academy

A Taste of Agile
Introduction to Agile

Introduction to Agile

Introductions

Introduction to Agile

A shared understanding of Agile

What?

When?

Why?

How?

Where?

Introduction to Agile

Agenda

Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A

A shared
understanding
of Agile

Introduction to Agile

What is Agile?

Introduction to Agile

Agile Principles

1. Begin with clarity about the outcome,

and let it guide every step along the way.

2. Listen, iterate, learn and course

correct rather than wait until it's perfect.

3. Encourage self-direction for teams to

unleash innovation, instead of
concentrating leadership in the hands of
a select few.

Focus on the customer

and business value
Iterative and fast
Flexible, adaptive and
continuously improving
Collaboration and teamwork
Empowered and
self directed teams

Introduction to Agile

Foundational values and beliefs of Agile

Respect

Openness

Foundation
Beliefs

Trust

Courage

Introduction to Agile

What are your values?

That goes for all of us, but especially those,

who by their rank, have a leadership role.

The standard [value] you walk past, is the

standard [value] you accept.

- Lt. Gen. David Lindsay Morrison

Australian General

Introduction to Agile

5 Dysfunctions of a team

Video Overview

Introduction to Agile

5 Dysfunctions of a team

Inattention to results

Status and ego

Avoidance of accountability

Low standards

Lack of commitment

Fear of conflict

Absence of trust

Ambiguity
Artificial harmony
Invulnerability

Introduction to Agile

Agile
Lean
DevOps
Design Thinking

What is Agile?

Agile Practices
Agile Principles
Agile Values

Change in behaviors

Introduction to Agile

Sample of Agile Practices

Principles

Values
Social
Contract

Scale of
Expectations

Mood
Marbles

Retrospective

Discovery
+VSM

Story
Cards

Wall of Work

Show
case

Burn-up
Chart

Issue Bulls
Eye

Stand-up

Risk
Matrix

Trust
Respect
Openness
Courage
Culture

Begin with
clarity about
outcomes
Listen, iterate,
learn and
course correct
Self directed
teams unleash
innovation

Introduction to Agile

Box of Trust

Bosses
Character

Partner/
Supplier

1.
2.
3.
4.
5.

Competence

1.
2.
3.
4.
5.

Reports and peers

Customer

Introduction to Agile

Scale of expectations

Scale of expectations
Practice Name: ____________________

Date: _______________

More Praise-worthy

More Blame-worthy
Deviance
Deliberate
violation or
selfish
purpose

Sanctions

Inattention
Inadvertent
deviation

Time: _______________

Process
inadequacy

Uncertainty

Faulty
process

Lack of
clarity

Hypothesis
testing
Experimentation
for the good
of the
company

Rewards

Introduction to Agile

AWAITING
DISCOVERY
APPROVAL

NEW

XYZ

XYZ

MEDIUM

LARGE

XYZ

Portfolio Wall

AWAITING
DISCOVERY
RESOURCES

IN
DISCOVERY

AWAITING
DELIVERY
APPROVAL

XYZ

XYZ

XYZ

AWAITING
DELIVERY
RESOURCES

XYZ

XYZ

XYZ
XYZ

IN
DELIVERY

XYZ
XYZ

XYZ

SMALL

XYZ

XYZ

DEPARTMENT 1

XYZ

DEPARTMENT 2
WAITING STAGES1

PRIORITIZED LIST

PRIORITIZED LIST

IN
FINAL
DEPLOYMENT

DONE

XYZ

XYZ

Agile Program Pattern

Release plan

I1

I2

I3

I4

I5

I6

I7

I8

Release Wall

Planned

In
Progress

Testing

Iteration Wall

Done

Agile Program Pattern

Walls Visualize the work

Visualize the work!

Agile Program Pattern

A buffet of Practices - Agile / Lean and Design Thinking

The practices are like a buffet laid out to allow people to pick what suits them.
These practices ensure behavior is aligned to the values and principles

Leadership
Practices

Collaboration
Practices

Delivery
Practices

Agile Strategy pattern

Agile Discovery Practice

Agile Program/ Operations patterns

Portfolio walls

Stand ups

Automated Test-Driven Development

Backlog prioritization

Retrospectives

Burndown chart

Social contract

Showcases

Continuous integration and deployment

Kanban board

Backlog grooming

Design Thinking practices

Team environments

Planning poker

DevOps practices

Team rotations

Team of teams

Story cards

Leader smashes

Design Thinking practices

Value stream mapping

Agile Program Pattern

Agile for Executives and Managers

We dont use documentation to

achieve shared understanding.
We document shared
understanding.

