1. Agile transformations
Cegeka-AgileintheCore
August18,2016
FRANKY REDANT &JANDEBAERE

3. “AgileTransformations are complex, one should make them as
simple as possible
while keeping in mind that they remain a complex matter.”

4. TransformationsAgile
becoming agile
mindset
ability
grow
evolve
emerge
change
methods
behaviour
values
principles
practices
innovate
thinking

5. AgileTransformationApproach(*)
Care
Suppo
rt
Initiat
e
Sustai
n
Team of
Teams
TEAM
TEAM of TEAMS
ORGANISATION
Mindset, method, tools
Structures, systems
Culture, Leadership
Strategy
* ( cc - 2015, the Agile Transformation Approach (ATAp) designed by Franky Redant)
Foundations, goals, principles
Legend:
Teal Team = Transformation Team
Blue teams = management teams
Green teams = operational teams (dev-ops)
Transformation Team
Assessment of Agility
Assessment, readiness criteria
Care
Suppo
rt
Initiat
e
Sustai
n
Team of
Teams
Care
Suppo
rt
Initiat
e
Sustai
n
Team of
Teams
Team
Team of
Teams
Team
Team
Team of
Teams
Team of
Teams
Team of
Teams
AgileValues&principles

6. AgileTransformation
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CTEAM
TEAM of TEAMS
ORGANISATION
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Iterative & Incremental
Adaptive&Empirical

7. www.cegeka.com
AgilityTriad
Value
Creation
Operational
Excellence
Leadership
Collaboration
Agile
Values & principles
Performance
Technical
Excellence
Alignment
Customer Delight
Strategic Benefit
Agile
Culture

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Interviews
Observations
Information
radiators reviews
Gemba walks
Improvement workshop
Agile culture
Operational Excellence
Build initial
transformation
backlog
View on current
structures & systems
Understand context
& culture
Assessements
Goals
Measures
Practices
Assessment
Value Created
View on
Agile maturity (level of Agility)

9. www.cegeka.com
Preconditions
Active Sr Management involvement
Transition team known and dedicated
Management open to coaching
Start
transformation
Hold
Conditions

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Approach– The Transformationteam
Why ?
Who?
How? What?
Typically:
Sponsor of the agile transformation
Stakeholder from the pilot teams
Agile coaches
Lead the transition agilely
Inspire and coach
Role modeling
Understand progress
Encourage improvement
Maintaining backlog
Taking action
Regular alignment
Solve impediments
Provide active support
Find solutions
…

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Care Support
Initiate Sustain
SituationalCoachingModel- SCM(*) – Teams
eval
eval
eval
(© 2014, SCM (SituationalCoaching Model) designed by Franky Redant and Jan De Baere)

12. www.cegeka.com
The fourphasesofmaturity
Initiate Care
Stabilize output &
have predictable delivery
Support Sustain
Predictability is within
20% range for 3
successive sprints
For example:
• Teams setup
• Roles are clear
and assigned
• Trainings are
given
• Initial backlog
• Visualisation is
setup
Typical examples
- 30% less incidents
- Increase Output with
30%
- Predictability within
10% range
- Decrease deployment
cycle time with 50%
Typical examples:
- Faster time to market.
- Increased delivery of
business value
- Capacity utilization
- Feedback cycle time
- Design in process
inventory
Next phase when
All todo’s are done
(see list)
Install the basics
Find your team
grow
Objective(s)
Further growth and
realize results
Defined Objective(s)
has/have been reached
Predictability: planned
vs actual velocity,
throughput, cycle time
N/A
What?
Objective

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Maturitylevels: team level
• Trainings
 Introduction agile and scrum and XP practices
• Foundations
 Stable team composition
 PO & SM known
 Sprint Schedule is agreed and planned
 Team Agreements
 Visualisation e.g. Scrum/kanban board
• Create backlog or optimize backlog
 Create an initial product backlog, prioritized
and estimated (high-level)
 Create sprint backlog
Initiate
All boxes are checked
Goal

