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Dr. Klaus Leopold
web: www.LEANability.com
mail: klaus.leopold@LEANability.com

twitter: @klausleopold
Lean Business Agili...
www.LEANability.com@klausleopold
INITIAL SITUATION
•company wants to improve time to market
-react to changes in the marke...
www.LEANability.com@klausleopold
OVERVIEW OF THE AGILE TRANSITION
• all development teams have to be cross functional
• te...
www.LEANability.com@klausleopold
HOW WAS THE TRANSITION DONE?
•all 600 employees received basic training in AGILE
•reorgan...
www.LEANability.com@klausleopold
FIRST RESULTS AFTER ~8 MONTH
—-> most of them are following the rules
—> teams are workin...
@klausleopold www.LEANability.com
velocity,storypoints
0
8
16
24
32
40
sprint
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
committe...
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
a typical (simplified) team board
EXTERNAL
WAITING
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOGteam 1
team 2
EXTERNAL
WAITING
NEXT DONEDEVELOPBACKLOG
EXTERNAL
W...
@klausleopold www.LEANability.com
team dependency graph
why are there still so many dependencies?
—> multiple teams work o...
@klausleopold www.LEANability.com
team 1
team 2
team 3
team 4
customer wish: write a love letter
@klausleopold www.LEANability.com
customer wish: write a love letter
@klausleopold www.LEANability.com
The performance of a system is not
the sum of its parts.
It’S the product of its interac...
@klausleopold www.LEANability.com
Agility of an organization is not
having many agile teams.
Organizational agility is abo...
@klausleopold www.LEANability.com
no management of
interactions between teams
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
another typical team board
EXTERNAL
WAITING
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
that wasn’t modeled on the team board
EXTE...
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
that wasn’t modeled o...
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
RELEASE
tha...
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
RELEASE
qua...
@klausleopold www.LEANability.com
NEXT DONDEVELOP
WAITING
BACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
REL...
@klausleopold www.LEANability.com
NEXTBACKLOGANALYZE
DEVELOPMENTPRODUCT
BACKLOG
WAITING
DETAIL
CONCEPT
ROUGH
CONCEPT
WAITI...
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
RELEASEANAL...
@klausleopold www.LEANability.com
NEXT DONEDEVELOPBACKLOG
WAITING 4
INTEGRATION
WAITING 4
ACCEPTANCE
WAITING 4
RELEASEANAL...
@klausleopold www.LEANability.com
no end-2-end management of
the value creation chain
@klausleopold www.LEANability.com
NEXT REALIZEBACKLOG
EXTERNAL WAITING
and another typical team board
REVIEW DONE
(2) (8) ...
@klausleopold www.LEANability.com
Work In Progress limits are AWESOME!!
- reduce delivery risk
- increase predictability
-...
@klausleopold www.LEANability.com
- reduce delivery risk
- increase predictability
- increase system stability
- …
- reduc...
@klausleopold www.LEANability.com
epic
story task
strategic initiative
don’t be surprised when you
don’t see any improveme...
@klausleopold www.LEANability.com
no agile strategic
portfolio management
@klausleopold www.LEANability.com
no end-2-end management of
the value creation chain
no management of
interactions betwee...
@klausleopold www.LEANability.com
we built product boards to
manage intra-product
dependencies
@klausleopold www.LEANability.com
product 1
do not optimize organizational structures (=teams)!
optimize value delivery (=...
@klausleopold www.LEANability.com
NEXT WORK TEAM CWORK TEAM ABACKLOG
EXTERNAL WAITING
WORK TEAM B
DONE
teamAteamBteamC
an ...
@klausleopold www.LEANability.com
product standup
agile interactions
product retrospectives
product replenishment
@klausleopold www.LEANability.com
product 1 product 2
product 3
we established operative portfolio
management to manage in...
@klausleopold www.LEANability.com
NEXT ANALYZEBACKLOG DONE
PRODUCT1PRODUCT2PRODUCT3
DEVELOP UA SHIP
improvements
* common ...
@klausleopold www.LEANability.com
portfolio standup
agile interactions
portfolio retrospectives
@klausleopold www.LEANability.com
NEXT ANALYZEBACKLOG DONE
PRODUCT1PRODUCT2PRODUCT3
DEVELOP UA SHIP
* common view on compa...
@klausleopold www.LEANability.com
no end-2-end management of
the value creation chain
no agile strategic
portfolio managem...
@klausleopold www.LEANability.com
DEV NEXT ANALYZEBACKLOG DONE
PRODUCT1PRODUCT2PRODUCT3
DEVELOP UA SHIP
WAITING 4
APPROVAL...