Agile takes a lot of emphasis away from documentation.

It even gets the incorrect reputation that it is anti-documentation.
Agile isnt anti-documentation; however, it is against documentation
that doesnt provide value. More importantly, Agile recognizes
that documentation isnt the best way to gain a shared understanding.

Review

Curry?

In you can make a curry, but cant make French pastry and someone asks you
to make French pastry, what do you do?
You find the recipe, buy the ingredients and follow the recipe.
You dont decide, without understanding the recipe, to boil the pastry instead of
baking it in the oven as instructed.
Its the same with Agile or any new way of working. In order to learn we must
follow the process as described. Then once we have practiced it a couple of
times we can adapt the recipe to make it better and finally when we are well
practiced and experienced, we can write our own recipe.

Shu Ha Ri

Agile Program Pattern

Shu Ha Ri - Japanese Learning System

Shu

follow

Ha

break

Ri

transcend

Agile Program Pattern

Agile for Executives and Managers

Agile for Leaders

The Building

Completed in 1931
102 floors
73 elevators
2 acres of land

Review

History of Agile

The classic waterfall development model

Requirements/
analysis
Design

Herbert Bennington - 1956

Coding

Dr. Winston Royce - 1970

Testing

Maintenance

2015
1980
RAD

1990
XP
Crystal
Scrum
DSDM

2000
AGILE

Design Thinking
AGILE

LEAN
Neuro Science

Review

Quiz 1

1. Agile is a way of working based on a set of ______ and ______

2. Name three of the key Agile Values

3. The first principle is to begin with clarity of the ______ and let it guide every step along the way.

4. Listen, _______, learn and course ________ are the basics of principle two.

5. Self directing teams unleash __________.

6. The practices of Agile make the ______ and ______ come alive by changing _________.

7. Name any 3 Agile practices

Review

Agenda

Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A

A shared
understanding
of Agile

Agile Strategy

Agile for
Leaders
Doing the Right Work!

Agile Strategy

Challenges of today

Too much work

Pressure to deliver
Stressed and/or
disengaged teams
Missed targets
Sub optimal results

Agile Program Pattern

Resource constraints

Growth is controlled
not by the total of
resources available,
butby the scarcest
resource
- Dr. Liebig

Agile Strategy

Theory of constraints

Every organization has at

any given point in time at
least one constraint which
limits the system's
performance relative
to its goal
- Dr. Eliyahu M. Goldratt

You can only deliver as

fast as the slowest part of
your process

Review

Heijunka

Littles Law
Increase throughput by demand and production leveling

Reduce work
in progress

Work in progress
Avg completion rate

Increase
Completion
Time

Managing
the on-ramp

Total cycle time

Removing
Constraints
Dont overburden

Review

Slow down to do more!

Minimize WIP
BACKLOG

IN PROGRESS

DONE

Watch this concept: One Piece Flow Simulation aka The Holiday Card Exercise
https://www.youtube.com/watch?v=Bi9R1Hqr8dI

Review

Doing the Right Work

Mission & Vision

Strategy

Objectives & Goals

Strategic Initiatives
8

6 Strategic 5
Programs

4
Portfolio
Funnel
of Work

3
2
1

Doing The
Right Work

Review

Doing the Work Right

Mission & Vision

Strategy

Objectives & Goals

Strategic Initiatives
8

6 Strategic 5
Programs

1
Program
Delivery practices

4
Portfolio
Funnel
of Work

3
2
1

Team 1
PULL

Doing The
Right Work

Team 2
Operational
Delivery practices

PULL

Team n

Doing The
Work Right

Review

Doing The
Right Work

Doing the work

Organization
Portfolio
Program
Project

Doing The
Work Right

Review

Work and team structure fundamentals

Bug fixes

Enhancements
New project work

3rd line support

1. Small batch size
2. Single prioritized funnel of work
3. Pull work to match WIP limit
PM
Product Owner
IM

BA

Designer

Customer
SME
DEV
Tester
Cross functional
Core team

4. Small, stable Cross Functional Team

5. Multiple teams are loosely coupled and
tightly aligned

Review

Customer-facing, end-to-end teams...as far as possible

Customer

Front End
Back End
Infrastructure

Customer

Analysts
Designers
Developers
Testers
Compliance

Loosely Coupled, Tightly Aligned

Content
Designers
Actuaries
Delivery
Support

Agile Program Pattern

Agile for Executives and Managers

Organizing a group
of people to achieve
a common goal
Definition of leadership
- Wikipedia

Review

Clarity of Purpose

W E D O H A V E A S T R AT E G Y !

