Becoming an Inclusive Leader - Bernadette Thompson
RethinkingAgile_AAC2019
1. Why Agile Teams Have Nothing
rethinking
AGILE To Do With Business Agility
25 June 2019, Agile Austria Conference, Graz, AT
Dr. Klaus Leopold
twitter: @klausleopold
web: www.LEANability.com
mail: klaus.leopold@LEANability.com
3. @klausleopold www.LEANability.com
INITIAL SITUATION
a company wants to improve
time to market of projects
— be proactive on the market —
— exploit opportunities in the market —
— be prepared for continuous change—
5. @klausleopold www.LEANability.com
•minimum requirements for teams:
-visualization (board)
-standup meetings
-retrospectives
-measurements: lead time, throughput
www.LEANability.com
AWESOME
•cross functional teams
•product teams
•teams can chose their Agile method
OVERVIEW OF THE AGILE TRANSITION
6. @klausleopold www.LEANability.com
HOW WAS THE TRANSFORMATION DONE?
1.5 year transformation project was set up
•600 people received basic agile training
“Agile Mindset”
• reorganization was carried out
• AGILE was implemented team by team
• support of 16 external coaches
• 11 internal Agile Coaches were established
18. @klausleopold www.LEANability.com
team dependency graph
why are there still so many dependencies?
—> multiple teams work on one product
—> products are not completely independent
—> we are talking about 600 people
23. @klausleopold www.LEANability.com
Agility of an organization is not about
having many agile teams.
Organizational agility is about having
agile interactions between teams. Klaus Leopold
35. @klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
RELEASEANALYZE
DEVELOPMENTPRODUCT
BACKLOG
DETAIL
CONCEPT
ROUGH
CONCEPT
WAITING 4
APPROVAL
WAITING 4
STEERING
COMMITTEE
WAITING
IDEA
TRIAGE
POOL OF
NEW IDEAS
WAITING WAITING WAITING
we are so fucking AGILE, yay!!
monthly
quarterly yearly quarterlymonthly
36. @klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
RELEASEANALYZE
DEVELOPMENTPRODUCT
BACKLOG
DETAIL
CONCEPT
ROUGH
CONCEPT
WAITING 4
APPROVAL
WAITING 4
STEERING
COMMITTEE
WAITING
IDEA
TRIAGE
POOL OF
NEW IDEAS
WAITING WAITING WAITING
we are so fucking AGILE, yay!!
maybe this is Agile software development
but this has NOTHING to do with
business agility!!
this company is as lame
on the market as before
40. @klausleopold www.LEANability.com
Work In Process limits are AWESOME!!
- reduce delivery risk
- increase predictability
- increase system stability
- …
- reduce switching overhead
- reduce cycle time & time to market
- reduce cost of delay
41. @klausleopold www.LEANability.com
Work In Progress limits are AWESOME!!
- reduce delivery risk
- increase predictability
- increase system stability
- …
- reduce switching overhead
- reduce cycle time & time to market
- reduce cost of delay
You need to limit
work items where
you want to achieve
the benefits!
46. @klausleopold www.LEANability.com
2nd Derivation:
We need: agile teams,
scrum masters, service delivery
managers, product owners,
agile coaches…
a REORGANIZATION!
3rd Derivation:
We need meetings, sprints,
committees, retrospectives,
stand-ups, replenishments etc…
1st Derivation:
We become AGILE!
Improve Time to market of projects
72. @klausleopold www.LEANability.com
1. Identify your value creation chains
2. Identify dependencies WITHIN your
value creation chains
3. Identify dependencies BETWEEN your
value creation chains
4. Define agile interactions
5. Align with strategy and create focus
operational structure over organizational structure
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@klausleopold www.LEANability.com
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@klausleopold www.LEANability.com@klausleopold www.LEANability.com
80. coord 1
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@klausleopold
deliver DONErealizeconcept
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Level3:strategy
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www.LEANability.com
FLIGHtlevels
@klausleopold www.LEANability.com@klausleopold www.LEANability.com
81. B C DA
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@klausleopold
DELIVER
COORDINATE
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Level2:end-2-endcoordination
www.LEANability.com@klausleopold www.LEANability.com
FLIGHtlevels
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