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RethinkingAgile_AAC2019

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Why Agile Teams have nothing to do with Business Agility, Klaus Leopold, Keynote 2019

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RethinkingAgile_AAC2019

  1. 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
  2. 2. @klausleopold www.LEANability.com The Problem
  3. 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—
  4. 4. @klausleopold www.LEANability.com
  5. 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. 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
  7. 7. @klausleopold www.LEANability.com RESULTS AFTER ~12 MONTH ~80% teams were “fully transformed”
  8. 8. @klausleopold www.LEANability.com EVERYTHING IS GREAT, ISN’t IT ✓ boards ✓ standups ✓ retrospectives ✓ communication ✓ collaboration ✓ metrics www.LEANability.com
  9. 9. @klausleopold www.LEANability.com time expected actual velocity Scrum Sprint Velocity (throughput) trend, team level
  10. 10. @klausleopold www.LEANability.com
  11. 11. @klausleopold www.LEANability.com time actual expected leadtime Kanban Lead Time trend, team level
  12. 12. @klausleopold www.LEANability.com
  13. 13. @klausleopold www.LEANability.com time expected actual leadtime Time-to-Market Initiatives trend W T * ? ! ?
  14. 14. @klausleopold www.LEANability.com the search for the causes
  15. 15. @klausleopold www.LEANability.com About dependencies and agile interactions
  16. 16. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG a typical (simplified) team board EXTERNAL WAITING
  17. 17. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOGteam 1 team 2 EXTERNAL WAITING NEXT DONEDEVELOPBACKLOG EXTERNAL WAITING
  18. 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
  19. 19. @klausleopold www.LEANability.com
  20. 20. @klausleopold www.LEANability.com team 1 team 2 team 3 team 4 customer wish: write a love letter
  21. 21. @klausleopold www.LEANability.com customer wish: write a love letter
  22. 22. @klausleopold www.LEANability.com
  23. 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
  24. 24. @klausleopold www.LEANability.com
  25. 25. @klausleopold www.LEANability.com Great to see the teams working so well. But does team 3 know what team 2 is doing?
  26. 26. @klausleopold www.LEANability.com noagileinteractions betweentheteams
  27. 27. @klausleopold www.LEANability.com About the workflow
  28. 28. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG another typical team board EXTERNAL WAITING
  29. 29. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION EXTERNAL WAITING
  30. 30. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE EXTERNAL WAITING
  31. 31. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE WAITING 4 RELEASE quarterlymonthly EXTERNAL WAITING
  32. 32. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE WAITING 4 RELEASE quarterlymonthly EXTERNAL WAITING
  33. 33. @klausleopold www.LEANability.com NEXT DONDEVELOP WAITING BACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE WAITING 4 RELEASEANALYZE DEVELOPMENTPRODUCT BACKLOG WAITING
  34. 34. @klausleopold www.LEANability.com NEXTBACKLOGANALYZE DEVELOPMENTPRODUCT BACKLOG WAITING DETAIL CONCEPT ROUGH CONCEPT WAITING 4 APPROVAL WAITING 4 STEERING
 COMMITTEE WAITINGWAITING IDEA TRIAGE POOL OF NEW IDEAS
  35. 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. 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
  37. 37. @klausleopold www.LEANability.com noend-2-endmanagement ofthevalueSTREAM
  38. 38. @klausleopold www.LEANability.com About the strategic portfolio
  39. 39. @klausleopold www.LEANability.com NEXT REALIZEBACKLOG EXTERNAL WAITING and another typical team board REVIEW DONE (2) (8) (4) Work In Process limits - AWESOME!!
  40. 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. 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!
  42. 42. @klausleopold www.LEANability.com epic story task initiative (project) area of influence at team level don’t be surprised when you don’t see any improvement in TTM if you don’t manage TTM elements
  43. 43. @klausleopold www.LEANability.com noagilestrategic portfoliomanagement
  44. 44. @klausleopold www.LEANability.com About the change process
  45. 45. @klausleopold www.LEANability.com
  46. 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
  47. 47. @klausleopold www.LEANability.com
  48. 48. @klausleopold www.LEANability.com
  49. 49. @klausleopold www.LEANability.com transformation plan current state desired state If the desired state is agile, the way there should already be agile.
  50. 50. @klausleopold www.LEANability.com THE ORG CHART
  51. 51. @klausleopold www.LEANability.com
  52. 52. @klausleopold www.LEANability.com http://bit.ly/lba-e20
  53. 53. @klausleopold www.LEANability.com IDEA/ORDER VALUE THE VALUE CREATION CHAIN Optimize what interests the customer!
  54. 54. @klausleopold www.LEANability.com Orgchartchangesinsteadof focusonvaluedelivery