Review

Inspire Purpose

Vision
Mission

Goal

2015

2016

2020

Review

Business Unit/
Profit centre level

Using Agile practices to cascade strategy

Vision /
Mission

Objectives /
Goals

Strategy

Plan

Vision /
Mission

Objectives /
Goals

Strategy

Plan

Support functions

Vision /
Mission

HR/Fin/Legal/etc

Support functions
HR/Fin/Legal/etc

Vision /
Mission

Objectives /
Goals

Objectives /
Goals

Strategy

Strategy

Plan

Plan

Review

Setup for Success

Structure Teams

Right resources
Right place
Right time

Review

Optimize value flow

Gembutsu

Remove Bottlenecks
Eliminate Waste

Review

Optimize value flow

Gembutsu

Remove Bottlenecks
Eliminate Waste

Review

Govern for greatness

Work

Doing the work right

Govern and steer
Doing the work right

Review

Govern for greatness

Work

Doing the work right

Govern and steer
Doing the work right

Review

Innovation

Sharing

Innovating

Learning

Improving

Agile for Leaders

Agile Leadership

Agile Leadership

Inspire Purpose

Setup for Success

Optimise Value Flow

Govern for Greatness

Innovate

Review

Quiz 2

1. Getting shared understanding of a common ______, is the leaders first task.

2. In order to do more you have to throttle the _______.

3. True or false? Leaders only need to focus on Doing the right work!

4. Total cycle time can be improved if you reduce the _____ in ______.

5. True or false? Appropriate strategies should be devised at all levels of the organisation.

6. Teams should be _______ coupled and _____ aligned.

7. ______, cross functional teams, aligned to _______ value are the best way to structure teams

Agile Strategy

Where, When,
How and Why
to use Agile

Agile Strategy

Agile as a way of working can be used everywhere

Strategy
Marketing

Agile
Lean
DevOps
Design Thinking

Sales

Delivery

Agile Practices
Agile Principles
Agile Values

Operators

Support Services

Change in behaviors

Support

Core Processes

Agile Strategy

across any business process

Opportunity

Order

Product Strategy

Support Service Processes

Order Cash

Design

Cash Care Close

Development

(HR / FINANCE / PROCUREMENT / REAL ESTATE / etc)

Delivery

Agile Strategy

Applying Agile as a way of working at all levels

Group Level

Strategy
Core
Business Unit

Supporting
Business Unit

Strategic Programs

Operations

Agile Strategy

The three Agile patterns that cover all work!

Strategy & Governance Pattern

Program Execution Pattern
Operation Execution Pattern

Strategy &
Governance
Pattern
Operation
Execution
Pattern

Program
Execution
Pattern

Each Pattern Follows Five Phases

Mobilize

Understand

Explore /
Strategize

Build / Test /
Implement

Manage /
Evolve

Agile Strategy

Managing the funnel helps tune strategy

Strategy

Portfolio Governance provides

the feedback to strategy

Governance

Projects

Operations

Agile Strategy

Strategy Pattern - Used to craft and execute organizational strategy

Strategy Formulation

Mobilize

Explore /
Strategize

Understand

Where are we now?

Where do we want to be?

Business Model Canvas

Existing strategy
Business metrics
Work in progress
Market factors
Current problems
Root cause analysis
SWOT

Vision (Distant mountains)

Mission (purpose)
Objectives (Hills)
BHAG
SMART Goals

Strategy Execution

Build / Test /
Implement

How did we get there?

Design workshops
Top 3-5 blockers to
achieving the goals
Foundational beliefs
Strategic options
Strategic choices
Strategic initiatives

Collaborate to Elaborate

Manage /
Evolve

What do we need to do?

High level time line
Short term ( next 3
months) top 3 priorities
Budget Strategy
alignment

How do we execute?
Strategic pipeline
Start- Stop - Continue
Integrated WIP
Strategy modality

