Modern agile - tools for successful agile transformation
- 1. Kuva: Eneas De Troya, Flickr Modern Agile How to succeed in agile transformation Karoliina Luoto · Codento · 7.11.2018
- 2. Why agile methodologies? Source: 12th Annual State of Agile Report. 2018, VersionOne. % of respondents Better manage distributed teams Increase software maintainability Reduce project cost Improve engineering discipline Improve team morale Reduce project risk Improve business/IT alignment Enhance delivery predictability Enhance software quality Improve business/IT alignment Increase productivity Enhanced ability to manage changing priorities Accelerate delivery
- 3. Vision work Vision on future based on market enviroment and operations understanding Market environment mapping Value chains and change - opportunities, risks, inspiration Operations understanding and development How is customer value produced? Recognizing value adding parts of operations and investing on those Building and inspecting metrics Measuring effectiveness, added value to customer, progress towards goal Systematic development with rapid experiments Continuous improvement as part of work: solving development impediments and implementing learnings or testing the next hypothesis Operational culture Systematic skills development of leadership and personnel for inspiration and reward Setting development goal Recognizing problem areas based on vision, customer need and current operations and setting development goals based on that Customer need analysis Who is customer and what do they need? Picture copyright Codento Oy 2018
- 4. From an agile team to a lean system Four stages, 2-4 years © 2012 James Shore and Diana Larsen, Agilefluency.com Start: Building code Focus on business value Team culture shift Deliver business value Optimize business value Optimize for systems Team skills shift Organization culture shift Organization structure shift
- 5. Modern agile principles Aiming at the core aspects of successful agile development: ● Development work produces continuous measurable value to customer ● Development is done safely: risks are restricted and they are managed together ● Most challenging parts of development are done as experiments, and results are measured and learned from ● Motivated and skillful people are the core of everything modernagile.org
- 6. Transparency Responding to change Adaptation User need Testing Continuous releasing Roadmap planning Strategy Operational environment changes Measurability Piloting Sharing success points Measuring Trans- parency Methods Actor starting point Frameworks NetworksObjectives & Key ResultsStrategy (Peer) evaluation Piloting New business Kaizen Ret- ro- spec tives Courage Modern Agile - modular evolvement User-centered development Coaching, sharing learnings Scrum and kanban for co-ordination Shared work agreement Agile releases and scaling Lean portfolio managementAgile product leadership and procuring Continuous improvement Rapid experiments Lean objectives Internal Startups Concretizing methodology Measuring Self-managing culture A thoroughly agile organization needs a large set of practices. However, in order to succeed in agile transformation, it is vital to start from biggest bottlenecks of development work. That way everyone can see the benefits in practice.
- 7. Scrum and kanban for co-ordination Agile product leadership Sharing learnings Continuous improvement Once the selected modules are part of everyday life, we can proceed to implementing the next ones. User-centered development Modern Agile - modular evolvement
- 8. Photo: California Bakery, Flickr What would Make our client happy?
- 9. Transparency Responding to change Adaptation Continuous releasing Roadmap planning Strategy Operational environment changes Measurability Measuring Trans- parency Methods Actor starting point Frameworks NetworksObjectives & Key ResultsStrategy (Peer) evaluation Piloting New business Kaizen Ret- ro- spec tives Courage Modern Agile - modular evolvement User-centered development Coaching, sharing learnings Scrum and kanban for co-ordination Agile releases and scaling Lean portfolio management Continuous improvement Rapid experiments Lean objectives Internal Startups SAFe or LeSS User need analysis Testing Prototyping Shared work agreement Agile product leadership and procuring Piloting Sharing success points Concretizing methodology Measuring Self-managing culture
- 10. Deliver value continuously modernagile.org, kehitetty edelleen Codento Oy:n toimesta Transparency Responding to change Adaptation User need analysis Testing Prototyping Continuous releasing Roadmap planning Operational environment changes SAFe or LeSS Scrum and kanban for co-ordination Agile releases and scaling User- centered development
- 11. Scrum and Kanban for co-ordination Agile releases and scaling ● Learn about user needs ● Test solutions ● Optimize work flow ● Respond to change ● Make development transparent ● Make releasing easy, release often ● If several teams develop dependent products, scale (with e.g. LeSS) modernagile.org, kehitetty edelleen Codento Oy:n toimesta User- centered development Deliver value continuously
- 12. Photo: massdistraction, Flickr Mitä vaatisi, että oppiminen Olisi meillä turvallista? Kuva: Flickr, guilherme jofili What would safety to change Require in our environment?
