Reference For PPT RADTAC ABC2011 Designing and Implementing A Successful Agile Transformation

Designing
g g and Implementing
p g a Successful Agile
g Transformation
David Hicks
Agile Business Conference – London – 2011
RADTAC
Services
• Management
M t Consultancy
C lt
• Training
• Delivery
Expertise
• Agile Methods
• Software Development
• Project Management
• Organisational Transformation
RADTAC Proposition
• All of the leading Agile methods
• With wider approaches beyond Agile
• And the ability to make them scale and stick
2 © Copyright RADTAC
Some RADTAC Engagements
eGov Programme Agile Enablement
Agile Enablement and Transformation
Integrates MSP,
MSP P2,
P2 OGC,
OGC Agile -Integrates
I t t MSP,
MSP P2,Agile
P2 A il
Agile Enablement
and Transformation; WORLDWIDE PRIVATE Agile Enablement
HEALTHCARE PROVIDER and Transformation
Libra Programme
Stream delivery management European Portal
Agile Development
PLM Programme
Agile Enablement Agile Enablement
Integrates PMI, Agile and Transformation
Agile Enablement
and Transformation; Agile Enablement
and Transformation
Agile Enablement
NHS Spine & eBorders
and Transformation
PM & Delivery Method
Agile
g trainingg
Agile Enablement Integrates P2 and Agile
and Transformation
David Hicks
RADTAC Founder & Director

Specialist in Lean and Agile since 1998
Agile
g Alliance Founder Member in 2002
Consulting, Training, Delivery
Qualifications
• Certified Scrum Trainer,, Scrum Professional,,
ScrumMaster and Scrum Product Owner
• Certified Agile Project Management Trainer
• Certified
C tifi d LLean IT T
Trainer
i
• Certified DSDM Trainer and Advanced Practitioner
• Certified Agile Leader Advanced Practitioner
Agenda
Critical Success Factors for Agile

g Transition
Transition Management
Trainingg and Education
Coaching Support and Skills Transfer
Processes and Standards
Related Capabilities
Agile Transformation – CSFs
Vision
A clear Agile vision and strategy for achieving it
A sense of urgency
Strong,
g, united senior management
g sponsorship
p p
Communication of the vision and progress towards it
Action
Empowerment of broad-based action
Alignment of any existing Agile activity
G ti off quick
Generation i k wins
i
Consolidation of quick wins
Traction
Alignment of all processes to enable inter-operability
Embedding g Agile
g in the organisation
g and culture
RADTAC Agile Enablement Approach
Iterative and incremental: Periodic Review and Adaptation of Plans and Approach
Project Support
Training and Education Start Small and / or Simple Full Transition to Agile over time
Related Capability Building
RADTAC Agile Enablement Approach
Iterative and incremental: Periodic Review and Adaptation of Plans and Approach
Transition Management g
Vision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture
Training
Project Support and Education
Training Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training
Coaching Support and Start

Training and Education Skills Transfer
Small and / or Simple Full Agile Transformation over time
Initial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resource

Tailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine
Related Capability
Related Capability Building Building
Identify & Develop: e.g.
e g Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.
etc
Aim for the 5th Focus: Enterprise Agile
Deliver the
Right
products
5th FOCUS
Business
4th FOCUS
Programmes / Portfolios
Deliver the
Products 3rd FOCUS
right Projects / Products
2nd FOCUS
p
Teams / People
1st FOCUS
Measurement, Tools, Techniques
Stakeholder Management Strategies
Selling Agile
Productivity vs.
Value added Keep Manage
M i ROI
Measuring
Measuring rollout
Satisfied Closely
Investment of time Power
Experienced Agile
Transformation PM
Just
J t Keep
K
Monitor Informed
Interest
Stakeholder Management Strategies
Allies Schismatics
Use to
influence
Zealots
Synergy
Mutineers Might not be worth
spending too much
Opponents
Oppo e ts time on them
Passives Moaners
Use informal Antagonism

ways to get to
them
Slide 12 © Copyright RADTAC

The Organisation as Iceberg
Source: A. Neus and P. Scherf, ‘Opening minds: Cultural change with the introduction of open-source collaboration methods’ in IBM Systems Journal, Vol 44, No 2, 2005
The Organisation as Iceberg
New ‘Agile’ Organisational Structure,

