Lean Agile US 2017 - LACE

Lean Agile Center of Excellence (LACE)
Drinking our own champagne
Deema Dajani
February 2017

2 © 2017 CA. ALL RIGHTS RESERVED.
“it was like the tide came, and washed all away”

the eco system

Transform the eco system
to sustain the change

A shift
Early
Agile
pilots

A shift
and
now…

Why does it
get harder?

Depends on where they are

Need a Lean Agile transformation group
Enterprise
Business
Unit
Business
Unit
Business
Unit Group
Shared
Service Unit
Corporate
Functions
Enterprise
LACE

How Agile is your Agile
transformation initiative?

Rate your transformation effort:
not the teams you launch or coach!
 Team, dedicated? 1……2……3……4……5
 Adaptive planning? 1……2……3……4……5
 Principles of flow applied? 1……2……3……4……5
 Feedback loops? 1……2……3……4……5
 Systems thinking? 1……2……3……4……5
20-25 Lean machine 15-19 On the right track 5-14 Time to drink your own Champagne
Absolutely!No

The executive sees
an investment
– How much
– How long
– How will I know I’m making a return on this investment

It’s a change initiative
Institutionalize the change
Consolidate & build on the gains
Create short-term wins
Empower people to act on the vision
Communicate the vision
Develop a clear shared vision
Create a guiding coalition
Establish a sense of urgency or sense of Purpose
 Source: John Kotter

What does any successful
initiative need?

What does any successful initiative need?
LACE
Vision
Team
Sponsorship
Roadmap

Empowering
LACE

Is it at the right level:
 Not high enough?
 IT only?
 Business only?
 Project only?
 Driven by the CEO, reporting to the Board of Directors?

Form a guiding Coalition

Back to basics
LACE
Vision
Team
Sponsorship
Roadmap

ideas from
SAFe

Vision (example)
Our Agile CoE:
 Is • Evolution of how we deliver business value
• Alignment across silos
• Creating an environment for evolution
 Is not • Solution for everything, a silver bullet
• A central management office to take over execution responsibility
• A Cost cutting play
 Customers • Xyz IT
• XYZ Business
 Value Prop - Why • Attract and retain talent
• Ability to sense and respond to change
• Better work prioritization and execution decision making
 Success Measures • Adoption: % people
• Sustainability: # persistent program teams
• Scalability: # solutions for constrains
• Time to Market: initiative/project cycle time
• Business Value: TBD business value measure

Change Canvas

Team
Advisory / Sponsorship
CD/CI
Product Owner
Core Team
Deema
Michael
Alex
Capitalization
Joe
Agile Architecture
Colocation
Real estate
Agile HR roles
Richard
Drew
Core LACE team
Epic
Owners
Sponsorship
Product
Ownership
Scrum Master

Backlog & Roadmap

Synchronize and adapt plans
PI Planning
Limit WiP
Capacity based
Planning
Alignment
Adapt your plan

Cadence & Decision Making
Meeting Frequency Purpose Audience
Mid range Planning
(PI Planning)
Quarterly Align on Priorities,
Limit WiP
Everyone
Sponsorship Monthly Update sponsor on
progress, impediments,
key decisions
CIO
LACE Sync Daily Standup Core LACE Team
Epic LACE Owners 1/wk Scrum of Scrums Core LACE Team
Epic LACE Owners
Broadcast
Communications
Quarterly Knowledge sharing,
voluntary forum for
anyone interested
All Unit
Staff Updates -- Provide updates into
various ELT staff updates
Manager staff

Portfolio Management for LACE
Governance
Program
management
Strategy &
investment
funding

Measurement & Baseline
Group Structure Launch
State
# People # Teams
xxxxxxx ART ## 5
xxxxxxxx ART part of VS xxxx ## 7
xxxxxxx ART part of VS xxxx ## 5
xxxxxxxxx Kanban ## 8
Dimension Measure Value
Q4 2016
Adoption % xyz People on Kanban/Lean/XP/Scrum/SAFe teams %
Sustainability # Persistent Teams ##
Scalability # Roadmap solutions achieved ##
Time to Market Project or Initiative cycle time ##
Business Value Realized Net promoter score, Business success measure ##

Evolving the transformation
for large enterprises

Scaling the Transformation
for larger enterprises
Enterprise
LACE
Local
LACE
Local
LACE
Local
LACE
Local
LACE
Local
LACE
Local
LACE

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