Rethinking Agile – Klaus Leopold

Rethinking Agile – Klaus Leopold

This presentation was given by Klaus Leopold from LEANability at the DevOps Meetup Zürich.

Why agile teams have nothing to do with business agility

In this talk I tell you about an Agile Transition in which about 600 people were involved. The declared goal was to shorten the time-to-market of initiatives so that we could respond more quickly to customer needs and thus increase business agility. To achieve this, a reorganisation was carried out. All teams were set up cross-functional so that the necessary knowledge for development is fully available in the team. In addition, the teams were set up by product to remove dependencies. Visualization of the work, stand-up meetings and retrospectives completed the Agile Transition - only the expected improvement failed to materialize. In this session I show what we have done to improve the situation and achieve the goal of "more business agility". I also show how to approach an agile transition of this magnitude so that you don't get into the awkward situation of not seeing improvements. Let me mention this much in advance: don't start at team level - that not only saves nerves but also a lot of money!

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DevOpsDays Zurich

June 20, 2019
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Transcript

  1. Why Agile Teams Have Nothing rethinking AGILE To Do With

    Business Agility 20 June 2019, DevOps Meetup, Zürich, CH Dr. Klaus Leopold twitter: @klausleopold web: www.LEANability.com mail: klaus.leopold@LEANability.com
  2. @klausleopold www.LEANability.com The Problem

  3. @klausleopold www.LEANability.com INITIAL SITUATION a company wants to improve time

    to market of projects — be proactive on the market — — exploit opportunities in the market — — be prepared for continuous change—
  4. @klausleopold www.LEANability.com

  5. @klausleopold www.LEANability.com •minimum requirements for teams: -visualization (board) -standup meetings

    -retrospectives -measurements: lead time, throughput www.LEANability.com AWESOME •cross functional teams •product teams •teams can chose their Agile method OVERVIEW OF THE AGILE TRANSITION
  6. @klausleopold www.LEANability.com HOW WAS THE TRANSFORMATION DONE? 1.5 year transformation

    project was set up •600 people received basic agile training “Agile Mindset” • reorganization was carried out • AGILE was implemented team by team • support of 16 external coaches • 11 internal Agile Coaches were established
  7. @klausleopold www.LEANability.com RESULTS AFTER ~12 MONTH ~80% teams were “fully

    transformed”
  8. @klausleopold www.LEANability.com EVERYTHING IS GREAT, ISN’t IT ✓ boards ✓

    standups ✓ retrospectives ✓ communication ✓ collaboration ✓ metrics www.LEANability.com
  9. @klausleopold www.LEANability.com time expected actual velocity Scrum Sprint Velocity (throughput)

    trend, team level
  10. @klausleopold www.LEANability.com

  11. @klausleopold www.LEANability.com time actual expected lead time Kanban Lead Time

    trend, team level
  12. @klausleopold www.LEANability.com

  13. @klausleopold www.LEANability.com time expected actual lead time Time-to-Market Initiatives trend

    W T * ? ! ?
  14. @klausleopold www.LEANability.com What do you think is the problem? quick

    reflection Have a short discussion with your neighbor(s). Present some ideas in the plenary.
  15. @klausleopold www.LEANability.com the search for the causes

  16. @klausleopold www.LEANability.com About dependencies and agile interactions

  17. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG a typical (simplified) team

    board EXTERNAL WAITING
  18. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG team 1 team 2

    EXTERNAL WAITING NEXT DONE DEVELOP BACKLOG EXTERNAL WAITING
  19. @klausleopold www.LEANability.com team dependency graph why are there still so

    many dependencies? —> multiple teams work on one product —> products are not completely independent —> we are talking about 600 people
  20. @klausleopold www.LEANability.com

  21. @klausleopold www.LEANability.com team 1 team 2 team 3 team 4

    customer wish: write a love letter
  22. @klausleopold www.LEANability.com customer wish: write a love letter

  23. @klausleopold www.LEANability.com

  24. @klausleopold www.LEANability.com Agility of an organization is not about having

    many agile teams. Organizational agility is about having agile interactions between teams. Klaus Leopold
  25. @klausleopold www.LEANability.com

  26. @klausleopold www.LEANability.com Great to see the teams working so well.

