Agile transformation 1.3

QAGILE.PL AGILE TRANSFORMATION 1
AGILE TRANSFORMATION
© 2018 v. 1.3
@krystian_kaczor
@QAgile_plwww.qagile.plfb.me/qagilepl

PRESENTATION
AGENDA
What is Agile?
Why Agile?
Organization Change
How Agile ?
Organization Model

HOW LONG CAN IT TAKE?

Agile Mindset, Agile Family, Agile Approach
WHAT IS
AGILE

AGILE SOFTWARE DEVELOPMENT
MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT
INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
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

WHAT’S IN IT FOR ME?
“Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
products.”

TO BE AGILE?
„ agile (adjective) /ˈæʤəl/
1. Quick and well-coordinated in movement;
• Nimble, able to act quickly yet gracefully;
• Lively, able to think and understand quickly.
2. “An enterprise ability to take advantage of opportunities, respond to
challenges, and to do so while controlling risk.” – Ken Schwaber
3. The mindset expressed through the values and principles of the
Agile Manifesto.

AGILE BE VS AGILE DO
From Be to Doing

AGILE
AGILE MINDSET
Agile Manifesto, Agile Principles
Transparency of progress and all the
information
TRANSPARENCY
Deliver highest possible business value in
limited time and resources
FOCUS ON VALUE
Timebox work and focus on delivery
ON-TIME DELIVERY
Adapt to changes, inspect progress
EMPIRICAL PROCESS
Business and IT team work together daily
COLLABORATION
Develop increments of product every
iteration
INCREMENTS
Business takes ownership of product
development
BUSINESS DRIVEN
Tools and best practices enable high
quality output on all levels
QUALITY EMBEDDED

AGILE APPROACH TO PROJECT MANAGEMENT
The Golden Triangle of Management
FIXED
ESTIMATED
SCOPE
COST
QUALITY
TIME
WATERFALL
SCOPE
COST
QUALITY
TIME
AGILE

AGILE VS TRADITIONAL
Approach Comparison
12
Waterfall Agile
TIME
TIME TIME
TIME
Visibility
Value Risk
Ability to Change

QUICKLY GENERATE AND VALIDATE IDEAS

MVP - MINIMUM VIABLE PRODUCT
Mininal Working Version of Product That Provides Value

Benefits, Value, Opportunity
WHY
AGILE?

REASONS FOR ADOPTING AGILE
Źródło: The 10th annual State of Agile™ report by VerisonOne

BENEFITS OF AGILE TRANSFORMATION
Main benefits reported by companies after Agile Transformation
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ABILITY TO MANAGE CHANGING PRIORITIES 88%
INCREASED TEAM PRODUCTIVITY 83%
BETTER TIME TO MARKET 81%
PROJECT RISK REDUCTION 74%
of respondents said that their
organization has realized success
from agile projects.
SUCCESS OF AGILE
PROJECTS
Source: 11th Annual State of Agile™ Report
98%

AGILE IMPACT
What’s IN IT FOR C-LEVEL?
Better software faster, higher quality,
Transparency of real progress
Lower cost of change
Cross-competency in teams
TECHNOLOGY
Higher customer loyalty
Better user satisfaction
Better customer experience
CUSTOMER
Faster reaction to changes, better ROI, better
Time To Market, budget spending control,
regular inspection of scope, budget spending
control, flexibility of scope, competitive
advantage
BUSINESS
Better communication, higher morale, more
productivity, better employer branding, lower
staff turnover
PEOPLE

AGILE
AGILE IN POLAND
Who is Agile?

HOW TO DO
AGILE?

QAGILE.PL AGILE TRANSFORMATION 212121QAGILE AGILE TRANSFORMATION

AGILE DIY

MANY WAYS OF BECOMING AGILE

WHEN AND WHY SCRUM?
24
Source: Ralph Stacey, University of Hertfordshire
• Simple
everything is known
• Complicated
more is known than unknown
• Complex
more is unknown than known
• Chaotic
very little is known

THE MECHANICS OF SCRUM FRAMEWORK
Roles
• Product Owner
• Development Team
• Scrum Master
Artifacts
• Product Backlog
• Sprint Backlog
• Increment
Events
• Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective

WHAT DO YOU NEED TO START WITH SCRUM?
1. Clear goals and vision of Product
2. Delegated, empowered Product Owner from business
3. Dedicated, self-organized, cross-functional, co-located
Development Team
4. Experienced Scrum Master co-located with the team
5. Ordered, estimated Product Backlog
6. Definition of Done with IT company standards and quality
embeded
7. Development Environment