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Maturitylevels: team level
• Prepare all meetings and ceremonies with coach and
coach assists in all meetings + feedback
• 1on1 or role focused coaching sessions
 Scrum masters, Product owners & proxies, Architects (technical
coach might be required)
• On the job training of techniques and practices as
necessary
 Story mapping, impact mapping, poker planning estimations,
retrospective techniques, …
• Visualize solution foundation
 Dependencies, stakeholders
 Draw component diagram, domain model, context diagram
• Start metrics and reports
 Velocity, capacity
 Scope evolution charts, burndowns, burn-ups
 E.g. Sprint report, Agile radar self-assessment for team progress
Care
3 successive sprints
there is less then 20%
deviation between
planned and actual
Goal

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Maturitylevels: team level
• Coach assists in meetings + feedback
• Optimisation of discipline and improve self-
organization
 Predictable velocity
• 1on1 or role focused coaching sessions
 Scrum masters, Product owners & proxies, Architects (technical coach
might be required)
• Support roles with advise on request
• Technical coaching where needed
• Provide references to continuously learn
(other activities as needed or requested)
Support Goal
Team & coach together:
-define next objective
-reach next objective

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Maturitylevels: team level
• Further recommendations
• On demand
 1on1 or roles coaching sessions
 meeting assistance
 refreshment courses.
 Additional training
 Facilitation
 Assessment of progress and status.
Sustain
Goal
Team
-define next objective
-reach next objective

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Maturitylevels: team of team level
• Start visualizing
 Release train planning board. (PI planning board)
• Trainings
 Safe primer (involved stakeholders)
 Kanban and Flow management
• Make or Reconfirm agreements
 Aligned sprint Schedules, PI schedule
 Release Train Agreements
 DOD, DOR for PI
 PI board, principles and practices
Initiate
All boxes are checked
Goal

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Maturitylevels: team of team level
• Prepare all meetings with coach + feedback
 PI Planning meeting
 System demos
 Inspect and adapt
 Scrum of Scrums
 Feature Refinement workshops
• 1on1 or role focused coaching sessions
 Release train engineer, System Architects (technical coach
might be required), Product management
• Workshop on techniques and practices as necessary
 Story mapping, impact mapping, poker planning estimations,
retrospective techniques, …
• Start metrics and reports
 Velocity, capacity,
 CFD, Scope evolution charts, burndowns, burn-ups, …
Care
One PI with less then
20% deviation
between planned and
actual
Goal

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Maturitylevels: team of team level
• Coach assists in meetings
• Feedback sessions on meetings
• 1on1 or role focused coaching sessions
 Release train engineers, Product management, System
Architects (technical coach might be required)
• Support roles with advise on request.
• Provide references to continuously learn
(other activities as needed or requested)
Support Goal
Team & coach together:
-define next objective
-reach next objective

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Maturitylevels: team of team level
• Final status report with
further recommendations.
• On demand
 1on1 or roles coaching sessions
 meeting assistance
 refreshment courses.
 Additional training
 Facilitation
 Assessment of progress and
status Further recommendations
Sustain Goal
Team
-define next objective
-reach next objective

21. Timingsof a coachingcycle
0 3 - 4 6+
Evaluate?
Time in months
%ofteams
to care
Timeboxes of 3 months
Evaluation after timebox
Transformation team decides

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Thisis an evolvingmodel.
Continuously improve and elaborate
Iterative
Empirical
Adaptive
Incremental

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“An Agile
Transformation is
winning minds
over implementing
processes and tools.”

24. www.cegeka.com

25. CONTACT Universiteitslaan 9
3500 Hasselt, Belgium
Phone: +32 11 24 02 34
Fax: +32 11 23 34 25
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@cegeka
info@cegeka.be
linkedin.com/company/cegeka
www.cegeka.com