- 13. Transparency Responding to change Adaptation Continuous releasing Roadmap planning Strategy Operational environment changes Measurability Measuring Trans- parency Methods Actor starting point Frameworks NetworksObjectives & Key ResultsStrategy (Peer) evaluation Piloting New business Kaizen Ret- ro- spec tives Courage Modern Agile - modular evolvement User-centered development Coaching, sharing learnings Scrum and kanban for co-ordination Shared work agreement Agile releases and scaling Lean portfolio managementAgile product leadership and procuring Continuous improvement Rapid experiments Lean objectives Internal Startups SAFe or LeSS User need analysis Testing Prototyping Piloting Sharing success points Concretizing methodology Measuring Self-managing culture
- 14. modernagile.org, kehitetty edelleen Codento Oy:n toimesta Strategy Measurability Piloting Sharing success points Concretizing methodology Make safety a prerequisite Lean portfolio management Agile product leadership and procuring Shared work agreement
- 15. Lean portfolio management Agile product leadership and procuring Shared work agreement Make safety a prerequisite ● Pilot ways of working ● Make a minimum viable work agreement ● Lead the methodology change building on successes ● Lead development on objective level and build on trust ● Measure results ● Strategic priorities for projects ● Fund added value to customer ● Rolling estimating and budgeting modernagile.org, kehitetty edelleen Codento Oy:n toimesta
- 16. Kuva: aglet, Flickr What is the thing customers Would want us to try now?
- 17. Transparency Responding to change Adaptation Continuous releasing Roadmap planning Strategy Operational environment changes Measurability Measuring Trans- parency Methods Actor starting point Frameworks NetworksObjectives & Key ResultsStrategy (Peer) evaluation Piloting New business Kaizen Ret- ro- spec tives Courage Modern Agile - modular evolvement User-centered development Coaching, sharing learnings Scrum and kanban for co-ordination Shared work agreement Agile releases and scaling Lean portfolio managementAgile product leadership and procuring Continuous improvement Rapid experiments Lean objectives Internal Startups SAFe or LeSS User need analysis Testing Prototyping Piloting Sharing success points Concretizing methodology Measuring Self-managing culture
- 18. Experiment & learn rapidly modernagile.org, kehitetty edelleen Codento Oy:n toimesta Measuring Trans- parency Piloting Measuring New business Kaizen Ret- ro- spec tives Courage Sharing success points Continuous improvement Internal startups Rapid experiments
- 19. Continuous improvement Internal startups Rapid experiments ● If environment requires, build laboratories for rapid experiments ● Built in to Scrum and Kanban ● Not a project but a constant opportunity for making work more meaningful ● Recognize impediment -> make a hypothesis on solution -> test -> implement results modernagile.org, kehitetty edelleen Codento Oy:n toimesta Experiment & learn rapidly
- 20. Photo: massdistraction, Flickr Kuva: Flickr, guilherme jofili What do our people need now In order to succeed?