@klausleopold www.LEANability.com
DEVELOPBACKLOG DONEVALIDATE SHIPINITIATIVE1INITIATIVE2INITIATIVE3
why would you invest
m...
@klausleopold www.LEANability.com
no end-2-end management of
the value creation chain
no agile strategic
portfolio managem...
@klausleopold www.LEANability.com
INITIATIVESINVESTMENTSCHANGES
topics realize
0% 99%
concept
evaluate ideas validate next...
@klausleopold www.LEANability.com
we built product boards to manage
intra-product dependencies
we established operative po...
@klausleopold www.LEANability.com
business agility is
no team sport!
it’s corporate
sport!!
@klausleopold www.LEANability.com
Level 1: operational
…
develop review DONEanalyze
team 1
develop review DONEanalyze
team...
@klausleopold www.LEANability.com
Level 1: operational
Level 2: end-2-end coordination
…
develop review DONEanalyze
team 1...
@klausleopold www.LEANability.com
flow 1
flow 2
flow N
Level 1: operational
Level 2: end-2-end coordination
…
develop revi...
@klausleopold www.LEANability.com
flow 1
flow 2
flow N
Level 1: operational
Level 2: end-2-end coordination
…
develop revi...
@klausleopold www.LEANability.com
consolidate realize learnexperiment
develop review DONEanalyze develop review DONEanalyz...
www.LEANability.com@klausleopold
—> train the entire organization in agile methods
how would I start?
—> start on the team...
www.LEANability.com@klausleopold
in the beginning you only need one agile team:
how would I start?
—> start with strategic...
www.LEANability.com@klausleopold
in the beginning you only need one agile team:
how would I start?
—> start with strategic...
LEANability GmbH | Rögergasse 36/16 | A-1090 Wien
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
w...
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Agile Greece Summit 2017 - Lean Business Agility

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Agile Greece Summit 2017 - Lean Business Agility by Dr. Klaus Leopold

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Agile Greece Summit 2017 - Lean Business Agility

  1. 1. Dr. Klaus Leopold web: www.LEANability.com mail: klaus.leopold@LEANability.com
 twitter: @klausleopold Lean Business Agility Agile Greece Summit, 22 September 2017, Athens, GR
  2. 2. www.LEANability.com@klausleopold INITIAL SITUATION •company wants to improve time to market -react to changes in the market immediately -be able to seize opportunities that arise -receive faster customer feedback •solution: GO AGILE! -agile transition with ~600 people involved
  3. 3. www.LEANability.com@klausleopold OVERVIEW OF THE AGILE TRANSITION • all development teams have to be cross functional • teams have to be organized by product • teams can choose their favorite agile method •minimum requirements for agile teams -visualization of work (board) -daily stand-up meetings -retrospectives AWESOME!!
  4. 4. www.LEANability.com@klausleopold HOW WAS THE TRANSITION DONE? •all 600 employees received basic training in AGILE •reorganization was carried out (x-functional product teams) •agile transformation was completed team by team -Scrum Master training -Product Owner training -Kanban system design workshops •initial phase: supported by 16 external coaches -training and facilitation •11 internal Agile coaches were established
  5. 5. www.LEANability.com@klausleopold FIRST RESULTS AFTER ~8 MONTH —-> most of them are following the rules —> teams are working with boards —> teams are doing stand-ups and retrospectives
  6. 6. @klausleopold www.LEANability.com velocity,storypoints 0 8 16 24 32 40 sprint 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 committed delivered leadtime 0 5 10 15 20 25 item 0 10 20 30 40 50 days 0 125 250 375 500 0 20 40 60 80 initiatives we don’t see the expected improvements :-( what’s the problem??
  7. 7. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG a typical (simplified) team board EXTERNAL WAITING
  8. 8. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOGteam 1 team 2 EXTERNAL WAITING NEXT DONEDEVELOPBACKLOG EXTERNAL WAITING
  9. 9. @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
  10. 10. @klausleopold www.LEANability.com team 1 team 2 team 3 team 4 customer wish: write a love letter
  11. 11. @klausleopold www.LEANability.com customer wish: write a love letter
  12. 12. @klausleopold www.LEANability.com The performance of a system is not the sum of its parts. It’S the product of its interactions. — Russell Ackoff
  13. 13. @klausleopold www.LEANability.com Agility of an organization is not having many agile teams. Organizational agility is about having agile interactions between teams.
