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Why Agile is Failing in Large Enterprises And What You Can Do About It
- 1. WHY AGILE IS FAILING IN LARGE ENTERPRISES
- 2. WHY AGILE IS FAILING IN LARGE ENTERPRISES …and what you can do about it
- 3. A BRIEF HISTORICAL PERSPECTIVE
- 4. 1943 1950- 1960s 1985 1990 1995 1996 Jeff de Luca Feature Driven Development 1997 1998 Robert Charette Lean Development 2000 2001 USAF & NASA X-15 hypersonic jet Iterative Incremental Delivery Hirotaka Takeuchi & Ikujiro Nonaka The New New Product Development Game 1990 - Sutherland & Schwaber Scrum Framework DSDN Consortium Dynamic System Development Method 1996 - Beck, Cunningham, Jeffries Extreme Programming Alistair Cockburn Crystal Methodologies THE AGILE MANIFEST O Taiichi Ohno Toyota Production System Kanban Hardware Software
- 5. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions over Processes & tools Working software Comprehensive documentation over Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, we value the items on the left more. Source: www.agilemanifesto.org MANIFESTO VALUES
- 6. MANIFESTO PRINCIPLES Satisfy the Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly Source: www.agilemanifesto.org
- 7. BELIEFS ABOUT AGILE & TRANSFORMATION
- 8. Culture BELIEFS… Structure Practices
- 9. CULTURE DRIVEN Culture Structure Practices • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles
- 10. CULTURE DRIVEN Culture Structure Practices • Focused on changing hearts and minds • Focused on being agile rather than doing agile • Focused on values and principles • Belief that delivery systems will emerge based on new thinking
- 11. PRACTICES DRIVEN Practices Culture Structure • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven
- 12. PRACTICES DRIVEN Practices Culture Structure • Focused on the things that you do • Focused on roles, ceremonies, and artifacts • Can be management driven or technically driven • Belief that agile is a process or way to work
- 13. STRUCTURE DRIVEN Structure Practices Culture • Focused on forming teams and governing the flow of value • Focused on aligning the organization first
- 14. STRUCTURE DRIVEN Structure Practices Culture • Focused on forming teams and governing the flow of value • Focused on aligning the organization first • Belief that culture and practices only emerge within a rational structural and planning framework
- 15. WHERE TO START? Culture ... all three are essential, but where you start is also essential… Structure Practices
- 16. LEADINGAGILE THEORY OF TRANSFORMATION
- 17. Theory of Transformation Agile transformation begins by defining a rational system of delivery for the enterprise
- 18. Theory of Transformation True agility comes by breaking dependencies between teams across the organization
- 19. Theory of Transformation Healthy culture and solid practices emerge within a rational delivery framework
- 20. WHY AGILE WORKS
- 21. Team
- 22. Team User Story User Story User Story User Story User Story User Story User Story
- 23. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
- 24. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
- 25. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
- 26. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
- 27. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress Few if any dependencies
- 28. WHY AGILE WORKS AT SCALE
- 29. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
- 30. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Accountability Measureable Progress
- 31. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Measureable Progress Governance
- 32. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
- 33. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance Teams have autonomy across the organization
- 34. WHY AGILE FAILS
- 35. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
- 36. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity
- 37. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability
- 38. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress
- 39. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress Often caused by too many external dependencies
- 40. WHY AGILE FAILS AT SCALE
- 41. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress
- 42. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Governance Lack of Measureable Progress Lack of Accountability
- 43. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Structure Lack of Measureable Progress Lack of Governance
- 44. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Metrics & Tools Lack of Governance Lack of Structure
- 45. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Metrics & Tools Lack of Governance Lack of Structure Too much coordination between teams
- 46. ORGANIZATIONAL BARRIERS TO AGILE
- 47. Team
- 49. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Team
- 50. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Shared Requirements Between Teams Team
- 51. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Shared Requirements Between Teams Team
- 52. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Team
- 53. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Large Products with Diverse Technology Team
- 54. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
- 55. Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Unbalanced Capacity and Demand Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology Team
- 56. Corollary One: Solving for the issues that get in the way of effectively practicing agile is what should guide your agile transformation initiative
- 57. MAPPING YOUR AGILE TRANSFORMATION
- 58. Predictability Adaptability What does your company value when planning?
