real agility program - leadership - executive briefing
TRANSCRIPT
Real Agility Program
Executive Briefing
Copyright 2014Berteig Consulting Inc.
www.berteigconsulting.com
Transforming People, Process and CultureThrough the power of
The Problem
Typical: Opportunity Waste
BadIdeas Excessive
Complexity
OverloadedProjects
Lack ofInnovationPoor
Prioritization
RealProductivity
Typical: Process Waste
Waste(60-80%)
Value(20-40%)
Typical Value Delivery Process
Taming the Bureaucratic Beast
Opportunity Waste + Process Waste = The Bureaucratic Beast
● inefficiency
● dis-engaged staff
● poor quality
● slow time-to-market.
The Real Agility Program comes fromdecades of research on ways to tamethe bureaucratic beast.
Project Success Rates
● Agile is proven in IT and software development
● Growing in use in non-technology such as marketing,operations, sales, education, healthcare, etc. but not yet fullyproven.
Real Agility Basics:Agile + Lean
Real Agility: Delivery Process
Cycles provide:● rapid delivery of incremental results toward the goal● fast feedback on scope, quality and value
GOALGOALCycle Cycle Cycle Cycle Cycle Cycle Cycle
Real Agility: Management Process
Idea!Process StepOr Activity
Process StepOr Activity
Value-AddedActivity
Process StepOr Activity
Delivery!
Time To Market (TTM) or Lead Time
Optimize your value stream:● remove non-value-added activities● watch out for excessive queues of partial results
Real Agility: Human Resources
Real Agility Delivery Teams
● Clear overall goal
● Multi-skilled
● Self-Organizing
● Small (5 to 10 people)
● Stable full-time membership
● Simple roles
DeliveryTeam
Lots of Radical Differences
Real Agility
● Prioritize work by value
● Self-organizing teams
● Team focus
● Evolving requirements
● Skills-based interactions
And lots more...
Traditional
● Critical path analysis
● Managed resources
● Project focus
● Frozen requirements
● Roles-based interactions
The Agile – Lean Ecosystem
The Agile – Lean Toolbox
Agile – Lean Values and PrinciplesValues
Individuals and InteractionsCustomer CollaborationResponding to Change
Respect for PeopleContinuous Improvement
Focus on Value
PrinciplesDeliver Frequently, Face-to-Face Communication,
Teams of Motivated Individuals, Simplicity,Evolving Requirements, Architectures, Designs,
Regular Reflection for Improvement, Customer Satisfaction,Welcome Changing Requirements, Business and
Developers Work Together, Sustainable Development,Technical Excellence, Measure Delivered Value
Scrum OpenAgile Kanban Crystal XP FDD
User Stories Bucket System Starfish Heat Chart Buy a Feature
TDD Refactoring Product Box Speedboat Retr-o-mat Value Stream
Task Board Stop the Line Skills Matrix Pairing Team Room
and muchmore...
and muchmore...
Culture!
Why ChooseReal Agility?
Approaches to Agile Adoption
There are five approaches to adopting Agile methods within anorganization.
Ad Hoc Grassroots Pragmatic Transformative Big-Bang
FasterSlower
RiskierRiskier Safer
Comparing Adoption MethodsM
agni
tude
of
Bus
ines
s R
esul
ts
Certainty of Results
Grassroots(e.g. Telus)
Big-Bang(e.g. WildcardSystems)
Ad-Hoc(e.g. Nortel)
Transformative(e.g. Equitable)
Pragmatic(e.g. Capital One)
Grassroots
● Useful in low-urgency change initiatives● Slow incremental change driven bottom-up, supported by leaders● Modest initial results● Low risk, long time to full Agility
Pragmatic
● Designed to fit in with existing middle management structures● Slow incremental change driven top-down● Agile and Lean as tools, not cultures● Modest initial results● Low risk, long time to full Agility
Transformative
● Requires top-to-bottom organizational/structural change● Grassroots driven change through servant leadership● Great results gained quickly● Moderate risk, moderate time to full Agility
Agile Culture
Regardless of adoption strategy...
● Seeing the whole picture is critical to success therefore:
Truthfulness is the Foundation!
● Cultural and behavioral change requires emotional commitment:
Love is the strongest driver of change
Culture Change
Change is often challenging:
Unexpected ProblemsTwo steps forward, one step back
Persistent roadblocks
Leaders need patience and persistence(this is hard work!)
Culture Change Over Time
Time Scale*:Pragmatic: 8 to 10 yearsTransformative: 3 to 4 years
*estimates for 1000 person organizationTime
Spre
ad o
f New
Cul
ture
Every organization starts with a bit of Agility
Transformation and the Chasm
* Adapted from “Crossing the Chasm” by Geoffrey Moore
The Bottom Line
● Transformative change sticks!● Real Agility requires strong executive support across the organization● Real Agility is highly systematic and adaptable to your organization● Great business results!!!● High job satisfaction!!!
Real Agility Program
Real Agility Program Tracks
Real Agility Program – Tracks
● Assessment– Consulting to create report with recommendations– Results in a detailed customized change program
● Delivery– Launch project, product and operational teams– Grassroots-driven continuous improvement
● Management– Develop in-house Real Agility Coaches– Learn to manage Delivery Groups for scaled efforts
● Leadership– Drive strategic change for long-term results– Lead by example for enterprise culture change
Real Agility – Results
Before
RealAgilityQuality
Before
RealAgilitySpeed
ToMarket
20x Improvement(<5 defects / year)
10x Improvement
Before
RealAgilityProcess
Efficiency
5x Improvement
Before
60% Improvement
RealAgility
EmployeeRetention
* Typical results. The exact mix of results will depend on baseline measures, and key risk factors being managed. All results aremeasured after transformation stabilizes.
