why agile fails in large enterprises—and what to do about it
TRANSCRIPT
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WHY AGILE IS FAILINGIN LARGE ENTERPRISES
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WHY AGILE IS FAILINGIN LARGE ENTERPRISES
…and what you can do about it
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www.leadingagile.comtwitter.com/mcottmeyer
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MIKE COTTMEYER
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A BRIEF HISTORICAL PERSPECTIVE
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1943
1950-
1960s
1985
1990
1995
1996
1997
1998
2000
2001
USAF & NASAX-15 hypersonic jetIterative Incremental Delivery
Hirotaka Takeuchi & Ikujiro NonakaThe New New Product Development Game
1990 - Sutherland & SchwaberScrum Framework
DSDN ConsortiumDynamic SystemDevelopment Method
1996 - Beck, Cunningham, JeffriesExtreme Programming
Jeff de LucaFeature Driven Development
Alistair CockburnCrystal Methodologies
Robert CharetteLean Development
THEAGILE
MANIFESTO
Taiichi Ohno Toyota Production SystemKanban
Hardware Software
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Individuals & interactions
Processes & toolsover
Working softwareComprehensive documentation
over
Customer collaboration Contract negotiationover
Responding to change Following a planover
That is, while there is value in the items on the right, we value the items on the left more.
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Source: www.agilemanifesto.org
MANIFESTO VALUES
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Satisfy the Customer
Welcome Change
Deliver Frequently
Collaborate Daily
Support & Trust Motivated
Teams
Promote Face-to-Face Conversations
Deliver Working Software
Promote Sustainable
Pace
Promote Technical
Excellence
Maximize Through Simplicity
Have Self-Organized
Teams
Reflect & Adjust
Regularly
Source: www.agilemanifesto.org
MANIFESTO PRINCIPLES
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BELIEFS ABOUT AGILE & TRANSFORMATION
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Culture
PracticesStructure
BELIEFS…
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Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
CULTURE DRIVEN
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Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
• Belief that delivery systems will emerge based on new thinking
CULTURE DRIVEN
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Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
PRACTICES DRIVEN
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Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
• Belief that agile is a process or way to work
PRACTICES DRIVEN
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Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
STRUCTURE DRIVEN
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Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
• Belief that culture and practices only emerge within a rational structural and planning framework
STRUCTURE DRIVEN
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Culture
PracticesStructure
... all three are essential, but where you start is also essential…
WHERE TO START?
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LEADINGAGILE THEORY OF TRANSFORMATION
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Theory of Transformation
Agile transformation begins by defining a
rational system of delivery for the enterprise
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Theory of Transformation
True agility comes by breaking dependencies between teams across the
organization
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Theory of Transformation
Healthy culture and solid practices emerge within a
rational delivery framework
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WHY AGILE WORKS
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Team
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Team
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
Few if any dependencies
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WHY AGILE WORKS AT SCALE
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Accountability Measureable Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Measureable Progress
Governance
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Metrics & Tools
Governance
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Metrics & Tools
Governance
Teams have autonomy across the organization
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WHY AGILE FAILS
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
ProgressOften caused by
too many external dependencies
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WHY AGILE FAILS AT SCALE
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofGovernance
Lack ofMeasureable
Progress
Lack ofAccountability
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofStructure
Lack ofMeasureable
Progress
Lack ofGovernance
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofGovernance
Lack ofStructure
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofGovernance
Lack ofStructure
Too much coordination
between teams
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ORGANIZATIONAL BARRIERS TO AGILE
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Team
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Matrixed Organizations
Team
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Matrixed Organizations
Non-instantly Available
Resources
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Shared Requirements
Between Teams
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Large Products with Diverse Technology
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Low Cohesion & Tight Coupling
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
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Corollary One:
Solving for the issues that get in the way of
effectively practicing agile is what should guide your
agile transformation initiative
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MAPPING YOUR AGILE TRANSFORMATION
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Pre
dic
tab
ility
Ad
ap
tability
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AE
PC
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Project
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Project Pilot
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Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Project Pilot
![Page 71: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/71.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Adopt Pilot
![Page 72: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/72.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
![Page 73: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/73.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
![Page 74: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/74.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
![Page 75: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/75.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
![Page 76: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/76.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
![Page 77: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/77.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
LOB
Reduce Batch Size
![Page 78: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/78.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
LOB
LOB
LOB
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
![Page 79: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/79.jpg)
Corollary Two:
Agile can mean different things to different
companies and not all agile approaches will work well for every organization
![Page 80: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/80.jpg)
INCREMENTAL AND ITERATIVE IMPROVEMENT
![Page 81: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/81.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
![Page 82: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/82.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
![Page 83: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/83.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