Roles, Processes and Tools
No change to underlying
Customs, Values, Behaviours,
Language, Beliefs, Traditions,
Stereotypes, Taboos etc.
Source: A. Neus and P. Scherf, ‘Opening minds: Cultural change with the introduction of open-source collaboration methods’ in IBM Systems Journal, Vol 44, No 2, 2005
Effective Change Management
Effectiveness
& morale
DENIAL COMMITMENT
Information Encouragement
Open
Hidden
RESISTANCE EXPLORATION
Support Direction
Past Future
Time
Agenda

g Transition
Raise Agile Transformation Business Case

• Strengthen drivers, perform Cost / Risk / Benefit Analysis
Define clear Scope and internal interactions
Agile Readiness Analysis to finalise plans for Release One and
overall transformation
Start-up and Initiate Transformation Project
• Implement Transformation Project Board
• Deliver transformation using Agile (Scrum) + appropriate local practices
Stakeholder Analysis and Targeted Communication
• Identify ‘WIFM’ for different stakeholder groups
Initiate measurement KPIs and RADTAC Transformation BRAG
Identify ‘Hotspots’ (quick wins) and implement quick-changes
Example Organisation Structure
Director
Im
IT
GM GM GM GM GM GM GM GM
Bus Area 1 Bus Area 2 Bus Area 3 Bus Area 4 Cent Servs S&I Desktop Bus Dev
Key:
• Light Blue = General Manager responsible to Director for Agile Rollout
• Red = 13 Delivery Managers – 1-200 staff each
• Green & Blue = Other Managers whose areas also most impacted
Agile Transformation Stories
Transition Training and Processes and Consulting and Related

Management Education Organisation Coaching Support Capabilities
Tools &
Sponsorship Training Plan Agile Team Process Coaching Plan
Environment
Organising for
Vision & Objectives Team Training Project Process Internal Coaches
Agility
Governance Team Lead Training Technical Standards Team Coaching Skills
Plan and Budget Agile PM Training Deliverables Technical Coaching Empowerment
Roles and Customer
Communication Customer Training Team Lead Coaching
Responsibilities Involvement
Templates and
Cultural Change Facilitation Training PM Coaching Agile Portfolio
Examples
Specialist Training Intranet / Wiki Customer Coaching Suppliers
Senior Management
Awareness Training Process Improvement Building Teams
Consulting
Transformation
Support
Initial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources
Executive Briefing Process Integration
Training and Education
Consulting

Agile Master Classes
Identify & Develop: e.g. Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.
Example Team Enablement Story
Example Transformation Story
Benefits Dashboard: Balanced Agile Scorecard
Value Quality
• Customer’s view of service • Running tested features
• Stakeholders view of benefits • Application % Technical Debt
• Feature Time to market • Bugs fixed and outstanding
• F t
Feature cycle
l time
ti - raised
i d to
t done
d • A li ti % test
Application t t coverage
(customer’s definition of done)
Productivity Collaboration
• Function Points or Features done • Story
y cycle
y time
• Velocity / Sprint • Team happiness
• Feature cycle time to done (teams • Vision understanding
definition of done) • Morale
• Predictability (points planned vs points • Failure
F il rate
t (Retrospectives)
(R t ti )
delivered) / Sprint and Release • Learning Tolerance (fail/learn fast)
Agenda

g Transition

Training Needs Analysis

• Management overview: make ‘Owners’ aware of agile responsibilities
• Customer Overview
• Agile
g Practitioner training
g – accredited ?
•
ScrumTeam Product Owners Internal Scrum Managers,
Agile Project Management training Members Coaches
2 day
Masters Architects etc.
Tailored Agile Team Training
Create Agile Training Portfolio 3 day

Tech Agile
1 day
Advanced ScrumMaster Skills
3 day
Agile PM
• C
1 dayy
Customised
t i d ffor PProcess and
d St
Standards
d d Advanced Product Owner Skills
2 day
• Customised for Audience

