More Related Content Similar to Lean Agile Center of Excellence LACE – Drink our own Champagne (20) More from CA Technologies (20) Lean Agile Center of Excellence LACE – Drink our own Champagne1. Lean Agile Center of Excellence (LACE)
Drinking our own Champagne
February 2017
Deema Dajani
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“It was like the tide came and washed all away.”
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The eco system
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Transform the eco system
to sustain the change.
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A shift Early agile pilots
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A shift And now…
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It depends on where they are
Innovators
Early
Adopters
Early
Majority
Late
Adopters
LaggardsTHE
CHASM
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Need a Lean agile transformation group
Enterprise
Business
Unit
Business
Unit
Business
Unit
Business
Unit
Shared
Service Unit
Corporate
Functions
Enterprise
LACE
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Why a Center of Excellence (CoE)?
Take enterprise from early adopters through late majority and sustain the change
"DiffusionOfInnovation". Licensed under CC BY 2.5 via Wikipedia
Innovate Transformative Sustained
Practice
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Evolving beyond execution agility
• Business Agility:
• Agile becomes part of the organization’s DNA
• Better in sensing and responding to change
with great speed and transparency
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Rate your transformation effort
Not the teams you launch or coach
No Absolutely
20-25 Lean machine 15-19 On the right track, you can learn
a few things to evolve your approach
5-14 Time to drink your own Champagne
Team, dedicated? 1 2 3 4 5
Adaptive planning? 1 2 3 4 5
Principles of flow applied? 1 2 3 4 5
Feedback loops? 1 2 3 4 5
Systems thinking? 1 2 3 4 5
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The executive sees
• How much
• How long
• How will I know I’m making a
return on this investment
An investment
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It’s a change initiative
Source: John Kotter
Institutionalize the change
Consolidate and build on the gains
Create short-term wins
Empower people to act on the vision
Communicate the vision
Develop a clear shared vision
Create a guiding coalition
Establish a sense of urgency or sense of purpose
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Status quo bias
• Change is hard
• Change is disruptive
• Status quo bias interacts with
loss aversion, existence
bias and regret avoidance
An emotional bias that is a preference for the current state of affairs
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A compelling case for change
Nothing changes
if nothing changes
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A compelling case for change
• Step in the executive’s shoes
• Understand the organization’s context:
– Market positioning
– Competitive pressures
– Likelihood for disruption
– Regulatory challenges
• Make your case to the right person
Tips
Highlight the cost of not changing
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[2] What’s your
compelling case
for change?
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Is it at the right level?
• Not high enough?
• IT only?
• Business only?
• Project only?
Driven by the CEO, reporting to the Board of Directors?
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[3] How to position
your CoE at the right
level for influence?
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Form a guiding coalition
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[4] Who should be
on your guiding
coalition?
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[5] What does
any successful
initiative need?
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Back to basics
LACE
Vision
Team
Sponsorship
Roadmap
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Vision
Our agile CoE:
Is • Evolution of how we deliver business value
• Alignment across silos
• Creating an environment for evolution
Is not • A PMO
• A cost-cutting play
Customers • Xyz IT
• Xyz business
Value prop—why • Attract and retain talent
• Ability to sense and respond to change
Success measures • Adoption: Percentage of people
• Sustainability: Number of persistent program teams
• Scalability: Number of solutions for constrains
• Time to market: initiative/project cycle time
• Business value: TBD business value measure
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Change canvas
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Team
GUIDING COALITION
Product Owner
LACE
Epic Owners
Portfolio
Management
Scrum Master
Framework
Culture
Transform
Community
Core
Team
Agile Team
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[6] Your CoE
team construct?
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Roadmap
Screenshot from CA Agile Central
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Synchronize and adapt plans
* PI Planning – Program Increment Planning, reference from www.ScaledAgileFramework.com
Limit work in process (WiP)
Capacity based planning
Alignment
Adapt your plan
LACE
PI Planning Event
* PI Planning
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Cadence and decision making
Meeting Frequency Purpose Audience
Mid range planning
(* PI planning)
Quarterly Align on priorities,
Limit WiP
Everyone
Sponsorship Monthly Update sponsor on progress,
impediments, key decisions
CIO
LACE sync Daily Standup Core LACE team
* Epic LACE owners 1/week Scrum of Scrums Core LACE team
Epic LACE owners
Broadcast communications Quarterly Knowledge sharing, voluntary
forum for anyone interested
All unit
Staff updates -- Provide updates into various
ELT staff updates
Manager staff
* References from www.ScaledAgileFramework.com
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[7] What meeting
cadence should
you have?
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Measurement and baseline
* ART – Agile Release Train, reference from www.ScaledAgileFramework.com
Group Structure Launch State # People # Teams
xxxxxxx ART ## 5
xxxxxxxx ART part of VS xxxx ## 7
xxxxxxx ART part of VS xxxx ## 5
xxxxxxxxx Kanban ## 8
Dimension Measure Value Q4 2016
Adoption Percentage xyz people on Kanban/Lean/XP/Scrum/SAFe teams %
Sustainability Number of persistent teams ##
Scalability Number of roadmap solutions achieved ##
Time to market Project or initiative cycle time ##
Business value realized Net promoter score, business success measure ##
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[8] What does
success look like?
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Evolving the transformation
for large enterprises
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Scaling is a process
… …
Center of Excellence
Community of Practice
Agile Working Group
ENTERPRISE
Business Unit X Business Unit Y Business Unit Z
Delivery Group 1 Delivery Group 2 Delivery Group 3
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Scaling the transformation
for larger enterprises
Enterprise
LACE
Local
LACE
Local
LACE
Local
LACE
Local
LACE
Local
LACE
Local
LACE
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From this…
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…to a city that thrives no matter the tide.
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