Iterate through all leels down

Agile Strategy

Business Canvas

The Business Model Canvas

Key Partners

Key Activities

Key Resources

Cost Structure

Value Proposition

Customer Relationships

Channels

Revenue Streams

Customer Segments

Agile Strategy

Using Agile practices to cascade strategy

Group Level

Vision /
Mission

Objectives /
Goals

Strategy

Plan

Business Unit/

Vision /
Mission

Objectives /
Goals

Strategy

Plan

Profit centre level

Support functions

Vision /
Mission

HR/Fin/Legal/etc

Support functions
HR/Fin/Legal/etc

Vision /
Mission

Objectives /
Goals

Objectives /
Goals

Strategy

Strategy

Plan

Plan

Agile Program Pattern

Program Pattern - used to launch and execute programs and projects

Strategy

IDEA

DISCOVER

Strategic Initiative

Problem

New Requirement

Opportunity

Understand & Strategize

DELIVER
Governance /

Iteratively build,

Funding Gates

test & deliver

Enhancement

MOBILIZE

UNDERSTAND

EXPLORE /

BUILD / TEST /

MANAGE /

STRATEGIZE

IMPLEMENT

EVOLVE

Program Patte - used to launch and execute programs and projects

Problem

UN

COLLA

BO

Desired
Outcome

NE

Cost /
Benefit

DO

RA
TE

RA
TE

TO

O
B
A

ITE

TE
A
R

TI

Agile Program Pattern

IDEA

Plan

Blockers

DISCOVER
Estimate

Epics
Solution
Strategy

PROPOSE

Agile Program Pattern

Cone of Uncertainty

DISCOVERY

DELIVERY

+ 100

-100
D1

D2

D3

i1

i2

Agile Program Pattern

Agile lifecycle of delivery

At start of Iteration
Releases or
phases
Discovery

Discovery

Iteration Planning

Deliver

R1

Daily Standups

Optional

Work

Iteration

Iteration zero
is the setup iteration

Iteration

Iteration

Iteration

Showcase
At end of Iteration
Retrospective

Agile Program Pattern

Scrum
Daily Standup Meeting
15-30 Minutes

Inputs from customers,

team, managers, execs

1-4 Week Sprint

Sprint end date and
deliverable do not change

Product Owner

Scrum
Master
Product Backlog

Team

Sprint Backlog

A Prioritized List

Sprint Planning Meeting

Task Breakout

of what is required:
features, bugs to fix

The team commits to as

much high priority backlog
as can be completed by the
end of the sprint

Sprint
Retrospective

Finished Product
Product Increment
Sprint Review

Agile Program Pattern

Time Boxing

Why do we Time box?

Agile Program Pattern

Agile story hierarchy

PROGRAM

The Program

PROJECT

RELEASE

ITERATION

Project 1

Epic 1

Feature 1

Project 2

Epic 2

Epic 1

Feature 2

also called hills

and often limited to 3

Epic 2

Feature 1

Story 1

Story 2

Task

Agile Program Pattern

Agile story hierarchy

Agile Program Pattern

Scaled Agile Framework

The Agile Program Pattern

can be applied to small and
large piece of work

Agile Program Pattern

CORE

Cross-functional empowered teams

IM

PM

5-9 People

EXTENDED

GOVERNANCE

Key Stakeholders

Steering committee

Business SME (Customer)

External experts

PMO

Analysts

Enterprise Architect

Dedicated
Cross Functional
Empowered

Developers
Testers
Solution Architect

Agile Operations Pattern

And Shared Ownership of Client/User Outcomes by Teams

Product Management

r leaders are
sformation!

Operations

Inside Sales

Support

Marketing

Code
Test

The team and their leaders are responsible for transformation!

Design

Agile Operations Pattern

The Operations Pattern - Used to effectively run and optimize any business process.

Strategy

Mobilize

Understand

Business Canvas
VSM PRACTICE (as-is)
Customer?
Prod/Services?
Process?
People?
Inputs/Outputs?
Metrics?

Explore /
Strategize

Build / Test /
Implement

Manage /
Evolve

Business V=Canvas

Test Hypotheses

Roll-Out to all areas

and evolve

VSM PRACTICE (to-be)

Customer?
Prod/Services?
Process?
People?
Inputs/Outputs?
Metrics?

Agile Project

Agile Prokect

Agile Myths

Agile myths - all of the below are false

Not for
operations
Not for
all projects
Not for
main
frame
projects

Lack of
control

Not for
Regulatory
Projects
Scope
creep

High
risk

Not for
BIG
projects

Only for
Techies

No
documentation

No
design
No
discipline

No PMs
needed

No
architect
needed
No
planning

No
estimation

Agile Myths

Distributed Agile! How do we do this distributed?

Agreements
Standards
Tools
Processes

Agile Myths

7 rules... of successfully distributed teams

#1

Dont

#2

Dont treat remotes as if they were locals

#3

Dont treat locals as if they were remote

#4

Latitude hurts, longitude kills

#5

Dont always be remote

#6

Invest in the appropriate tools and environments

#7

Establish standards and agreements

Agile Myths

Monkeys and the bananas

The habit virus

Watch another example: Discover Channels Pavlovs Bell

Agile Myths

The DNA of success

Agile
exposes
capability
gaps

Agile helps
create a
great
working
culture

Awesome
Capability

Attitude

Aptitude

You dont want a toxic brilliant team nor a happy dud one!
High performing teams are happy and highly capable!

