Delivering value fast—causing agility in a large company We would like to share insights and our experience gained from the Agile Transformation in a large organization. We will present a step-by-step how can you approach to making changes in the organization resulting in faster value delivery. This will concern to: - results of reinforcing loop exercise (finding the impediments) - results of introducing of a new approach to employees and introducing product oriented company instead of a project oriented company to managers - the first collision with the wall and the first breach in the wall - few experiments we tried and where they led us today Through our presentation We would like to pass on to others how to approach the changes and lead an Agile transformation. What's involved, what to expect, how to make it and not lead yourself to a feeling of burnout.

1. DELIVERING VALUE FAST
Causing Agility in a large organization
Krzysztof Niewiński | @scrumurai | www.alterwork.pl
Mateusz Srebrny | @mateuszsrebrny | agiletrainers.pl

2. „UNDOUBTEDLY, IT IS MUCH EASIER TO MAKE A LARGE CHANGE IN A
SMALL ORGANIZATION, THAN A SMALL CHANGE IN THE LARGE ONE”

6. • Always start with ”Why”
• There is always a lot of
”Hows” – all you need is
just one ”Why”

7. 5 STEPS CLOSER
TO BEING AGILE
Determine ’WHY?’

8. - ”WHY?”
- ”I WANT TO HAVE VALUE
DELIVERED FASTER”
- ”FASTER?”
- ”AT LEAST EVERY MONTH!”
- …
”I WANT TO BE AGILE”

9. Discover impediments
5 STEPS CLOSER
TO BEING AGILE
Determine ’WHY?’

10. REINFORCING LOOP EXPERIMENT

11. Discover impediments
Find root-causes
5 STEPS CLOSER
TO BEING AGILE
Determine ’WHY?’

13. Value is delivered slowly
Project, not Product oriented environment
Craftsmanship
Ownership

14. Value is delivered slowly
Not investing in (no time for):
- increasing quality
- paying technical debt
- building development tools
Project, not Product oriented environment
Aim to develop entire
„scope”, not the most
valuable features
Decision making
process is long
PB managed by a
commitee (no single
responsible person)
Too many roles
with unclear
responsibility
and authority
Lack of a „real” Product Owner who:
- takes care of the Product Backlog
- prioritizes
- looks for value
- decides & is resposible for Product
Noone is working on
maximization of the
product value and ROI
Development
time is long
Current Owners
(„Business”) does not
see themselves as the
owners of the Product
- they are its users
Craftsmanship
Ownership

15. Discover impediments
Find root-causes
Choose possible ’HOW?’
5 STEPS CLOSER
TO BEING AGILE
Determine ’WHY?’

16. Lack of product ownership:
- No single decision-maker
- no responsibility for a product value
- noone works with a business stakeholders
What is possible to change
now?
Project, not Product oriented environment
1
2
WHY?
WHY?

17. Discover impediments
Find root-causes
Choose possible ’HOW?’
Make a change
5 STEPS CLOSER
TO BEING AGILE
Determine ’WHY?’

18. Changes to make (Adaptation Backlog):
(ALMOST-)ROOT-CAUSE TO SOLVE:
„LACK OF PRODUCT OWNERSHIP”
GOAL: Fast delivery
…
1. Product 2. Product Owner3. Interactions 4. Growth &
Stabilization

19. CHALLENGES
OUTCOMES
• 3 Products & 3 POs
• 3 Product Teams focused on value
• Something valuable every sprint
• Make it really every sprint
• Make it stick
• Dig deeper
• Go wider

20. CHALLENGES
OUTCOMES
• 3 Products & 3 POs
• 3 Product Teams focused on value
• Something valuable every sprint
• Make it really every sprint
• Make it stick
• Dig deeper
• Go wider
• Our manager still wants to pay us ;-)

21. SUMMARY / TAKEAWAYS
Celebrate, retrospect & iterate !
Find impediments and dependencies
Discover „Hows” –
root-causes,
reinforcing loops
Start with ”Why?”
Make the experiment
Choose the most promising „How” (possible now)

22. Krzysztof Niewiński
@scrumurai
www.alterwork.pl
Mateusz Srebrny
@mateuszsrebrny
www.agiletrainers.pl
THANK YOU