Scrum
Teams
SCRUM NEEDS ENVIRONMENT
Agile Manifesto, Agile Principles
REMOVING IMPEDIMENTS
FOCUS ON PRODUCTS
RELEASE MANAGEMENT
MANAGEMENT
AGILE HR
OTHER TEAMS
OTHER PLATFORMS
BUDGETING
INFRASTRUCTURE AND
TOOLING

Organization Change
ORGANIZATION
TRANSFORMATION

WHAT KIND OF PROBLEM ARE WE TRYING TO SOLVE?
Cynefin Model
29

AGILE ADOPTION MODELS
1. Evolution vs Revolution
2. Planned vs Empirical
3. All In vs Bi – Modal vs Area Based (Scrum Studio)
4. Hierarchy vs Autonomy
5. Projects vs Products vs Platforms
6. Template vs Tailor Made

COMMUNICATE CHANGE
V x D x FS > RC
V – Vision
D – Dissatisfaction of the current state
FS – First Steps
RC – Resistance of Change

8 STEPS OF CHANGE MANAGEMENT

CURVE OF CHANGE
Virginia Satir

TOP 5CHALLENGES IN AGILE ADOPTION
63%
47%
45%
43%
41%
COMPANY CULTURE ODDS WITH AGILE VALUES
LACK OF EXPERIENCE WITH AGILE METHODS
LACK OF MANAGEMENT SUPPORT
GENERAL RESISTANCCE TO CHANGE
LACK OF PRODUCT OWNER

LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (1/2)
1. Organizations are implicitly optimized to avoid changing the status
quo middle- and first-level manager and “specialist” positions &
power structures.
2. As a corollary to (1), any change initiative will be reduced to
redefining or overloading the new terminology to mean basically
the same as status quo.
3. As a corollary to (1), any change initiative will be derided as
“purist”, “theoretical”, “revolutionary”, "religion", and “needing
pragmatic customization for local concerns” — which deflects from
addressing weaknesses and manager/specialist status quo.

LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (2/2)
4. As a corollary to (1), if after changing the change some managers
and single-specialists are still displaced, they become
“coaches/trainers” for the change, frequently reinforcing (2) and
(3).
5. Culture follows structure.

OGRANIZATION
MODEL

NEW ORGANIZATION MODEL - HIERARCHICAL
Scaled Agile Framework

NEW ORGANIZATION MODEL - AUTONOMY
Spotify

NEW ORGANIZATION MODEL - CUSTOM MADE

OGRANIZATION
CHANGE

QAGILE.PL AGILE TRANSFORMATION 424242QAGILE AGILE TRANSFORMATION

Source: Gerald Weinberg, Quality Software Management: Systems Thinking
CONTEXT SWITCHING COST
100
40
20
10
5
0
20
40
60
70
0
20
40
60
80
100
1 2 3 4 5
Percent
Number of Simultaneous Projects
Working Time Available Per Project Loss to Context Switching

ORGANIZATION SHIFT
• Focus on Business Value instead of full scope, find MVP
• Empowered & Dedicated Product Owners
• Focus on one product – Start finishing, stop starting
• Self-organizing, stable teams
• Iterative & incremental development
• Agile Contracts with Vendors
• Emerging architecture
• Continuous Integration and Deployment – DevOps
• Servant-leadership style of management – coaching, supporting, removing
impediments
• Measure and improve
• Lean out budgeting

MVP OF AGILE TRANSFORMATION
• Strong Business Owner (sponsor preferably)
• Clean vision
• Quick decision making
• Clean backlog
• Scope and budget management focused on value
• Self-organizing team of professionals
• Co-located Team
• 100% assignment to 1 project (product preferably)
• Priority in organization

TOP 5 SUCCESS FACTORS FOR AGILE TRANSFORMATION

AGILE TRANSFORMATION SUPPORT
• Train Everyone
• Communities of Practice
• Scaling Frameworks
• Scrum Master Guild
• Product Owner Guild
• Connect with Agile Communities
• Agile Clinic/Agile Corner

THANKS FOR WATCHING!
Krystian Kaczor
+48 782 222 016
krystian.kaczor@qagile.pl
@krystian_kaczor
@QAgile_plwww.qagile.plfb.me/qagilepl

Agile transformation 1.3

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