CSM
2 day
Coaching Skills
• Culturally aware ½ day

Master Classes
Ad-hoc
Briefings
Continuous
Deep Dive Masterclass Workshops

Coaching
• Focussed on specific issues
RADTAC Training Portfolio
Management All Agile / Lean Project Managers, ScrumMasters
and Stakeholders Professionals and Team Leaders
Pragmatic
P
Pragmatic
ti Pragmatic
AgileTM
AgileTM with Scrum AgileTM
Awareness
2 days Advanced
1 day
ScrumMaster
Skills Agile Project
1 day Management
Certified ScrumMaster
2 days 3 / 4 days
y Pragmatic
g
(Accredited by (Accredited AgileTM
Scrum Alliance) by APMG) Project
Scrum Management
Awareness Including with Scrum
1 day Certified Scrum Foundation/ 2 days
Product Owner Pragmatic Practitioner
2 days Pragmatic AgileTM
Pragmatic Certificate
Pragmatic
(Accredited by AgileTM Advanced Pragmatic
AgileTM Pragmatic
Pragmatic AgileTM for AgileTM
Scrum Alliance) Analysis and Product AgileTM
AgileTM Adoption and Large and , Workshop
Story Owner Skills Coaching
Briefing Transformation Distributed Facilitation
Writing 1 day Soft Skills
½ day DSDM 1 day Teams Skills
DSDM Atern Practitioner 1 day 2 days
Atern 1 day 3 / 4 days
3 days
Awareness
(Accredited by APMG)
1 day
Analysts , Product Owners,
Customers and Users
Lean
Lean IT
IT
2 days
Awareness
(Accredited by APMG)
1 day
Pragmatic
g g TM
Agile
Software and Test-Driven Development
Agile/Open 3days
Unified Agile/Open (Accredited by Scrum Alliance)
Process Unified Process
Awareness 2 days Leading to Certified Scrum Developer
1 day
Management All Agile / Lean Architects, Developers Coaches and

and Stakeholders Professionals and Testers Facilitators
Example: Tailored Training Courses
Scrum Team Product Internal Scrum Managers,

Members Owners Coaches Masters Architects etc.
2 day
Tailored Agile Team Training
3 day 1 day 3 day

Tech Agile Advanced ScrumMaster Skills Agile PM
1 day
Ad
Advanced
dPProduct
d tO Owner Skill
Skills
2 day
CSM
2 day
Coaching Skills
½ day Ad-hoc
Ad hoc
Master Classes Briefings
Continuous
Coaching
Agenda

g Transition

Initial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources
Identify Pilot Projects / support projects

• Implement Agile coaches to support Agile shaping of projects and teams
• Transform teams from within using RADTAC Team Capability BRAG sheets
Identify and support Agile Champion/s
• Identify within each key organisational group
• Champions shaped as an Agile team
• F d
Fundamental t l tto driving
d i i change
h fforward
d
• RADTAC Coach agrees incremental change plan with internal Champion
and supports rollout
Identify and Develop internal Agile Coaches
• Implement Agile Coaching for internal future Agile Coaches
Continuing Agile Assurance (RADTAC Capability Stories)
Example: Coaching Support
RADTAC Coaches or Delivery Catalysts

Agile
Transition
Project Layer 2 Coaching
Manager
Coach
C h th
the
h CCoaches
h
Principal
Internal
Coach
Internal
Champions /
Coaches
Layer 2 Teams
Layer 3 Agile
Coaching and Assessment
Teams
Agile Team Maturity Stories
Business / Product
Project Management Team Practices Technical Practices
Management
Project Vision Customer Rep In The Team Stand Up Meetings Pair Programming
Stakeholder Roles Agile Requirements Iteration / Sprint Planning Collective Code Ownership
Analysis
Project & Release Planning Agile Requirements Cross Functional Team Test Driven Development
Definition Roles
Information Radiators Requirements Prioritisation Collaborative Workspace Automated Testing
Project Management Minimum Sub-Set of Team Deliverables Continuous Integration and

Deliverables Requirements Build
Project Retrospectives Agile Contracts Show and Tell Automated Deployment