![Page 84: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/84.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
![Page 85: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/85.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
![Page 86: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/86.jpg)
Pre
dic
tab
ility
Ad
ap
tability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
![Page 87: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/87.jpg)
Corollary Three:
Organizational change can be mapped out in such a way that outcomes are
measureable and predictable and
economically justified
![Page 88: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/88.jpg)
DEVELOPING YOUR ROADMAP
![Page 89: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/89.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics & Tools
![Page 90: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/90.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics & Tools
![Page 91: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/91.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Metrics & Tools
Structure
![Page 92: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/92.jpg)
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Metrics & Tools
Structure
![Page 93: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/93.jpg)
STRUCTURE
![Page 94: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/94.jpg)
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
![Page 95: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/95.jpg)
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
![Page 96: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/96.jpg)
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
Team
![Page 97: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/97.jpg)
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
Team
Team
![Page 98: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/98.jpg)
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
![Page 99: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/99.jpg)
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
![Page 100: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/100.jpg)
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
![Page 101: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/101.jpg)
GOVERNANCE
![Page 102: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/102.jpg)
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
![Page 103: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/103.jpg)
Product & ServicesTeams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
![Page 104: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/104.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
![Page 105: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/105.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
![Page 106: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/106.jpg)
METRICS
![Page 107: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/107.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
![Page 108: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/108.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
![Page 109: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/109.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
• Cycle Time• Features Blocked• Rework/Defects
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Rate• Acceptance % Ratio• Scope Change
![Page 110: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/110.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
• Cycle Time• Features Blocked• Rework/Defects
• Takt Time/Cycle Time• Time/Cost/Scope/Value• RIO/Capitalization
![Page 111: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/111.jpg)
Corollary Four:
Organizational constructs, governance models,
metrics and controls can be established without
violating the principles of agile
![Page 112: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/112.jpg)
INCREMENTALTRANSFORMATION
![Page 113: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/113.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
![Page 114: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/114.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Increment Two
![Page 115: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/115.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Three - N
![Page 116: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/116.jpg)
ITERATIVETRANSFORMATION
![Page 117: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/117.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
![Page 118: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/118.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
![Page 119: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/119.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
![Page 120: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/120.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
![Page 121: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/121.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 122: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/122.jpg)
ITERATIVE & INCREMETNAL CHANGE
![Page 123: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/123.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 124: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/124.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Iteration Two
![Page 125: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/125.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Three
Agile Rollout
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 126: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/126.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 127: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/127.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 128: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/128.jpg)
Corollary Five:
Organizations can adopt agile safely and pragmatically by iteratively and
incrementally introducing structure, governance,
and metrics and maturing practices and culture over
time
![Page 129: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/129.jpg)
SUMMARY
![Page 130: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/130.jpg)
Theory of Transformation
Agile transformation begins by defining a
rational system of delivery for the enterprise
![Page 131: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/131.jpg)
Theory of Transformation
True agility comes by breaking dependencies
between teams across the organization
![Page 132: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/132.jpg)
Theory of Transformation
Healthy culture and solid practices emerge within a
rational delivery framework
![Page 133: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/133.jpg)
Corollary One:
Solving for the issues that get in the way of
effectively practicing agile is what should guide your
agile transformation initiative
![Page 134: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/134.jpg)
Corollary Two:
Agile can mean different things to different
companies and not all agile approaches will work well for every organization
![Page 135: Why Agile Fails in Large Enterprises—and What to Do about It](https://reader038.vdocuments.mx/reader038/viewer/2022110314/55cac58fbb61eb2f2f8b45b7/html5/thumbnails/135.jpg)
Corollary Three:
Organizational change can be mapped out in such a way that outcomes are
measureable and predictable and
economically justified
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Corollary Four:
Organizational constructs, governance models,
metrics and controls can be established without
violating the principles of agile
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Corollary Five:
Organizations can adopt agile safely and pragmatically by iteratively and
incrementally introducing structure, governance,
and metrics and maturing practices and culture over
time
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Summary
By focusing on the fundamentals of agile
delivery, while systematically and
methodically breaking dependencies, we can achieve true enterprise
agility
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WHY AGILE IS FAILINGIN LARGE ENTERPRISES
…and what you can do about it