT
Celosphere 2019 Keynote: Process Mining - Past, Present, and Future
byWil van der Aalst
 
PPTX
CH 2 _Engineering managment - JUMA.pptx
byThiagu v
 
PPTX
CH5 Teamwork_Leadership_Engineering_Responsibility_SALEH.pptx
byThiagu v
 
PPT
FREG farmers training.ppt Farmers grouping in any on farm activity whether pr...
bytesfayealemu1963
 
PDF
2025’s Fiercest Women Pioneering Diversity in Law Enforcement
byciotimespublication
 
PDF
Pioneers in OT Cybersecurity 2025 ......
byciotimespublication
 
PDF
Visionary Women Driving Change in 2025...
byciotimespublication
 
PDF
Driving Innovation The Top 5 CEOs Making Waves in 2025.pdf
byciotimespublication
 
The_ChatGPT_handbook_for_Call_Center_Supervisors.pdf
byjeroen513647
 
ISO 7101-2023 Quality Management System in Healthcare Organisations
byNashwa Elsayed
 
ISO 7101-2023 Quality Management System for Healthcare Organization (Lecture 3)
byNashwa Elsayed
 
ISO 7101-2023 Quality Management System for Healthcare Organization (Lecture 2)
byNashwa Elsayed
 
ISO 7101-2023 Course Quality Management System in Healthcare Organizations (L...
byNashwa Elsayed
 
ISO 7101-2023 Course Quality Management System in Healthcare Organizations (L...
byNashwa Elsayed
 
CEO Master Class: South Africa and Dynamic Capabilities - Strategies for Acti...
byDavid Teece
 
Unit 2-leadership and management health.pptx
byGadzika Gunda
 
Understanding the Imporatnce of Vulnerability Management Plan
byWritegenic AI
 
PPT_CoachingSkills and leadership advocacy
byMahameehoHosny
 
Visionary Male Leaders Shaping the Future in 2025.pdf
byciotimespublication
 
The 8th habit of successful leaders by finding their voices and helping other...
byYakubuHutchinson1
 
Celosphere 2019 Keynote: Process Mining - Past, Present, and Future
byWil van der Aalst
 
CH 2 _Engineering managment - JUMA.pptx
byThiagu v
 
CH5 Teamwork_Leadership_Engineering_Responsibility_SALEH.pptx
byThiagu v
 
FREG farmers training.ppt Farmers grouping in any on farm activity whether pr...
bytesfayealemu1963
 
2025’s Fiercest Women Pioneering Diversity in Law Enforcement
byciotimespublication
 