  14. 14. @klausleopold www.LEANability.com no management of interactions between teams
  15. 15. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG another typical team board EXTERNAL WAITING
  16. 16. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION that wasn’t modeled on the team board EXTERNAL WAITING
  17. 17. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE that wasn’t modeled on the team board EXTERNAL WAITING
  18. 18. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE WAITING 4 RELEASE that wasn’t modeled on the team board quarterlymonthly EXTERNAL WAITING
  19. 19. @klausleopold www.LEANability.com NEXT DONEDEVELOPBACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE WAITING 4 RELEASE quarterlymonthly EXTERNAL WAITING that wasn’t modeled on the team board
  20. 20. @klausleopold www.LEANability.com NEXT DONDEVELOP WAITING BACKLOG WAITING 4 INTEGRATION WAITING 4 ACCEPTANCE WAITING 4 RELEASEANALYZE DEVELOPMENTPRODUCT BACKLOG WAITING
  21. 21. @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
  22. 22. @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 twice a year quarterlymonthly maybe not the best end-to-end performance?!
  23. 23. @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 maybe this is Agile software development but this has NOTHING to do with business agility!! don’t expect ANY organizational improvement in a context like this!! we are so fucking AGILE, yay!!
  24. 24. @klausleopold www.LEANability.com no end-2-end management of the value creation chain
  25. 25. @klausleopold www.LEANability.com NEXT REALIZEBACKLOG EXTERNAL WAITING and another typical team board REVIEW DONE (2) (8) (4) Work In Progress limits - AWESOME!!
  26. 26. @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
  27. 27. @klausleopold www.LEANability.com - reduce delivery risk - increase predictability - increase system stability - … - reduce switching overhead - reduce cycle time & time to market - reduce cost of delay Work In Progress limits are AWESOME!! You need to limit work items where you want to achieve the benefits! fine print:
  28. 28. @klausleopold www.LEANability.com epic story task strategic initiative don’t be surprised when you don’t see any improvement in TTM if you don’t limit TTM elements tasks were being limited on the board sometimes stories were limited
  29. 29. @klausleopold www.LEANability.com no agile strategic portfolio management
  30. 30. @klausleopold www.LEANability.com no end-2-end management of the value creation chain no management of interactions between teams no agile strategic portfolio management 3 identified main problems
  31. 31. @klausleopold www.LEANability.com we built product boards to manage intra-product dependencies
  32. 32. @klausleopold www.LEANability.com product 1 do not optimize organizational structures (=teams)! optimize value delivery (=products)! product 2 product 3
  33. 33. @klausleopold www.LEANability.com NEXT WORK TEAM CWORK TEAM ABACKLOG EXTERNAL WAITING WORK TEAM B DONE teamAteamBteamC an exemplary product board teams organized their work together in front of product boards some teams even stopped using their team boards
  34. 34. @klausleopold www.LEANability.com product standup agile interactions product retrospectives product replenishment
  35. 35. @klausleopold www.LEANability.com product 1 product 2 product 3 we established operative portfolio management to manage inter- product dependencies only inter-product dependencies remain how to manage inter-product dependencies?
  36. 36. @klausleopold www.LEANability.com NEXT ANALYZEBACKLOG DONE PRODUCT1PRODUCT2PRODUCT3 DEVELOP UA SHIP improvements * common view on all products * dependencies between products are handled as INTERNAL dependencies * external dependencies are only OUTSIDE of product development * WIP limits on epics EXTERNAL WAITING (2) (3) (1) (2) (2) (2) (3) (3) (4) we established operative portfolio management to manage inter-product dependencies
  37. 37. @klausleopold www.LEANability.com portfolio standup agile interactions portfolio retrospectives
  38. 38. @klausleopold www.LEANability.com NEXT ANALYZEBACKLOG DONE PRODUCT1PRODUCT2PRODUCT3 DEVELOP UA SHIP * common view on company priorities * comprehensive product backlog and comprehensive NEXT column EXTERNAL WAITING (2) (3) (1) (2) (2) (2) (3) (3) (4) what I would still like to see
  39. 39. @klausleopold www.LEANability.com no end-2-end management of the value creation chain no agile strategic portfolio management no management of interactions between teams we built product boards to manage intra-product dependencies we established operative portfolio managementto manage inter-product dependencies
  40. 40. @klausleopold www.LEANability.com DEV NEXT ANALYZEBACKLOG DONE PRODUCT1PRODUCT2PRODUCT3 DEVELOP UA SHIP WAITING 4 APPROVAL ROUGH CONCEPT we scaled the operative product portfolio to the upstream we simplified the upstream
  41. 41. @klausleopold www.LEANability.com DEVELOPBACKLOG DONEVALIDATE SHIPINITIATIVE1INITIATIVE2INITIATIVE3 why would you invest money in paper when you can get value?!?! DEFINE EXPERIMENT * focus on initiatives * no concepts - instant start of experiments * immediate evaluation of experiments what I would still love to see
  42. 42. @klausleopold www.LEANability.com no end-2-end management of the value creation chain no agile strategic portfolio management no management of interactions between teams we built product boards to manage intra-product dependencies we established operative portfolio managementto manage inter-product dependencies we scaled the operative product portfolio to the upstream we simplified the upstream
  43. 43. @klausleopold www.LEANability.com INITIATIVESINVESTMENTSCHANGES topics realize 0% 99% concept evaluate ideas validate next steps 0% 99% realize realize 0% 99% learnconsolidateexperiments of visions and ideas long term mid term short term we established strategic portfolio management
  44. 44. @klausleopold www.LEANability.com we built product boards to manage intra-product dependencies we established operative portfolio managementto manage inter product dependencies we scaled the operative product portfolio to the upstream we simplified the upstream we established strategic portfolio management no end-2-end management of the value creation chain no management and limitation of strategic initiatives no management of interactions between teams
  45. 45. @klausleopold www.LEANability.com business agility is no team sport! it’s corporate sport!!
