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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!

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: [email protected]

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  2. @klausleopold www.LEANability.com
    The Problem

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  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—

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  4. @klausleopold www.LEANability.com

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  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

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  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

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  7. @klausleopold www.LEANability.com
    RESULTS AFTER ~12 MONTH
    ~80% teams were “fully transformed”

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  8. @klausleopold www.LEANability.com
    EVERYTHING IS GREAT, ISN’t IT
    ✓ boards
    ✓ standups
    ✓ retrospectives
    ✓ communication
    ✓ collaboration
    ✓ metrics
    www.LEANability.com

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  9. @klausleopold www.LEANability.com
    time
    expected
    actual
    velocity
    Scrum Sprint Velocity (throughput)
    trend, team level

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  10. @klausleopold www.LEANability.com

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  11. @klausleopold www.LEANability.com
    time
    actual
    expected
    lead time
    Kanban Lead Time
    trend, team level

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  12. @klausleopold www.LEANability.com

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  13. @klausleopold www.LEANability.com
    time
    expected
    actual
    lead time
    Time-to-Market Initiatives
    trend
    W T * ? ! ?

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  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.

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  15. @klausleopold www.LEANability.com
    the search for the causes

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

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

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

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  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

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  20. @klausleopold www.LEANability.com

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  21. @klausleopold www.LEANability.com
    team 1
    team 2
    team 3
    team 4
    customer wish: write a love letter

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

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  23. @klausleopold www.LEANability.com

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  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

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  25. @klausleopold www.LEANability.com

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  26. @klausleopold www.LEANability.com
    Great to see
    the teams working
    so well.
    But does
    team 3 know
    what team 2 is
    doing?

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  27. @klausleopold www.LEANability.com
    no agile interactions
    between the teams

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

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

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

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

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

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

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  34. @klausleopold www.LEANability.com
    NEXT DON
    DEVELOP
    WAITING
    BACKLOG
    WAITING 4
    INTEGRATION
    WAITING 4
    ACCEPTANCE
    WAITING 4
    RELEASE
    ANALYZE
    DEVELOPMENT
    PRODUCT
    BACKLOG
    WAITING

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  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

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  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

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  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

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  38. @klausleopold www.LEANability.com
    no end-2-end management
    of the value STREAM

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

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  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!!

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  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

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  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!

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  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

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  44. @klausleopold www.LEANability.com
    no agile strategic
    portfolio management

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  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

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  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

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  47. @klausleopold www.LEANability.com
    First Solutions
    Awesome!

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

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  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

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  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?

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  51. @klausleopold www.LEANability.com
    —> product standups
    —> product retrospectives
    —> product replenishments
    FEEDBACK LOOPS

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  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

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  53. @klausleopold www.LEANability.com
    The Operational Portfolio Board
    Analyze Realize Accept Delivery DONE
    External waiting
    Product 1
    Product 2
    Product 3

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  54. @klausleopold www.LEANability.com
    —> portfolio standups
    —> portfolio retrospectives
    —> portfolio replenishments
    FEEDBACK LOOPS

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

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  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!!

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  57. @klausleopold www.LEANability.com
    —> standup + business
    —> retrospectives + business
    —> replenishment + business
    FEEDBACK LOOPS

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  58. @klausleopold www.LEANability.com
    no agile strategic portfolio management

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  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

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  60. @klausleopold www.LEANability.com
    —> standup
    —> retrospectives
    —> strategy review
    FEEDBACK LOOPS

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  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

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  62. @klausleopold www.LEANability.com
    business agility is no
    team sport!
    it’s company sport!!
    @klausleopold www.LEANability.com

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  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

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  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

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  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

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  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

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  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

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  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

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