why agile is failing in large enterprises
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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404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
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-15hypersonicjetIterativeIncrementalDelivery
HirotakaTakeuchi& IkujiroNonakaTheNewNewProductDevelopmentGame
1990 - Sutherland & SchwaberScrum Framework
DSDNConsortiumDynamic SystemDevelopmentMethod
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 software Comprehensive documentationover
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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WHAT DO WE MEANBY STRUCTURE?
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Backlog
Backlog
Backlog
Backlog
Backlogs
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Teams
Backlog
Backlog
Backlog
Backlog
Backlogs Teams
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
• INVEST• CCC• Small enough
for the team to develop in a day or so
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects
• No technical debt
What Do I Mean?
Backlogs Teams Working Tested Software
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Clarity Accountability MeasureableProgress
• People have clarity around what to build
• People understand how it maps to the big picture
• Teams can be held accountable for delivery
• No indeterminate work piling up at the end of the project
• 90% done, 90% left to do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding the backlog gives meaning to work
• Local decision making gives people a sense of power and control over their work
• People can demonstrate that they are good at what they do
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
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Teams
Backlog
Backlog
Backlog
Backlog
WorkingTested
Software
What Do They Look Like at Scale?
Governance Structure Metrics & Tools
• Governance is the way we make economic tradeoffs in the face of constraints
• They way we form teams and foster collaboration at all levels of the organization
• What do we measure, how do we baseline performance and show improvement?
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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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LEADINGAGILE THEORY OF TRANSFORMATION
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Theory of Transformation
Adopting agile is about forming teams, building backlogs, and regularly
producing increments of working tested software
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Theory of Transformation
Adopting agile at scale is about defining structure,
establishing governance, and creating a metrics and tooling strategy that supports agility
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Theory of Transformation
Anything that gets in the way of forming teams, building backlogs, and
producing working tested software is an impediment to
transformation
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Theory of Transformation
Solid agile practices will help operationalize the system and
encourage a healthy, adaptive, and empowered culture emerge over time
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MAPPING YOUR AGILE TRANSFORMATION
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Pred
icta
bilit
y Adaptability
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPC
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
Project
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
Project Pilot
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
Project Pilot
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
Adopt Pilot
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
LOB
Reduce Batch Size
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
LOB
LOB
LOB
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Corollary One:
Agile can mean different things to different companies and not all agile approaches
will work well for every organization
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INCREMENTAL AND ITERATIVE IMPROVEMENT
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC 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
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Pred
icta
bilit
y Adaptability
Emergence
Convergence
AEPEPC 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
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Corollary Two:
Organizational change can be mapped out in such a way
that outcomes are measureable and predictable
and economically justified
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DEVELOPING YOUR ROADMAP
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Team
Database
Report
Screen
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
Structure Governance Metrics & Tools
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Team
Database
Report
Screen
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
Structure Governance Metrics & Tools
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Team
Database
Report
Screen
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
Governance Metrics & ToolsStructure
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Team
Database
Report
Screen
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
UserStory
Governance Metrics & ToolsStructure
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STRUCTURE
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
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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
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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
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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
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Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
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Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
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Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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GOVERNANCE
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Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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Product & ServicesTeams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
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METRICS
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
• Backlog Size• Velocity• Burndown• Escaped Defects• Commit % Ratio• Acceptance % Ratio• Scope Change
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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 105: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/105.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 106: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/106.jpg)
Corollary Three:
Organizational constructs, governance models, metrics
and controls can be established without violating
the principles of agile
![Page 107: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/107.jpg)
INCREMENTALTRANSFORMATION
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Increment Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Three - N
![Page 111: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/111.jpg)
ITERATIVETRANSFORMATION
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
![Page 114: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/114.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 117: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/117.jpg)
ITERATIVE & INCREMETNAL CHANGE
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
![Page 119: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/119.jpg)
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
Iteration Two
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Three
Agile Rollout
Iteration One
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
Team Team
Team Team Team
TeamTeamTeam
Team
Team
Team
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Corollary Four:
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
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Theory of Transformation
Adopting agile is about forming teams, building backlogs, and regularly
producing increments of working tested software
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Theory of Transformation
Adopting agile at scale is about defining structure,
establishing governance, and creating a metrics and tooling strategy that supports agility
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Theory of Transformation
Anything that gets in the way of forming teams, building backlogs, and
producing working tested software is an impediment to
transformation
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Theory of Transformation
Solid agile practices will help operationalize the system and
encourage a healthy, adaptive, and empowered culture emerge over time
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Corollary One:
Agile can mean different things to different companies and not all agile approaches
will work well for every organization
![Page 130: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/130.jpg)
Corollary Two:
Organizational change can be mapped out in such a way
that outcomes are measureable and predictable
and economically justified
![Page 131: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/131.jpg)
Corollary Three:
Organizational constructs, governance models, metrics
and controls can be established without violating
the principles of agile
![Page 132: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/132.jpg)
Corollary Four:
Organizations can adopt agile safely and pragmatically by
iteratively and incrementally introducing structure,
governance, and metrics and maturing practices and
culture over time
![Page 133: Why agile is failing in large enterprises](https://reader031.vdocuments.mx/reader031/viewer/2022013113/58a1c8881a28ab9d338b5ced/html5/thumbnails/133.jpg)
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