Agile Myths

Agile Pitfalls

Lack of training or inaccurate

Wrong physical environment

Lack of proper tools

material
Teams dont know what Agile

Funnel not managed too

really is

much WIP

Leaders not trained and

Resources splintered and

working on multiple projects

Leaders dont walk the talk

Wrong leadership style
Command & control instead
of servant leadership

Environment

Knowledge

Leadership

Capability

aware
Lack of sharing
No access to coaching

Poor core capability

Lack of capable Agile PMs
and IMs
Lack of critical thinking for

Lack of a clear shared

problem solving

purpose and strategy

Cant do attitude

Lack of trust

Agile Myths

7 Key Impacts of Going Agile

Resource
Allocation

Team
Structure
Work
Environment
Work
Watch
another
Leadership
Style
Making Time
to Collaborate

Authentic
Transparency

Agile Myths

Why Change? Why Agile?

Happy people

Improved
Quality

Reduced risk
& cost

Increased
Revenue

Faster time to
market

Increased
profitability
&
happy
shareholders

Happy
customers

Review

Quiz 3

1. Agile is only suitable for software work. True or False?

2. The three types of work that Agile can be used for are _______, Project and ________ work.

3. Iterations help us ______.

4. While Agile wont necessarily improve _________, it will highlight it.

5. The first step in using Agile for operations is to ________ the work.

6. Agile means little or no documentation. True of False?

7. The two stages of Agile for Project type work are _______ and ________.

Agile Transformation Journey

Agenda

Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A

A shared
understanding
of Agile

Agile Transformation Journey

Overview

ACADEMY

IBMs Agile
Transformation
Journey
Overview

Agile Transformation Journey

Agile Adoption

Agile
Community

Awareness

Shared
Understanding

Awareness
Programs

Desire

Knowledge

Formal and
Informal Training

Ability

Agile Dr service

Reinforcement

Agile Coaching

Ref:

Agile Amy

Agile Transformation Journey

IBM Agile Academy

Cross-IBM, Agile Center

of Capability Development
and Learning

Agile Maturity Measures

Agile

Training

Agile

Coaching

Agile

Community

Commin

Agile Definitions and

Guidelines

Agile Transformation Journey

Agile
Expert

IBM Agile Academy Curriculum

Operational Excellence

Project Excellence

Leadership Excellence
Agile Executive
Coaching

Agile Team Coaching

(Coach)
Agile Project Management
Agile
Professional

Agile Business
Operations

(Contribute)
Suitable for Agile
Business Development
or any other Business
Process group/role

For technology teams only

Agile
Practitioner
(Prepared)
(Aware)

Agile Product
Ownership

Agile Business
Analysis

Agile for
Executives

Agile Architecture & Design

(Design Thinking / Process / Data / Solutions)

Agile Dev.Ops

Development / Automated Testing / Deployment

Agile Team Fundamentals

Operations - Project
A Taste of Agile Agile Awareness

Agile for
Managers

Agile Transformation Journey

Coaching Hubs and the Agile Army

Agile Champion

Army
Europe Hub
(Bratislava)
Coaching +
Training

US Hub
(NY, Austin, RTP)
Coaching +
Training

AP Hub
(China)
Coaching +
Training
LA Hub
(Guadalajara)
Coaching +
Training

India Hub
(Bangalore)
Coaching +
Training

Alignment + Coordination
Agile Teams + Agile Doctor

Review

Quiz 4

1. The first step on your Agile journey is to _______ the work.

2. The Agile ________ will soon have all the training material you need on your Agile journey

3. Learning Agile is like learning to _________. Once you get started you will never _________.

4. You will make mistakes! True or False.

5. Its ok to make mistakes but you must ______ from it and course _______.

6.

Transformation work must be done _____ the teams and not ____ the teams.

7. The one question you must always ask your self is?

Agile Transformation Journey

Where do you start?

1.

Learn and understand the basics of Agile

2.

Practice it on projects and/or operations

3.

Start improving

Listen, iterate, learn and course correct

Summary and Q&A

Agenda

Introduction
What is Agile!
Agile for Leaders
Break
Agile Where, When, hoW and Why!
The Transformation Journey
Summary and Q&A

A shared
understanding
of Agile

Agile Transformation Journey

Go Forth. Be Agile!

Thank You