Real Agility: A Delivery Group
Real Agility: The Agile Organization
Leadership Track
● Authority to make enterprise changes
● 2 days of support / month
● 12 to 24 months duration
● Delivered by a Real AgilityEnterprise Engineer
Leadership Track – Urgency
● Sense of urgency (e.g. Time to Market)– Competitive Threat– Burning Platform– Window of Opportunity
● Rational and Emotional
● Constant Communication
Leadership Track – Behaviour
● Use Agile (e.g. OpenAgile or Kanban) for all Leadership work– Iterations, Agile Roles, etc.– Visible backlog, task board, team room
● Learn empathy for staff-level teams– Creates trust and appreciation
● Don't stop!
Leadership Track – Change Program
● Focused on Obstacles from Teams– Technical– Physical– Skills– Culture– Org Structure– Governance
● Change incrementally– Learning organization / continuous improvement– Engineering vs. Growing (Car vs. Tree)
● Prioritized by Value!
Management Track
● Sustain the smooth function of the organization
● 1 day of support / week
● 10 to 12 months duration
● Delivered by a Real AgilityEnterprise Engineer
● Maximum cohort of 20managers
Management – Paradigm Shift
● Management needs to change thinking and habits● Empower and facilitate● Agile and Lean thinking● Motivation: purpose, autonomy and mastery● High performance teams
Management – Delivery Teams
● Empowering people means removing obstacles$$$ 12:00 Paperwork
● Encourage growth in skills (not just tech)● Deal with dysfunction (e.g. fighting, politics)● Managers create smooth functioning org● Real Agility Managers:
– Coaching– Supportive environment– Continuous learning and improvement
Management – Agile and Lean
● Frameworks: Scrum, OpenAgile, Kanban● Theory: Agile Manifesto● Scaling: SAFe, LeSS, RA-DO● Tools: Value Stream Mapping, Retrospectives● Real Agility Program
– Assessment– Leadership– Management– Delivery
Management – Communication
● Obstacles to communication● Active Listening● Consultative Decision-Making
– Diversity– No ownership of ideas– No offense given or taken– Full expression– Unified action
Management – Deliver Training
● Safety and creating a safe environment● Focus and time-boxing● Effective meetings● Diverge / converge● Personality conflict, “whole person”● Staying out of conflict● Your state of mind and heart● Detachment from results
Management – Team Development
● Assessing “Agility”● Metrics, goals, purpose● Niche tools and techniques● TDD, Innovation Games, etc.● Norming and continuous improvement
Management – Mentoring
● Influence● Relationship building● Guidance vs. Authority● Stages of mentoring
– Establishing the relationship: goal set collaboratively– Knowledge/skill gap
between mentor andmentored
– Requesting help, offeringhelp, accompaniment
– Ending the relationship– After mentoring
Management – Crisis and Victory
● Crisis and stability for managers● Emotions● Informing others about crisis● Helping others with crisis
– Coping– Thriving
● Urgency and change● Continuous improvement
and “victory”
Management – Knowing Doing Gap
● Knowing-doing gap● Team culture, org culture, external culture (eg. family)● Adoption curve● Sustainability
– Truthfulness to see the whole picture– Love is the strongest driver
of change● Role of managers in culture
– Get to new culture– Institutionalize the new
culture
How We Help
Example Results
Value Waste (50%)
Value Waste (80%)
Before Real Agility, most organizations are at about 20% process efficiency
Example Scenario:
20% process efficiency:fully-loaded cost of staf $1M/yr
=> value delivered > $1M/yr
50% process efficiency:=> value delivered > $2.5M/yr
Net benefit of Real Agility: $1.5M/yr Real AgilityNet benefit
Transforming People, Process and CultureThrough the power of
About Berteig Consulting
● Founded in 2004
● Focus on helping large and medium size organizations adoptAgile methods at the enterprise level
● Key clients include Charles Schwab, Capital One, Suncor,RBC, AIMIA, Workopolis, Schlumberger and Bruce Power(and some bad experiences at Nortel and RIM)
● Services include:– Strategic consulting and Management coaching– The Real Agility Program and the Scaled Agile Framework– Contract ScrumMasters, Product Owners and Agile Coaches– Customized and Certified Agile training programs
Q & A
Contact Us
Mishkin BerteigPresident, Senior Agile Coach
[email protected]: +1 416 559 1919
Office: +1 519 668 7497Main: +1 905 868 9995
Travis BirchPartner, VP of Consulting Services
[email protected]: +1 416 994 8723
Main: +1 905 868 9995
Nima HonarmandanBusiness Development Manager
[email protected]: +1 647 779 9509
Main: +1 905 868 9995
Melanie AndersenPartner, CFO / COO
[email protected]: +1 416 557 1919
Office: +1 519 668 7497Main: +1 905 868 9995
http://www.berteig.com/
http://www.realagilityprogram.com/http://www.scrumteamassessment.com/
http://www.worldmindware.com/http://www.agileadvice.com/
David SabineSenior Consultant
[email protected]: +1 416 254 3665
Office: +1 519 668 7497Main: +1 905 868 9995