  55. 55. @klausleopold www.LEANability.com THE PROBLEMS noagilestrategic portfoliomanagement noend-2-endmanagement ofthevalueSTREAM noagileinteractions betweentheteams Orgchartchangesinsteadof focusonvaluedelivery
  56. 56. @klausleopold www.LEANability.com THE PROBLEMS noagilestrategic portfoliomanagement noend-2-endmanagement ofthevalueSTREAM noagileinteractions betweentheteams
  57. 57. @klausleopold www.LEANability.com First Solutions Awesome!
  58. 58. @klausleopold www.LEANability.com NO agile interactions between teams
  59. 59. @klausleopold www.LEANability.com product 1 product 2 product 3 do NOT optimize organizational structures (=teams)! optimize value delivery (=products/services)! webuiltproductboardsto manageintra-product dependencies
  60. 60. @klausleopold www.LEANability.com We've found a dependency to you guys. Maria is an expert on it. She is currently working on X. What do we do?
  61. 61. @klausleopold www.LEANability.com —> product standups —> product retrospectives FEEDBACK LOOPS
  62. 62. @klausleopold www.LEANability.com product 1 product 2 product 3 only inter-product dependencies remain weestablishedoperational portfoliomanagementto manageinter-product dependencies
  63. 63. @klausleopold www.LEANability.com The Operational Portfolio Board Analyze Realize Accept Delivery DONE External waiting Product1Product2Product3
  64. 64. @klausleopold www.LEANability.com —> portfolio standups —> portfolio retrospectives FEEDBACK LOOPS
  65. 65. @klausleopold www.LEANability.com no end-2-end management of the value stream
  66. 66. @klausleopold www.LEANability.com wesimplifiedtheupstream DEV 
 READY ANALYZEBACKLOG DONE PRODUCT1PRODUCT2PRODUCT3 DEVELOP UA SHIP WAITING 4 APPROVAL ROUGH CONCEPT biweeklywebroughtbusinessonboard WIP LIMITS APPLY HERE!!
  67. 67. @klausleopold www.LEANability.com —> standup + business —> retrospectives + business FEEDBACK LOOPS
  68. 68. @klausleopold www.LEANability.com no agile strategic portfolio management
  69. 69. @klausleopold www.LEANability.com MAKEMONEYINVESTMENTS BIZ
 METRICS COMPANY STRATEGY POOL OF EVALUATED IDEAS NEXT TOP 5 EVALUATED IDEAS IN DEVELOPMENT MEASURE
 SUCCESS & TWEAK ADAPT
 &
 TWEAK IMPACT (NOT) ACHIEVED REALIZATION DONEREVIEWIIPIDEAS information radiator ideation & prioritization development & measurement The Strategic Portfolio Board
  70. 70. @klausleopold www.LEANability.com —> standup —> retrospectives —> strategy review FEEDBACK LOOPS
  71. 71. @klausleopold www.LEANability.com focus on Org chart instead of value delivery
  72. 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
  73. 73. @klausleopold www.LEANability.com Gandhi said: “Be the change you want to see in the world!” gettopmanagement onboard
  74. 74. @klausleopold www.LEANability.com THE PROBLEMS noagilestrategic portfoliomanagement noend-2-endmanagement ofthevalueSTREAM noagileinteractions betweentheteams Orgchartchangesinsteadof focusonvaluedelivery
  75. 75. @klausleopold www.LEANability.com THE PROBLEMS noagilestrategic portfoliomanagement noend-2-endmanagement ofthevalueSTREAM noagileinteractions betweentheteams
  76. 76. @klausleopold www.LEANability.com business agility is no team sport! it’s company sport!! @klausleopold www.LEANability.com
  77. 77. @klausleopold www.LEANability.com Level1:operational … B C DONEA team 1 B C DONEA team 2 B C DONEA team N @klausleopold www.LEANability.com FLIGHtlevels
  78. 78. Level1:operational Level2:end-2-endcoordination … B C DONEA team 1 B C DONEA team 2 B C DONEA team N @klausleopold www.LEANability.com C DONEBA C DONEBA C DONEBA FLIGHtlevels @klausleopold www.LEANability.com@klausleopold www.LEANability.com
  79. 79. coord 1 coord 2 coord N Level1:operational Level2:end-2-endcoordination … B C DONEA team 1 B C DONEA team 2 B C DONEA team N @klausleopold www.LEANability.com deliver DONErealizeconcept deliver DONErealizeconcept C DONEBA FLIGHtlevels @klausleopold www.LEANability.com@klausleopold www.LEANability.com
  80. 80. coord 1 coord 2 coord N Level1:operational … B C DONEA team 1 B C DONEA team 2 B C DONEA team N @klausleopold deliver DONErealizeconcept deliver DONErealizeconcept C DONEBA B C DA Level3:strategy Level2:end-2-endcoordination www.LEANability.com FLIGHtlevels @klausleopold www.LEANability.com@klausleopold www.LEANability.com
  81. 81. B C DA B C DONEA B C DONEA B C DONEA coord 1 coord 2 coord N Level1:operational Level3:strategy … team 1 team 2 team N @klausleopold DELIVER COORDINATE B C DA PRIORITIZE deliver DONErealizeconcept deliver DONErealizeconcept C DONEBA Level2:end-2-endcoordination www.LEANability.com@klausleopold www.LEANability.com FLIGHtlevels
  82. 82. LEANability GmbH | Rögergasse 36/16 | A-1090 Vienna o f f i c e @ L E A N a b i l i t y. c o m | + 4 3 6 7 6 3 3 0 4 8 0 3 www.LEANability.com | facebook.LEANability.com -20% with Coupon ACC www.agilitaet-neu-denken.com 26-27 Sep, London, UK 09-10 Oct, Frankfurt, DE 28-29 Oct, Sao Paulo, BR 27-28 Nov, Bangkok, TH 18-19 Dec, Munich, DE Upcoming Flight Level Trainings:
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Why Agile Teams have nothing to do with Business Agility, Klaus Leopold, Keynote 2019

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