Agile adoption
This presentation is the property of its rightful owner.
Sponsored Links
1 / 26

Agile Adoption PowerPoint PPT Presentation


  • 95 Views
  • Uploaded on
  • Presentation posted in: General

Agile Adoption. A Corporate Retrospective Alan J. Bartnik – The Vanguard Group Inc. Why Agile?. Continuous improvement DMAIC (Process Measurement & Optimization) Innovation Market forces Time-to-Market Speed of Change Build & Deploy Highest Value Features Workforce Demands

Download Presentation

Agile Adoption

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Agile adoption

Agile Adoption

A Corporate Retrospective

Alan J. Bartnik – The Vanguard Group Inc.


Why agile

Why Agile?

Continuous improvement

  • DMAIC (Process Measurement & Optimization)

  • Innovation

    Market forces

  • Time-to-Market

  • Speed of Change

  • Build & Deploy Highest Value Features

    Workforce Demands

  • Less micro-management

  • More flexibility

    Cost

  • Pay-as-you go

  • Pay for what you need; not what you think you want


Agile the next big thing

It’s about being faster

It’s about being better

It’s about being cheaper

…there’s no planning

…there’s no control

…there’s no managers

Agile! The next big thing

“Yeah I know about Agile” …

It’s about…<insert misconception here>


Agile @ vanguard

Agile @ Vanguard

The ship turns slowly

  • Vanguard is an appropriately conservative Organization

  • Initial Agile success was scrutinized ironicallybecause…

    Cycle Time decreased dramatically

    Productivity increased dramatically

    Quality increased dramatically

    Crew Morale (never-go-back to waterfall feedback)


Cycle time improvement 2x

Cycle-Time Improvement (≅ 2x)


Productivity improvement 2x

Productivity Improvement (≅ 2x)


Quality improvement 25

Quality Improvement (≈ 25%)


Crew morale

Crew Morale

  • Self Organization

  • Sustainable Pace

  • Empowerment

  • Predictability

  • Accountability

  • Death Marches

  • Finger-pointing

  • NVA Documentation


What s not to like

What’s not to like?

Who’s in control?

Sponsor Controls Scope!

I don’t like the current process;

but I know what’s expected

Sponsors have to engage – daily!!!

No Plan?

I don’t have time for a daily meeting!!!

No Requirements?

Shared Roles?

I’m skeptical…

No Change Control?

Change!

Who will tell me what to do?

No Schedule?

I’m lost

I worked hard to become a manager;

now managers are not needed?

Sustainable Pace?

- Right! unless we fall behind

I’m confused

I’m afraid

Self-Organizing Team?

If we let employees set the pace…

they’ll slack off

Sustainable Pace?

- Sounds like authorizing laziness

Too risky…

If we fail we’ll be punished…

I’ve worked hard to become a project manager;

now project managers are not needed?

It’s too loosie-goosie

I’m unsure

No Status Reports?


The big challenge

The Big challenge…

Giving up our Command & Control Infrastructure

…Of course - let’s be Agile(but)don’t change our organizational status quo

…I’m totally onboardexcept that part about changing “my” process

  • Sponsor/Product Owner delegation

    …delegate engages & make daily decisions(sounds good)

    …I’ll reserve the right to reverse decisions made(now I’m comfortable)

  • Team Empowerment(walking the walk)

    …team decides;unless (until?) Leadership disagrees

    …team decides;but command & control is ready - if the Team might fail

  • Re-orienting our “best & brightest”

    …I’m the expertin the current process

    …I’m skepticalof empowerment

    …Agile is too riskyfor my comfort level

    …I’ll become less importantthan I am in the current organization


Where s your organization

Agility Risk Zone

# of Stakeholders

Time

Where’s your Organization?

Pilot:Resistance is low and decreases as “pilot” team adapts to Agile

Rollout: Organizations, People & Processes resist change; try to adapt Agile to existing environment

Adoption:Stakeholders embrace the innovative force unleashed; emphasize Agile improvement, team empowerment and maximization of benefits

ADOPTION:

Organizational Internalization

Agile Experience

ROLLOUT:

Rising change resistance &

Organizational Conflict

≈ 2 Years

Change Resistance

PILOT:

Limited

Organizational

Awareness

Vanguard is about here


Vanguard retrospective

What are we doing well?

People

Executive Management Support

Business’s eagerness to give Agile a try

Supporting Infrastructure

Team Adoption

Practices

Co-Location (effect on Agile Team)

Adaptation to Agile: Stories & Front-burner

Release-level burn-up: multiple teams

Continuous Integration & Regression Automation

Outcomes

Co-location reduces integration issues

Employee Morale - better with Agile

Vanguard Retrospective


What s gone well

What’s gone well?