    But does team 3 know what team 2 is doing?
  27. @klausleopold www.LEANability.com no agile interactions between the teams

  28. @klausleopold www.LEANability.com About the workflow

  29. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG another typical team board

    EXTERNAL WAITING
  30. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG WAITING 4 INTEGRATION EXTERNAL

    WAITING
  31. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG WAITING 4 INTEGRATION WAITING

    4 ACCEPTANCE EXTERNAL WAITING
  32. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG WAITING 4 INTEGRATION WAITING

    4 ACCEPTANCE WAITING 4 RELEASE quarterly monthly EXTERNAL WAITING
  33. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG WAITING 4 INTEGRATION WAITING

    4 ACCEPTANCE WAITING 4 RELEASE quarterly monthly EXTERNAL WAITING
  34. @klausleopold www.LEANability.com NEXT DON DEVELOP WAITING BACKLOG WAITING 4 INTEGRATION

    WAITING 4 ACCEPTANCE WAITING 4 RELEASE ANALYZE DEVELOPMENT PRODUCT BACKLOG WAITING
  35. @klausleopold www.LEANability.com NEXT BACKLOG ANALYZE DEVELOPMENT PRODUCT BACKLOG WAITING DETAIL

    CONCEPT ROUGH CONCEPT WAITING 4 APPROVAL WAITING 4 STEERING
 COMMITTEE WAITING WAITING IDEA TRIAGE POOL OF NEW IDEAS
  36. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG WAITING 4 INTEGRATION WAITING

    4 ACCEPTANCE WAITING 4 RELEASE ANALYZE DEVELOPMENT PRODUCT BACKLOG DETAIL CONCEPT ROUGH CONCEPT WAITING 4 APPROVAL WAITING 4 STEERING
 COMMITTEE WAITING IDEA TRIAGE POOL OF NEW IDEAS WAITING WAITING WAITING we are so fucking AGILE, yay!! monthly quarterly yearly quarterly monthly
  37. @klausleopold www.LEANability.com NEXT DONE DEVELOP BACKLOG WAITING 4 INTEGRATION WAITING

    4 ACCEPTANCE WAITING 4 RELEASE ANALYZE DEVELOPMENT PRODUCT BACKLOG DETAIL CONCEPT ROUGH CONCEPT WAITING 4 APPROVAL WAITING 4 STEERING
 COMMITTEE WAITING IDEA TRIAGE POOL OF NEW IDEAS WAITING WAITING WAITING we are so fucking AGILE, yay!! maybe this is Agile software development but this has NOTHING to do with
 business agility!! this company is as lame on the market as before
  38. @klausleopold www.LEANability.com no end-2-end management of the value STREAM

  39. @klausleopold www.LEANability.com About the strategic portfolio

  40. @klausleopold www.LEANability.com NEXT REALIZE BACKLOG EXTERNAL WAITING and another typical

    team board REVIEW DONE (2) (8) (4) Work In Process limits - AWESOME!!
  41. @klausleopold www.LEANability.com Work In Process limits are AWESOME!! - reduce

    delivery risk - increase predictability - increase system stability - … - reduce switching overhead - reduce cycle time & time to market - reduce cost of delay
  42. @klausleopold www.LEANability.com Work In Progress limits are AWESOME!! - reduce

    delivery risk - increase predictability - increase system stability - … - reduce switching overhead - reduce cycle time & time to market - reduce cost of delay You need to limit work items where you want to achieve the benefits!
  43. @klausleopold www.LEANability.com epic story task initiative (project) area of influence

    at team level don’t be surprised when you don’t see any improvement in TTM if you don’t manage TTM elements
  44. @klausleopold www.LEANability.com no agile strategic portfolio management

  45. @klausleopold www.LEANability.com THE PROBLEMS no agile strategic portfolio management no

    end-2-end management of the value STREAM no agile interactions between the teams
  46. @klausleopold www.LEANability.com Which of these problems sound familiar to you?

    What are the biggest challenges in your context? Have a short discussion with your neighbor(s). quick reflection
  47. @klausleopold www.LEANability.com First Solutions Awesome!