Team Retrospectives Simple Architecture and
Design
Team Rewards Refactoring
RADTAC Agile Team Maturity
Agenda

g Transition
Processes & Standards

Build single ‘one stop shop’ Process Guidance website

• Accessible via Roles, Products, Process or Techniques
• Integrated Agile Governance
Across Value Chain
Product and Project approach alignment
Only
y build that which can be implemented,
p , release fast
Agile Programmes
‘Knowledge Cube’
Agile
Project s C di St
Coding Standards
d d
Agile Change Management Standards
Delivery INSPECT & ADAPT
Teams Programme Management
Governance and Prince 2

Etc………
eXtreme Programming (1st Edition)
Copyright © RADTAC
Lean Software Development
PRINCIPLES THINKING TOOLS

Eliminate The seven wastes of software development: Incomplete Work; Handoffs;
Waste Extra Features; Delays; Relearning; Defects; Task Switching
Build Define tests not Automate all tests Continuous integration
g
Quality In requirements
Create Hypothesise; experiment; Mandate standards Focus on responding
Knowledge select best option but challenge them not predicting
Defer Architect for any new Code experimentally: Decide at the last
Commitment feature at any time change-tolerant responsible moment
Deliver Speed can target cost,
S Optimise Cycle
O C Time Work to capacity: set a
Fast quality & customer needs not Utilisation repeatable velocity
Respect thrive on commitment; Good leaders bring- Partner without
People pride; trust & applause out the best in a team conflict of interest
Optimise the Focus on the full value Whole products are Measure the whole;
Whole stream: concept to cash built by whole teams not the parts
Copyright © RADTAC
The Scrum Process Framework
Daily Scrum
Meeting
24
hours
ScrumMaster
facilitates
all Team events
Sprint Planning Sprint Sprint Review &

Tasks planned by Sprint Backlog : Retrospective
Scrum Team
Potentially Shippable
Product Backlog Product Increment
Anyone can contribute items
Owned by Product Owner
36
Copyright © RADTAC
The DSDM Atern Lifecycle Framework
37
Copyright © RADTAC
The DSDM Atern Lifecycle Framework
DSDM Timebox
= Scrum Sprint
38
Copyright © RADTAC
Business
DSDM Atern Roles Sponsor
Project
Business Project Technical
Visionary Manager Coordinator
Team Leader = ScrumMaster

Team
Specific roles within Team Leader
Business
Advisor
Business Ambassador =
Product Owner
So
olution Develop
Solution Business
Multiple Business Developer Ambassador
pment
Ambassadors allowed
Additional specific
Project level roles
Project-level Business Solution
Analyst Tester
Additional roles to
support team Workshop Atern
Other
O
Facilitator Coach
39
Copyright © RADTAC
Agile / Open Unified Process
Inception Milestone: Gain agreement on the lifecycle objectives for the project
Elaboration Milestone: Create a proven, stable working architecture
Construction Milestone: Complete the release to optimal quality in the most efficient way
Transition Milestone: Ensure the release is fully available for all of its end users
Inception Elaboration Construction Transition
Modelling
Implementation
(i.e. coding)
Testing
Deployment
Project Management
Configg & Change
g Mgt
g
Environment
Copyright © RADTAC
Agile / Open Unified Process
Inception Milestone: Gain agreement on the lifecycle objectives for the project
Elaboration Milestone: Create a proven, stable working architecture
Construction Milestone: Complete the release to optimal quality in the most efficient way
Transition Milestone: Ensure the release is fully available for all of its end users
Inception Elaboration Construction Transition
Modelling
Implementation
(i.e. coding)
Testing
Deployment
Project Management
Configg & Change
g Mgt
g
Environment
Iterations within each Phase repeat until Phase Milestone is achieved

Copyright © RADTAC
Choosing Your Agile Approach
Local Practices
Other Methods & Traditional Waterfall, RUP
Wider Environment
Prince2 PMI APM ITIL
CMMI Six Sigma ISO etc.
Lean Lean Lean Lean

