Enterprise Stable Teams Why Is This So Hard?

Transcription

1 Enterprise Stable Teams Why Is This So Hard?

2 About Me! Sally Elatta President, Agile Transformation, Inc.! Enterprise Agile Transformation Coach, Trainer and Speaker! Background: Software Engineer and Architect! Trained thousands and helped coach dozens of teams on Agile! Agile Expert for PMI.org Learning Community of Practice! GAO Agile Expert Advisor! AgilityHealthRadar.com AgileVideos.com AgileTransformation.com! I am simply a transformer. Someone who is really passionate about transforming individuals, teams and organiza;ons to doing what they do be<er. I believe in Servant Leadership as the way to lead change and create a culture of empowered collabora;ve high performing teams. 2

3 Workshop Top Challenges with Por>olio Flow Roles Brainstorm your top challenges with ge<ng strategic ini8a8ves to Done? 3

4 Problems We Are Trying To Solve Roles Slow 8me to market, too long to deliver Compe8ng business priori8es constant change Silos, hand-offs, lack of trust/ communica8on Limited SMEs causing long wait in queues No focus, mul8- tasking several projects by the same people Star8ng too many ini8a8ves false illusion of progress No ROI or value measurement or alignment to strategy Cross-team dependencies, different priori8es, external vendors No end to end visibility into deliverables or capacity Teams are system/ technology focused rather than customer focused Specialized roles, not my task thinking Heavy engineering prac8ces, no automa8on Unrealis8c es8mates and due dates set by the wrong people We have more demand than we have capacity (our appe8te is too big) We lack enterprise capacity measurement Heavy focus on exis8ng customers and system, no capacity for growth

5 The Enterprise Business Agility Transforma8on Valida8on & Op8miza8on Finance & Governance CoP & Enabling Teams Agile/Lean Mindset Adap8ve Leadership Change Mgmt. Experiments, MVP, MMP Problem/ Solu8on Discovery Customer Personas & Journey Maps Demand/ Capacity Mgmt. Strategic Alignment Por^olio Breakdown & Sizing Manager Transi8on Stability & Alloca8on Team Design & Rollout Facilita8on & Collabora8on Agile Planning Agile Methods Tac8cal to Strategic Leadership Leading Agile Teams Servant Leadership Agile Talent Mgmt. Measure & Grow Build Internal Capacity Customer Seat at the Table Lean Por^olio Mgmt. Stable Teams Agile Framework and Mindset Leadership & Culture Transforma8on Make it S8ck Technology Transforma8on Vision & Architecture Technical Excellence & Innova8on Socware & Tools DevOps & Con8nuous Delivery Copyright Agile Transforma8on Inc.

6 Enterprise Value Stream > Pillar Mapping Strategic IniIaIves Roles Customer Insights Demand Management Opportunity Assessment Opportunity Discovery OperaIonal & Support Learning Capacity Management Agile Delivery ValidaIon Lean Por>olio Management Customer Seat at the Table Stable Teams Agile Framework & Mindset Leadership & Cultural TransformaIon Make it SIck Technology Transforma8on

7 ORG STRUCTURE Backlogs ENTERPRISE BUSINESS AGILITY TRANSFORMATION FRAMEWORK Enterprise Por>olio Management Program/Product/ Release Train Lean Por>olio Mgmt. Delivery Teams HOW? Lean Por>olio Management Quarterly Big Room Por>olio Planning Enterprise Stable Teams Big Team (Stakeholders) Scrum of Scrums SAFe Por>olios and Value Streams PROCESS LEADERSHIP / CULTURE TransformaIon Customer Seat At The Table Discovery Delivery Opportunity Assessment Pass / Fail Leadership/Business Discovery AdapIve Leadership Journey Lean Por>olio & Product Development Agile for Finance, HR, Legal Pass / Fail Lean Product Development Sprint 1 Sprint 2 Sprint 3 Agile and Lean Thinking Discovery Launch Agile Framework / Mindset Pass / Fail Teams / Team Leaders Agile for Teams (Scrum, Kanban) FacilitaIon and CollaboraIon Leading Agile Teams Sprint Customer Seat at the Table Lean Product Development Dual-Track Agile (Discovery & Delivery Maturity) SAFe Release Trains Agile Framework & Mindset Scrum, Kanban, ScrumBan for ExecuIon Leadership & Cultural TransformaIon Agile Talent Mgmt. (HR) Agile AccounIng & BudgeIng CollaboraIon and So` Skills Role Based Deep Dive Workshops MAKE IT STICK Measurement and Con8nuous Growth Change Management Internal Exper8se Agile Talent Mgmt. Agility Health Assessments Business Agility Playbook Agile Videos Self Learning Coach Development Program Train the Trainers Change Management = 6 PILLARS OF ENTERPRISE AGILITY FRAMEWORK Copyright

8 Stable Teams A cross-func8onal group of Individuals that have all the skills, tools they need to design, develop, test and release customer value to produc8on. They remain together intact for the long term; exis8ng for different projects/deliverables and aligned with other teams to deliver end to end customer value. The team co-locates physically or collaborates virtually and works together daily prac8cing Agile. Copyright Agile Transforma8on Inc. 8