Pioneers in OT Cybersecurity 2025 ......
byciotimespublication
 
Visionary Women Driving Change in 2025...
byciotimespublication
 
Driving Innovation The Top 5 CEOs Making Waves in 2025.pdf
byciotimespublication
 

Why Agile is Failing in Large Enterprises And What You Can Do About It

  • 1.
    WHY AGILE ISFAILING IN LARGE ENTERPRISES
  • 2.
    WHY AGILE ISFAILING IN LARGE ENTERPRISES …and what you can do about it
  • 3.
    A BRIEF HISTORICAL PERSPECTIVE
  • 4.
    1943 1950- 1960s 1985 1990 1995 1996 Jeff de Luca Feature Driven Development 1997 1998 Robert Charette Lean Development 2000 2001 USAF & NASA X-15 hypersonic jet Iterative Incremental Delivery Hirotaka Takeuchi & Ikujiro Nonaka The New New Product Development Game 1990 - Sutherland & Schwaber Scrum Framework DSDN Consortium Dynamic System Development Method 1996 - Beck, Cunningham, Jeffries Extreme Programming Alistair Cockburn Crystal Methodologies THE AGILE MANIFEST O Taiichi Ohno Toyota Production System Kanban Hardware Software
  • 5.
    We are uncoveringbetter ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions over Processes & tools Working software Comprehensive documentation over Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, we value the items on the left more. Source: www.agilemanifesto.org MANIFESTO VALUES
  • 6.
    MANIFESTO PRINCIPLES Satisfythe Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly Source: www.agilemanifesto.org
  • 7.
    BELIEFS ABOUT AGILE& TRANSFORMATION
  • 8.
  • 9.
    CULTURE DRIVEN Culture Structure Practices • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles
  • 10.
    CULTURE DRIVEN Culture Structure Practices • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles • Belief that delivery systems will emerge based on new thinking
  • 11.
    PRACTICES DRIVEN Practices Culture Structure • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven
  • 12.
    PRACTICES DRIVEN Practices Culture Structure • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven • Belief that agile is a process or way to work
  • 13.
    STRUCTURE DRIVEN Structure Practices Culture • Focused on forming teams and governing the flow of value • Focused on aligning the organization first
  • 14.
    STRUCTURE DRIVEN Structure Practices Culture • Focused on forming teams and governing the flow of value • Focused on aligning the organization first • Belief that culture and practices only emerge within a rational structural and planning framework
  • 15.
    WHERE TO START? Culture ... all three are essential, but where you start is also essential… Structure Practices
  • 16.
    LEADINGAGILE THEORY OFTRANSFORMATION
  • 17.
    Theory of Transformation Agile transformation begins by defining a rational system of delivery for the enterprise
  • 18.
    Theory of Transformation True agility comes by breaking dependencies between teams across the organization
  • 19.
    Theory of Transformation Healthy culture and solid practices emerge within a rational delivery framework
  • 20.
  • 21.
  • 22.
    Team User Story User Story User Story User Story User Story User Story User Story
  • 23.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
  • 24.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
  • 25.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
  • 26.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
  • 27.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress Few if any dependencies
  • 28.
    WHY AGILE WORKS AT SCALE
  • 29.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
  • 30.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Accountability Measureable Progress
  • 31.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Measureable Progress Governance
  • 32.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
  • 33.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance Teams have autonomy across the organization
  • 34.
  • 35.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
  • 36.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity
  • 37.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability
  • 38.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress
  • 39.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress Often caused by too many external dependencies
  • 40.
    WHY AGILE FAILS AT SCALE
  • 41.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress
  • 42.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Governance Lack of Measureable Progress Lack of Accountability
  • 43.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Structure Lack of Measureable Progress Lack of Governance
  • 44.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Metrics & Tools Lack of Governance Lack of Structure
  • 45.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Metrics & Tools Lack of Governance Lack of Structure Too much coordination between teams
  • 46.
  • 47.
  • 48.
  • 49.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Team
  • 50.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
  • 51.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
  • 52.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Team
  • 53.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Large Products with Diverse Technology Team
  • 54.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
  • 55.
    Matrixed Organizations LimitedAccess to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
  • 56.
    Corollary One: Solvingfor the issues that get in the way of effectively practicing agile is what should guide your agile transformation initiative
  • 57.
    MAPPING YOUR AGILE TRANSFORMATION
  • 58.
    Predictability Adaptability Whatdoes your company value when planning?
  • 59.
    Emergence What doyour customers value from a planning perspective? Convergence
  • 60.
  • 61.
  • 62.
    Predictability Adaptability Emergence PE AE PC AC Convergence
  • 63.
    Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc
  • 64.
    Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc Traditional
  • 65.
    Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc Traditional Agile
  • 66.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Traditional Agile
  • 67.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Project Traditional Agile
  • 68.
    Predictability Adaptability Emergence Lean Startup Project Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
  • 69.
    Predictability Adaptability Emergence Lean Startup Project Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