Leadership & Organization

  • Executive Leadership sees the value and supports adoption

  • Support infrastructure: Process Owner, Expert, and Advocate, Consulting Coaches

  • Most Teams quickly adopt Agile

    Business Receptiveness:

  • Some very real buy-in on the business side

  • Some very engaged in Sprint 0, Sprint Planning, eager to try and succeed

  • Some have: set-up war rooms, co-located teams, manage a front-burner with stories and tasks via stories, use SCRUM, etc.

    Agile Practices

  • Co-location is the initial “bitter pill” for team members; fades within a sprint or two

  • After initial “hunting & pecking” for their “type” of task, team learns to move L2R

  • Initial pilot efforts toward Automated Testing and Continuous Integration


Vanguard retrospective1

What could be better?

People

Departmental & Line Manager Adaptation

“Team” mentality; not fired up to achieve sprint goals

Practices

Sponsor & Business Partner Education

Debunking Agile Myths & Water-fallacies

Providing adoption flexibility; adhering to the Manifesto

Busting Organizational Impediments; Managing Up

Infrastructure (Environments, CI & Test Automation)

Adoption of XP / LEAN practices

Target Outcomes

Less “work as usual”; Team view rather than individual view

Eliminate (impact on) “sub-contractors”

Highly responsive IT; enabling business to meet Client’s Needs and Exceed expectations

Vanguard Retrospective


What can we do better

What can we do better?

Leadership & Teams

  • Prevent adaptation of Agile to current Process (redefine Agile NOT embrace Manifesto)

  • Overcome resistance of leaders who perceive Agile as a threat(use transparency)

  • Decrease time required for teams to “gel”; (not every PM is a born Scrum Master)

  • Reduce Business Sponsor micromanagement (educate and build trust)

    Operational Impediments

  • Vanguard faces headwinds providing UNIX DEV environments; impedance when migrating from windows to UNIX; causes friction in release process (need more?)

  • Test Automation is making progress locally (federate to scale)

  • Role-aligned delivery model is not XP & Lean friendly; limit flexibility and productivity potential of our crew (paradigm shift, HR involvement)

  • Cross-skilled crew are less common than we’d like; many get conflicting direction from management: stick to their role tasks NOT become adept at any task (paradigm shift)

  • Not enough TDD (training and paradigm shift)

  • Teams don't really “get” XP, LEAN enough to try radical things (training)

    “I've had to make it a personal objective for everyone on my team (to "drive” them) to

    think / act innovatively when it comes to doing their work in the Agile Framework”


Where are we headed

Where are we Headed?

How?

  • Track Results

  • Respond to Feedback

  • Apply Lessons Learned

  • Inventory & Share “Best Practices”

  • Manage “Up”

  • Foster Lean Principles

  • Implement Lean Practices

  • Trust & Support the “Team”

What?

  • Internalize Skills

  • Realize Benefits

  • Adapt & Improve

  • repeat steps (1 – 3)


Change resistance

Isn’t Resistance futile?

Why do people (and Organizations) resist?

Can resistance be avoided?

Can active resistance be overcome?

Change Resistance

Group discussion topics


Is resistance futile

Top-down

“They said so …we have to comply”

Bottom-up

“They demand it … we have to comply”

Is Resistance Futile?


Change resistance1

Isn’t resistance futile?

Why do people (and Organizations) resist?

Can resistance be avoided?

Can active resistance be overcome?

Change Resistance


Logically

The algebra of change resistance….

A = B = C

Change = Risk

Risk = Survival Threat

Change = Survival Threat!!!

Logically -

Why Resist?


Change resistance2

Isn’t resistance futile?

Why do people (and Organizations) resist?

Can resistance be avoided?

Can active resistance be overcome?

Change Resistance


Avoiding resistance

Can we talk?

If people know – they fear less

If people understand – they can make informed decisions

How (do we) educate?

Agile Manifesto → Sponsor/Product Owner buy-in

Co-locate Business & Technical (paired-learning)

Avoiding Resistance


Change resistance3

Isn’t resistance futile?

Why do people (and Organizations) resist?

Can resistance be avoided?

Can active resistance be overcome?

Change Resistance


Overcoming resistance

It’s cliché…WIIFM

Emphasize and quantify the benefits to those affected

Business Outcomes (time-to-market, customization)

Technical Growth (learning, versatility, satisfaction)

Results Count

Perseverance and determination through challenges

Let the results speak for themselves

Conscript “antis” as “scorekeepers”

Overcoming Resistance


Change resistance4

Isn’t resistance futile?

Why do people (and Organizations) resist?

Can resistance be avoided?

Can active resistance be overcome?

Change Resistance


Comments observations questions

Comments, Observations, Questions


  • Login