- 59. Emergence What do your customers value from a planning perspective? Convergence
- 60. Predictability Adaptability Emergence Convergence
- 61. Predictability Adaptability Emergence AE PC Convergence
- 62. Predictability Adaptability Emergence PE AE PC AC Convergence
- 63. Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc
- 64. Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc Traditional
- 65. Predictability Adaptability Emergence PE AE PC AC Convergence Ad-Hoc Traditional Agile
- 66. Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Traditional Agile
- 67. Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Project Traditional Agile
- 68. Predictability Adaptability Emergence Lean Startup Project Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
- 69. Predictability Adaptability Emergence Lean Startup Project Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
- 70. Predictability Adaptability Emergence Lean Startup Adopt Pilot PE AE PC AC Convergence Ad-Hoc Traditional Agile
- 71. Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc LOB Traditional Agile
- 72. Predictability Adaptability Emergence Lean Startup PE AE PC AC Convergence Ad-Hoc Low Trust LOB Traditional Agile
- 73. Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Traditional Agile
- 74. Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Traditional Agile
- 75. Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Convergence Ad-Hoc Low Trust LOB LOB Lean/Agile Agile
- 76. Predictability Adaptability Emergence Lean Startup PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust LOB LOB LOB Lean/Agile Agile
- 77. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust LOB LOB LOB LOB Lean/Agile Agile
- 78. Corollary Two: Agile can mean different things to different companies and not all agile approaches will work well for every organization
- 79. INCREMENTAL AND ITERATIVE IMPROVEMENT
- 80. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
- 81. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
- 82. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Two Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
- 83. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Phase Two Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile
- 84. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile Phase Four Phase Two
- 85. Predictability Adaptability Emergence Lean Startup Fully Decouple PE AE PC AC Phase One Phase Three Become Predictable Reduce Batch Size Convergence Ad-Hoc Low Trust Org Slice Lean/Agile Agile Phase Four Phase Two Phase Five
- 86. Corollary Three: Organizational change can be mapped out in such a way that outcomes are measureable and predictable and economically justified
- 88. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Structure Metrics & Tools
- 89. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Structure Metrics & Tools
- 90. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
- 91. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Metrics & Tools Governance
- 92. STRUCTURE
- 93. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team
- 94. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team
- 95. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team Team
- 96. Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. Team Team Team Team
- 97. Team Team Team Team Team Team Team Product & Services Teams
- 98. Team Team Team Team Team Team Team Team Team Team Program Teams Product & Services Teams
- 99. Team Team Team Team Team Team Team Team Team Team Team Portfolio Teams Program Teams Product & Services Teams
- 100. GOVERNANCE
- 101. Team Team Team Team Team Team Team Team Team Team Team Portfolio Teams Program Teams Product & Services Teams
- 102. Portfolio Teams Product & Services Teams Scrum Team Team Team Team Team Team Team Team Team Team Team Program Teams
- 103. Portfolio Teams Program Teams Product & Services Teams Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
- 104. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
- 105. METRICS
- 106. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team Team Team Team Team Team Team Team
- 107. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Team Team Team • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
- 108. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Rate • Acceptance % Ratio • Scope Change
- 109. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum • Takt Time/Cycle Time • Time/Cost/Scope/Value • RIO/Capitalization • Cycle Time • Features Blocked • Rework/Defects • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change
- 110. Corollary Four: Organizational constructs, governance models, metrics and controls can be established without violating the principles of agile
- 112. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One
- 113. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One Agile Rollout Increment Two
- 114. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Increment One Agile Rollout Three - N
- 116. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration One
- 117. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration Two
- 118. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Team Agile Pilot Team Team Team Team Team Team Team Team Team Team Iteration Three
- 119. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Iteration Four Team Team Team Team Team Team Team Team
- 120. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Iteration Five Team Team
- 121. ITERATIVE & INCREMETNAL CHANGE
- 122. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Iteration One Team Team
- 123. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Team Team Team
- 124. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Three Agile Rollout Iteration One Team Team Team
- 125. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Four Agile Rollout Iteration Two Team Team Team
- 126. Portfolio Teams Program Teams Product & Services Teams Kanban Kanban Scrum Agile Pilot Team Team Team Team Team Team Team Team Iteration Five Agile Rollout Iteration Three Team Team Team
- 127. Corollary Five: Organizations can adopt agile safely and pragmatically by iteratively and incrementally introducing structure, governance, and metrics and maturing practices and culture over time
- 128. SUMMARY
- 129. Theory of Transformation Agile transformation begins by defining a rational system of delivery for the enterprise
- 130. Theory of Transformation True agility comes by breaking dependencies between teams across the organization
- 131. Theory of Transformation Healthy culture and solid practices emerge within a rational delivery framework
- 132. Corollary One: Solving for the issues that get in the way of effectively practicing agile is what should guide your agile transformation initiative
- 133. Corollary Two: Agile can mean different things to different companies and not all agile approaches will work well for every organization
- 134. Corollary Three: Organizational change can be mapped out in such a way that outcomes are measureable and predictable and economically justified
- 135. Corollary Four: Organizational constructs, governance models, metrics and controls can be established without violating the principles of agile
- 136. Corollary Five: Organizations can adopt agile safely and pragmatically by iteratively and incrementally introducing structure, governance, and metrics and maturing practices and culture over time
- 137. Summary By focusing on the fundamentals of agile delivery, while systematically and methodically breaking dependencies, we can achieve true enterprise agility
- 138. WHY AGILE IS FAILING IN LARGE ENTERPRISES …and what you can do about it