9 From Silos to Collaboration Roles 9

10 A High Performance Culture Roles Clarity Who are we and how do we behave? What is important now? Why? Predictable Execu8on Focus How do we deliver value and measure success? Can we stay focused till Done? 10

11 The MulItasking Name Game Roles 11

12 Asking the Wrong QuesIons Roles We re asking the wrong ques8ons: Which resources are available instead of Which team is ready to pull this project into their backlog How can I have an enterprise view of my resources instead of How can I have an enterprise view of my delivery teams Which manager do I need to nego8ate with to get John instead of Which Product Owner has the team with the skills needed Pushing projects beyond capacity actually causes an organiza8on to slow down! 12

13 The Basic Team Structure Backlog orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur Business Vision What? Why? orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur Measurement orem ipsum dolor sit amet, co nse ctetur How orem ipsum dolor sit amet, co nse ctetur Technical Vision Team Facilitator 13

14 Copyright Copyright Agile Transforma8on Inc. 14

15 Visualizing Stable Teams Roles 15

16 Clarity on Capacity and Demand Roles Lean Por^olio: Clarity on Capacity 16

17 Team Design Ques8ons What are all the right cross-functional skills we need to include in the team so they can deliver end to end value? How do we solve the Project work vs. Support work problem so teams can have focus? How will this impact the role of our managers? How can we engage them early and gain their buy-in and input for this change? How do we handle shared resources who are SMEs and have specialized knowledge? Where to start? Go all in or start with a specific value stream or program? What supporting teams (enablement teams, communities of practice) do we need to setup? Which teams will be end to end teams (feature teams) and which will be supporting (component) teams? Copyright 17

18 Tradi8onal Role of Managers Read this: bit.ly/agilemanager Copyright Agile Transforma8on Inc. Copyright Agile Transforma8on Inc

19 Limited Subject Mafer Experts Iden8fy Gaps Perform Roles a skill gap assessment Priori8ze top skill gaps needed for the quarter Iden8fy SMEs Find SMEs with the skills Priori8ze key individuals to perform knowledge transfer with for the quarter Knowledge Transfer Design KT approach Execute knowledge transfer process hqp://stevetrautman.com/ 19

20 Designing Stable Teams AS-IS 20

21 How Work Flows Por^olio > Team Simple design direct workflow to teams Architecture Vision (how) Enterprise PO Team Enterprise Portfolio Leadership Team Strategic Vision (What, Why) Enterprise (Facilitator) Q4 Q3 Q2 Q1 Pull Strategic Ini8a8ves Discovery work happens within teams OR portfolio leadership creates early discovery teams Teams expose their current WIP, Skills and capabilities. They pull the top priority Deliverables or Outcomes that they feel they can complete. Support/ Opera8onal Team design should balance Strategic vs. Operational/ Support work. Shared Services / Enterprise Support

22 Work Flow Por^olio > Release Train > Team Focused design Outcomes are defined then managed across teams Architecture Vision (how) Enterprise PO Team Enterprise Portfolio Leadership Team Strategic Vision (What, Why) Enterprise (Facilitator) Q4 Q3 Q2 Q1 Pull Strategic Ini8a8ves Discovery work happens within teams OR portfolio leadership creates early discovery teams Outcome teams are fully enabled crossfunctionally to deliver on a strategy. May leverage one or more existing stable teams. Shared Services / Enterprise Support Strategic Outcome Support/ Opera8onal Release Train Team design should balance Strategic vs. Operational/ Support work.

23 Customer Sample Mix of Discovery, Strategic Outcomes, Product and Opera;onal teams Updated Strategy provides priority direc8on to opera8onal & product roadmaps High Beta Discovery Teams Outcome Teams Product Teams OperaIon Teams Technology Component Teams Product & opera8onal roadmaps are inputs to strategy

24 Run Grow Transform Roles Run Grow Transform Run essen8al processes Maintain exis8ng systems Administering & maintaining the IT Infrastructure Cost reduc8on Enhance, extend, differen8ate exis8ng products/services Generates revenue from exis8ng customers Meet current sales & customer needs Marke8ng and reten8on New products, markets and business models Strategic innova8ons New income streams New customer segments Innova8ng ahead of compe8tors

25 AllocaIng Teams to the Work Class Roles Problems Team alloca8on not aligned with future needs How and where is money spent Alloca8on should reflect the desired investment spend in each category TEAM 1 TEAM 2 TEAM 3 TEAM 4 TEAM 5 Run Grow Transform Now Future Now Future Now Future 50% 100% 50% 30% 20% 50% 20% 80% 20% 80% 100%

26 Key Points - Summary Roles Stable teams is a major transforma8on Engage and educate leaders from Business, IT, PMO and HR Form a transforma8on team to lead the effort along with a trusted partner Get very comfortable with experimen8ng, inspec8ng and adap8ng Plan ahead for this change and it s impact on managers Generate excitement and energy, engage everyone in understanding the WHY 26

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