IT IT IT IT
Agile Project, Product
and Service Management
DSDM
A/OUP
Agile
Team
Practices DSDM
DSDM Scrum Scrum A/OUP Scrum
Agile Practices Scrum A/OUP
Agile
A il
Engineering
Practices
XP XP XP XP XP
Individual Methods PragmaticAgileTM Combinations
C
Example Enterprise Agile Framework
Projects and Small

Changes
Multiple Teams
UK & Off h
Off-shore
Alignment with
Business Goals
Cross-team
• Management
• Architecture
• Process Ownership
• Configuration
Management
• Release Testing
Agenda

g Transition

Identify & Develop: e.g.
e g Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.
etc
Capability Gap Analysis - Likely Candidates

• Agile
A il skills
kill GGap A
Analysis
l i
– People who don’t want to transform will need to be addressed
– Large reliance on very specialised SMEs ?
• Tools Gap Analysis
• Portfolio and Programme Management
– Shaping Agile Projects
– Monitoring and controlling Agile Projects
– Agile issue and Risk Management
• Communication
– Standard non-textual communication semantic
• Value Chain Analysis
– Based on Lean principles.
– What in the current delivery Value Chain adds value?
Alignment of other capabilities with transformation project
Building Teams Suppliers
☯
Independent of line mgmt
Education
Ring fencing
Contracts
Skills database
& SLAs
Soft skills
Run it as a Project Reward schemes
Defined deliverables
Resource it
Active risk/issue mgmt
Budget for it Skills
E
Empowerment
t Multi-skilling
Sh i the
Shaping th Portfolio
P tf li
“Fail fast” Split-up big projects
Training needs
Speedy decisions Clear initiation & completion
Recruitment
Devolved budgets Portfolio entryy criteria
Mentoring
Reporting processes Prioritisation
Business architecture
Organising for Agile
Involving
Feature teams
Support & the Customer Tools
Education and selling Development; Testing
maintenance
Customer champion Configuration Management
Account
User involvement strategy Informative Workspaces
p
management
Role of interface groups Workshop facilities
No separate testing
Co-location Collaboration
Time between projects
Questions?
@
Email – david.hicks@radtac.co.uk
LinkedIn – David Hicks
Twitter – @DaveHicksRADTAC
Twitter – @RADTACLtd
Designing
g g an Agile
g Transformation
David Hicks
Agile Business Conference – London – 2011

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Designing

RADTAC Founder & Director

Critical Success Factors for Agile

Processes and Standards

Related Capability Building

Coaching Support and Start

Processes and Standards

Use informal Antagonism

Slide 12 © Copyright RADTAC

New ‘Agile’ Organisational Structure,

Critical Success Factors for Agile

Raise Agile Transformation Business Case

Transition Training and Processes and Consulting and Related

Processes and Standards

Critical Success Factors for Agile

Training and Education

Training Needs Analysis

Agile Project Management training Members Coaches

Tailored Agile Team Training

Create Agile Training Portfolio 3 day

• Customised for Audience

• Culturally aware ½ day

Deep Dive Masterclass Workshops

• Focussed on specific issues

Management All Agile / Lean Architects, Developers Coaches and

Scrum Team Product Internal Scrum Managers,

3 day 1 day 3 day

Critical Success Factors for Agile

Coaching Support and Skills Transfer

Identify Pilot Projects / support projects

RADTAC Coaches or Delivery Catalysts

Information Radiators Requirements Prioritisation Collaborative Workspace Automated Testing

Project Management Minimum Sub-Set of Team Deliverables Continuous Integration and

Project Retrospectives Agile Contracts Show and Tell Automated Deployment

Team Rewards Refactoring

Critical Success Factors for Agile

Processes and Standards

Build single ‘one stop shop’ Process Guidance website

Governance and Prince 2

PRINCIPLES THINKING TOOLS

Sprint Planning Sprint Sprint Review &

Team Leader = ScrumMaster

Inception Elaboration Construction Transition

Iterations within each Phase repeat until Phase Milestone is achieved

Lean Lean Lean Lean

Projects and Small

Critical Success Factors for Agile

Related Capability Building

Capability Gap Analysis - Likely Candidates

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