  48. @klausleopold www.LEANability.com NO agile interactions between teams

  49. @klausleopold www.LEANability.com product 1 product 2 product 3 do NOT

    optimize organizational structures (=teams)! optimize value delivery (=products/services)! we built product boards to manage intra-product dependencies
  50. @klausleopold www.LEANability.com We've found a dependency to you guys. Maria

    is an expert on it. She is currently working on X. What do we do?
  51. @klausleopold www.LEANability.com —> product standups —> product retrospectives —> product

    replenishments FEEDBACK LOOPS
  52. @klausleopold www.LEANability.com product 1 product 2 product 3 only inter-product

    dependencies remain we established operational portfolio management to manage inter-product dependencies
  53. @klausleopold www.LEANability.com The Operational Portfolio Board Analyze Realize Accept Delivery

    DONE External waiting Product 1 Product 2 Product 3
  54. @klausleopold www.LEANability.com —> portfolio standups —> portfolio retrospectives —> portfolio

    replenishments FEEDBACK LOOPS
  55. @klausleopold www.LEANability.com no end-2-end management of the value stream

  56. @klausleopold www.LEANability.com we simplified the upstream DEV 
 READY ANALYZE

    BACKLOG DONE PRODUCT 1 PRODUCT 2 PRODUCT 3 DEVELOP UA SHIP WAITING 4 APPROVAL ROUGH CONCEPT biweekly we brought business on board WIP LIMITS APPLY HERE!!
  57. @klausleopold www.LEANability.com —> standup + business —> retrospectives + business

    —> replenishment + business FEEDBACK LOOPS
  58. @klausleopold www.LEANability.com no agile strategic portfolio management

  59. @klausleopold www.LEANability.com MAKE MONEY INVESTMENTS BIZ
 METRICS COMPANY STRATEGY POOL

    OF EVALUATED IDEAS NEXT TOP 5 EVALUATED IDEAS IN DEVELOPMENT MEASURE
 SUCCESS & TWEAK ADAPT
 &
 TWEAK IMPACT (NOT) ACHIEVED REALIZATION DONE REVIEW IIP IDEAS information radiator ideation & prioritization development & measurement The Strategic Portfolio Board
  60. @klausleopold www.LEANability.com —> standup —> retrospectives —> strategy review FEEDBACK

    LOOPS
  61. @klausleopold www.LEANability.com THE PROBLEMS no agile strategic portfolio management no

    end-2-end management of the value STREAM no agile interactions between the teams
  62. @klausleopold www.LEANability.com business agility is no team sport! it’s company

    sport!! @klausleopold www.LEANability.com
  63. @klausleopold www.LEANability.com Level 1: operational … B C DONE A

    team 1 B C DONE A team 2 B C DONE A team N @klausleopold www.LEANability.com FLIGHt levels
  64. Level 1: operational Level 2: end-2-end coordination … B C

    DONE A team 1 B C DONE A team 2 B C DONE A team N @klausleopold www.LEANability.com C DONE B A C DONE B A C DONE B A FLIGHt levels @klausleopold www.LEANability.com @klausleopold www.LEANability.com
  65. coord 1 coord 2 coord N Level 1: operational Level

    2: end-2-end coordination … B C DONE A team 1 B C DONE A team 2 B C DONE A team N @klausleopold www.LEANability.com deliver DONE realize concept deliver DONE realize concept C DONE B A FLIGHt levels @klausleopold www.LEANability.com @klausleopold www.LEANability.com
  66. coord 1 coord 2 coord N Level 1: operational …

    B C DONE A team 1 B C DONE A team 2 B C DONE A team N @klausleopold deliver DONE realize concept deliver DONE realize concept C DONE B A B C D A Level 3: strategy Level 2: end-2-end coordination www.LEANability.com FLIGHt levels @klausleopold www.LEANability.com @klausleopold www.LEANability.com
  67. B C D A B C DONE A B C

    DONE A B C DONE A coord 1 coord 2 coord N Level 1: operational Level 3: strategy … team 1 team 2 team N @klausleopold DELIVER COORDINATE B C D A PRIORITIZE deliver DONE realize concept deliver DONE realize concept C DONE B A Level 2: end-2-end coordination www.LEANability.com @klausleopold www.LEANability.com FLIGHt levels
  68. LEANability GmbH | Rögergasse 36/16 | A-1090 Wien o f

    f i c e @ L E A N a b i l i t y. c o m | + 4 3 6 7 6 3 3 0 4 8 0 3 www.LEANability.com | facebook.LEANability.com www.practicalkanban.com youtube.com/c/LeanBusinessAgility