- 21. Transparency Responding to change Adaptation Continuous releasing Roadmap planning Strategy Operational environment changes Measurability Measuring Trans- parency Methods Actor starting point Frameworks NetworksObjectives & Key ResultsStrategy (Peer) evaluation Piloting New business Kaizen Ret- ro- spec tives Courage Modern Agile - modular evolvement User-centered development Coaching, sharing learnings Self-managing culture Scrum and kanban for co-ordination Shared work agreement Agile releases and scaling Lean portfolio managementAgile product leadership and procuring Continuous improvement Rapid experiments Lean objectives Internal Startups SAFe or LeSS User need analysis Testing Prototyping Piloting Sharing success points Concretizing methodology Measuring
- 22. Make people awesome modernagile.org, kehitetty edelleen Codento Oy:n toimesta Methods Actor starting point Frameworks Networks Objectives & Key ResultsStrategy (Peer) evaluation Piloting New business Lean objectives Coaching, sharing learnings Self-managing culture
- 23. Lean objectives Coaching, sharing learnings Self- managing culture ● Link team and personal obectives to vision ● Let them modify their objectives ● Make sure people get support for learning ● Enable people interested in same subject to learn from each other ● Degelate everyday decisions to those doing the work ● Encourage self-management modernagile.org, kehitetty edelleen Codento Oy:n toimesta Make people awesome
- 24. Transparency Responding to change Adaptation User need Testing Continuous releasing Roadmap planning Strategy Operational environment changes Measurability Piloting Sharing success points Measuring Trans- parency Methods Actor starting point Frameworks NetworksObjectives & Key ResultsStrategy (Peer) evaluation Piloting New business Kaizen Ret- ro- spec tives Courage Modern Agile - modular evolvement User-centered development Coaching, sharing learnings Scrum and kanban for co-ordination Shared work agreement Agile releases and scaling Lean portfolio management Agile product leadership and procuring Continuous improvement Rapid experiments Lean objectives Internal Startups Concretizing methodology Measuring Self-managing culture Which quadrant do you feel is the most relevant for your table? Which of the three tools inside it would make most sense to start from? What would it require that it would be implemented?
- 25. The pace of the change Depends on the environment Photo: Karoliina Luoto
- 26. Understanding the status quo and the scaled agile transformation Working using the scaled agile approaches Setting mutual framework Observation of work Large scale trials and trust Documentation of learning A unified scaled agile way of working Research and teach Facilitate Mentoring of development Focus of development Consulting approach Employee focus Stage of maturity 1 2 3 4 5 The goal: an enterprise not afraid to learn
- 27. Käyttäjä- lähtöinen kehittäminen Kehityksen arki: Scrum tai Kanban Yhteinen työtapa- sopimus Ketterät julkaisut Lean portfolion- hallintaKetterä ohjaus ja hankinta Lean tavoitteen- asetanta Valmennus ja oppien jakaminen Itseohjautuva kulttuuri Jatkuva parantaminen Sisäiset Startupit Nopeat kokeilut (PDCA) Kaikilta tasoiltaan ketterä organisaatio tarvitsee paljon toimivia käytäntöjä. Projekteissa on kuitenkin hyvä aloittaa siitä, mikä juuri nyt tuntuu vaativan eniten kehittämistä. Silloin uusista käytännöistä saadaan eniten hyötyä. Kun valitut moduulit on saatu eläväksi elämäksi, toimintamallia voidaan täydentää seuraavilla oleellisilla osilla. Läpinäkyvyys Muutokseen reagoiminen Sopeuttaminen Asiakkaan tarve Testaaminen Julkaistaan jatkuvasti Tiekartta- suunnittelu Asiakkaan tarve Strategia Toiminta- ympäristön muutos Mitattavuus Pilotointi Onnistumisten levittäminen Mittaa- minen Läpi- näkyvyys Viitemallit Toimijan lähtökohdat Työkalut VerkostotObjectives & Key ResultsStrategia Vertaisarviointi Pilotointi Mittaa- minen Uusi liike- toiminta Kaizen Ret- ro- spek- tiivit Rohkeus Pikku hiljaa ketteräksi Visio Lean change management Kuva: Flickr, José María Pérez Nuñez Change is systemic Fixing one thing often fixes others
- 28. Development challenge Which obstacle will be tackled next? Based on model from (c) Mike Rother Current condition What prevents us? 1 2 3 4 5 6... Target condition ●
- 29. Photo: Javier Martínez Solera, Flickr Learning together Opens new horizons [email protected] · [email protected] · [email protected] · [email protected] ·