  46. 46. @klausleopold www.LEANability.com Level 1: operational … develop review DONEanalyze team 1 develop review DONEanalyze team 2 Develop Review DONEAnalyze team N FLIGHT LEVELS @klausleopold www.LEANability.com
  47. 47. @klausleopold www.LEANability.com Level 1: operational Level 2: end-2-end coordination … develop review DONEanalyze team 1 develop review DONEanalyze team 2 Develop Review DONEAnalyze team N FLIGHT LEVELS @klausleopold www.LEANability.com deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept
  48. 48. @klausleopold www.LEANability.com flow 1 flow 2 flow N Level 1: operational Level 2: end-2-end coordination … develop review DONEanalyze team 1 develop review DONEanalyze team 2 Develop Review DONEAnalyze team N FLIGHT LEVELS @klausleopold www.LEANability.com deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept
  49. 49. @klausleopold www.LEANability.com flow 1 flow 2 flow N Level 1: operational Level 2: end-2-end coordination … develop review DONEanalyze team 1 develop review DONEanalyze team 2 Develop Review DONEAnalyze team N FLIGHT LEVELS @klausleopold www.LEANability.com deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept consolidate realize learnexperiment Level 3: strategic portfolio
  50. 50. @klausleopold www.LEANability.com consolidate realize learnexperiment develop review DONEanalyze develop review DONEanalyze Develop Review DONEAnalyze flow 1 flow 2 flow N Level 1: operational Level 2: end-2-end coordination Level 3: strategic portfolio … team 1 team 2 team N organization 1 FLIGHT LEVELS @klausleopold www.LEANability.com DELIVER COORDINATE consolidate realize learnexperiment PRIORITIZE deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept organization N …
  51. 51. www.LEANability.com@klausleopold —> train the entire organization in agile methods how would I start? —> start on the team level and sub-optimize —> keep the number of initiatives/projects in your organization high —> follow your favorite agile method(s). case studies showed that it worked approach #1 for consulting companies… - that want to maximize income - that don’t care about results * that’s a SAFe way to burn loads of money and have little result *
  52. 52. www.LEANability.com@klausleopold in the beginning you only need one agile team: how would I start? —> start with strategic portfolio management —> limit work in the entire organization —> align all work to the strategy approach #2 for economically minded companies - that don’t want to waste money - that want to achieve business agility ! kill (agile) methods and frameworks ! TOP MANAGEMENT —> understand your system and work your way down the Flight Levels to teams
  53. 53. www.LEANability.com@klausleopold in the beginning you only need one agile team: how would I start? —> start with strategic portfolio management —> limit work in the entire organization —> align all work to the strategy approach #2 for economically minded companies - that don’t want to waste money - that want to achieve business agility ! kill (agile) methods and frameworks ! TOP MANAGEMENT —> understand your system and work your way down the Flight Levels to teams be the best at getting better
  54. 54. LEANability GmbH | Rögergasse 36/16 | A-1090 Wien 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 www.bit.ly/kcl-wiley EXTRA: E-Book inside klaus LEOPOLD KANBAN VOM TEAMFOKUS ZUR WERTSCHÖPFUNG in der Praxis www.bit.ly/kanbaninit-v2 www.kanbaninderpraxis.com www.practicalkanban.com http://bit.ly/leanbusinessagility
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Agile Greece Summit 2017 - Lean Business Agility by Dr. Klaus Leopold

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