Transformation to Being Agile - The People Way

Transcription

1 Transformation to Being Agile - The People Way Agile Business Conference, 5 th Oct.2016 Presenters: Daniel Merchante, GaganBir Palta and Manav Mehan

2 Agile Methodologies

3 Scaling approaches

4 What do these have in common A Noun you can buy? Off the shelf process? Guaranteed results? Certifications you can buy? Teams -> Programs ->Portfolios? Scrum? What about business agility? Are we forgetting the people aspects?

5 Your Strategy Market Driven Logical Futuristic Your Culture People Driven Emotional historical

6 What we will cover Business Context Planned Outcomes! Reality Bites. The Transition The Outcome model Aligned Business & Tech Team Dynamics The 5 Dimensions Integrated Ceremony and Governance Structure Team Morale on a Timeline

7 Business Context Open Account is a business portfolio aligned to Corporate Bank. The Open Account Technology and Change team is aligned into the Corporate Technology wider team, is comprised by circa 70+ people in multiple locations. Open Account is fully subscribed to an Agile delivery methodology.

8 Planned Outcomes! What we knew: Empowerment Business involvement Trust delivery and outcome Leadership Complexity of program Value Focus building on what we need! Low confidence delivery timeline s Importance Distributed teams Vendor dependency Business change Waste The what: Empowered multi distributed cohesive teams Integrated business ownership Empowering trust Servant leadership Business Outcome focussed Measured Value Known delivery timeline s Equi-importance Synced and aligned distributed teams Integrated vendor co - dependency High adaptability to change Value add and continual improvement P E O P L E Seriously.We needed more. But, there is an overarching theme!

9 Reality Bites. Roles : Protect my turf The deadly D s Dissonance Discomfort Changing the engine mid-flight What happens to the organisational structure? Governance In Agile? Documentation! Risk control What about control? Distributed teams Jira (Oops!!) Central Agile adoption Another fad syndrome The larger picture eats the smaller picture Complexity is a circle Courtesy: Agile Threads Cautiousness.. I am on-board. What s next? Learning curve

10 People Tackling Reality with Transition tools Another fad syndrome The deadly D s o Dissonance o Discomfort What happens to the organisational structure? Team Dynamics Outcome Model Roles : Protect my turf The larger picture eats the smaller picture or is it fish Learning curve Five Dimensions The Think Stack The Dichotomy Flux Complexity is a circle Changing the engine midflight Cautiousness.. I am on-board. What s next?

11 The Transition The Outcome Model (PP) High Innovation Tendency Rigidity People over process always. Agile is not a process!! A methodology is not a framework for a fixed structure. Process Gamification is an output determinant of a control freak process. Processes cannot make harmony over behavior and ambition!! Collaboration Independent thinking! Team mindset. Failure is good!! I to We Outcome focused always People Aspire Flux Zone Avoid Tendency People Outcomes Current state Control Point of Indifference Process High What was implemented: Build and maintain focus to be in the aspire zone Strengthen co-share, equi-participation and culture of improvement Use the flux zone as a strength to create a culture of improvement Think left. Strengthen equi-culture

12 The Transition Think Stack Need CREATE TO IMPROVE What was implemented : Create need: Intrinsic need of change in multi dimensional, multi interface program brought to forefront utilising hybrid DAD and Scrum. Define/Build: Advancing groups to teams feature teams Integrated product ownership as being part of success Linked real product change to successful business outcomes measure!! Measure: All decisions!! Cadence of everything, for everything which aid value Define Logicality Measure The Stack Areas (outward) Enabler Key Behaviour Initiative Product vision Own the vision Shared Outcomes Leadership Assertive Team first. Owning the direction but never stating the path to fulfilment Shared Outcomes Customer satisfaction Collaborative

13 The Transition Team Dynamics (Aligned Business & Tech) Vision Chief Product Owner The structure is indicated to show rational flow and not representative of the exact organisational structure Roadmap Strategic Lead Product Owner ( Doc Trade) Lead Product Owner ( Open Accounts) Business Outcomes Service Enabler B. Delivery Support T. Delivery Support Scrum of Scrum Lead Epics Product Enabler Execution Product Owner s Feature Team s Product Owners Feature Team s User Stories & Acceptance Criteria

14 The Transition Team dynamics ( Support) SCOPE Extraversion Friendliness Gregariousness Assertiveness Activity Level Excitement Seeking Cheerfulness Agreeableness Trust Morality *Tuckman 54 stages (modified) Altruism Co-operation Modesty Sympathy Conscientiousness Self Efficacy Orderliness Dutifulness Integrated Goal Achievement Striving Measures Leadership Self-Discipline Pair Cautiousness Coaching Neuroticism Dissonance Anxiety Correction Anger 84 Personality Depression 7 Fit Analysis Self-Consciousness Introduction Immoderation of Agile Vulnerability concepts Openess to Experience Imagination Artistic Interests A group is not necessarily a team but a team is always a group Emotionality Adventurousness Intellect Liberalism What was implemented : Personality analysis as a method to understand the dynamics in the team and stich strengths and weaknesses. Pair coaching at leadership especially between Product Owner structure and Delivery structure to create common accountability and servant leadership. (Unity program ) Lead all outcomes from product vision to common goal outcomes. Create stronger dependency links between scrums by an established scrum of scrums.

15 The Transition The 5 Dimensions The Big 5 What was implemented: Communicate and integrate; from me to we. Build belief that all traits are good. Understand inherent personalities to stitch a team from a group. Identify patterns across the teams to make them understand and build commonality of strengths and weaknesses. Copyright

16 The Transition Understanding Leadership and Ownership Keep teams in the zone of assertiveness Building zone of assertiveness in the team Targeted pairing for cultural change by co-mapping strength weaknesses Coaching on co-pairs For product owners & scrum masters to understand strengths & weaknesses Focus on semantics & behaviour What style do you prefer? Aggressive Telling Point outwards Bias: External change Passive Sedentary Empowerment Point inwards Bias: Internal change Individual intervention to sustain Allow self growth based On individual assessments Low team ideology façade based Low self respect team ideology Judgemental Feeling

17 The Transition Integrated Ceremony Structure

18 Morale on a Timeline. Being Agile Cross Functional Teams Introduction to Agile Integrated Product Ownership Business Outcome focus Servant Leadership P.P Outcome Measured Value Aligned Feature Teams Kaizen Morale Doing Agile Transition Tools Timeline

19 In summary.. Scaling frameworks are useful templates, but should not been used simply as a box of processes All models are wrong, but some are useful! - George Box All models are useful, but some fail faster than others - Jurgen Appelo The organisations that will see the greatest benefits from Agile will be those that cultivate an Agile culture throughout the organisation. Agile provides a framework within which we need to Inspect and Adapt. It s very frustrating for those looking for procedures and silver bullets.

20 Thank You