  • 70.
    Predictability Adaptability Emergence Lean Startup Adopt Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
  • 71.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc LOB Traditional Agile
  • 72.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Low Trust LOB Traditional Agile
  • 73.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Traditional Agile
  • 74.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Traditional Agile
  • 75.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Lean/Agile Agile
  • 76.
    Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust LOB LOB LOB Lean/Agile Agile
  • 77.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust LOB LOB LOB LOB Lean/Agile Agile
  • 78.
    Corollary Two: Agilecan mean different things to different companies and not all agile approaches will work well for every organization
  • 79.
  • 80.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
  • 81.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
  • 82.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Two Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
  • 83.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Phase Two Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
  • 84.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile Phase Four Phase Two
  • 85.
    Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile Phase Four Phase Two Phase Five
  • 86.
    Corollary Three: Organizationalchange can be mapped out in such a way that outcomes are measureable and predictable and economically justified
  • 87.
  • 88.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Structure Metrics & Tools
  • 89.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Structure Metrics & Tools
  • 90.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
  • 91.
    Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
  • 92.
  • 93.
    Services Teams –These teams support common services across product lines. These teams support the needs of the product teams. Team
  • 94.
    Product Teams –These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team
  • 95.
    Programs Teams –These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team Team
  • 96.
    Portfolio Teams –These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team Team Team
  • 97.
    Team Team Team Team Team Team Team Product & Services Teams
  • 98.
    Team Team Team Team Team Team Team Team Team Team Program Teams Product & Services Teams
  • 99.
    Team Team TeamTeam Team Team Team Team Team Team Team Portfolio Teams Program Teams Product & Services Teams
  • 100.
  • 101.
    Team Team TeamTeam Team Team Team Team Team Team Team Portfolio Teams Program Teams Product & Services Teams
  • 102.
    Portfolio Teams Product& Services Teams Scrum Team Team Team Team Team Team Team Team Team Team Team Program Teams
  • 103.
    Portfolio Teams Program Teams Product & Services Teams Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
  • 104.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
  • 105.
  • 106.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
  • 107.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
  • 108.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Rate • Acceptance % Ratio • Scope Change
  • 109.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum • Takt Time/Cycle Time • Time/Cost/Scope/Value • RIO/Capitalization • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
  • 110.
    Corollary Four: Organizationalconstructs, governance models, metrics and controls can be established without violating the principles of agile
  • 111.
  • 112.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One
  • 113.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One Agile Rollout Increment Two
  • 114.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One Agile Rollout Three - N
  • 115.
  • 116.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration One
  • 117.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration Two
  • 118.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration Three
  • 119.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Iteration Four Team Team Team Team Team Team Team Team
  • 120.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Iteration Five Team Team
  • 121.
  • 122.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Iteration One Team Team
  • 123.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Team Team
  • 124.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Three Agile Rollout Iteration One Team Team Team
  • 125.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Four Agile Rollout Iteration Two Team Team Team
  • 126.
    Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Five Agile Rollout Iteration Three Team Team Team
  • 127.
    Corollary Five: Organizationscan adopt agile safely and pragmatically by iteratively and incrementally introducing structure, governance, and metrics and maturing practices and culture over time
  • 128.
  • 129.
    Theory of Transformation Agile transformation begins by defining a rational system of delivery for the enterprise
  • 130.
    Theory of Transformation True agility comes by breaking dependencies between teams across the organization
  • 131.
    Theory of Transformation Healthy culture and solid practices emerge within a rational delivery framework
  • 132.
    Corollary One: Solvingfor the issues that get in the way of effectively practicing agile is what should guide your agile transformation initiative
  • 133.
    Corollary Two: Agilecan mean different things to different companies and not all agile approaches will work well for every organization
  • 134.
    Corollary Three: Organizationalchange can be mapped out in such a way that outcomes are measureable and predictable and economically justified
  • 135.
    Corollary Four: Organizationalconstructs, governance models, metrics and controls can be established without violating the principles of agile
  • 136.
    Corollary Five: Organizationscan adopt agile safely and pragmatically by iteratively and incrementally introducing structure, governance, and metrics and maturing practices and culture over time
  • 137.
    Summary By focusingon the fundamentals of agile delivery, while systematically and methodically breaking dependencies, we can achieve true enterprise agility
  • 138.
    WHY AGILE ISFAILING IN LARGE ENTERPRISES …and what you can do about it