Enabling Enterprise Business Agility

Transcription

1 Enabling Enterprise Business Agility

2 The EBA Transformation Journey Team of Teams Agility: - Scaling Agile (SAFe) - DevOps Maturity - Leadership & Culture Talent Development, Innovation & Operational Agility: - Customer Seat at the Table - Talent Dev, HR Transformation - Ops, Finance, Legal, Audit, Sales/Mktg Team Agility: - Agile Adoption (Scrum, Kanban) - Cross Functional Stable Teams - Agile Tools and Workspace Org Agility: - Lean Portfolio Mgmt. - Value Stream Structure - Lean Product Maturity Enterprise Business Agility: - Anticipate Customer Needs - Sustain Learning & Culture - Continuous Growth Measuring What Matters Team Agility (Outcomes, Maturity, Performance) Enterprise Agility (Flow, Value, Quality)

3 Enterprise Business Agility

4 EBA Workshops By Pillar Customer Seat at the Table Lean Portfolio Management Org. Structure & Design Agile Framework & Mindset Leadership & Culture Make It Stick / Sustain Product Maturity Assessment & Growth Plan Portfolio Team Design & Delivery Optimization Org & Value Stream Design Overview Team Health Assessment & Growth Plan Leadership Agility Overview Build Internal EBA Leaders (EBAS) Business Outcomes & OKRs (Product) Business Outcomes & OKRs (Portfolio) SAFe Value Stream Design Basic & Advanced Agile for Teams, POs & SMs Role of Agile Leader/Manager Measuring What Matters Strategy Customer Seat Deep Dive Lean Portfolio Management Planning Value Stream Discovery Scaling Agile Across the Org. Leadership Agility Health Assessment & Growth Plan AgilityHealth Facilitator Certifications 5 Day Discovery Sprint Enabling Portfolio FLOW Leadership Triangle Collaboration Leadership Agility Transformation Program Agile Talent & HR

5 Lean Portfolio Mgmt

6 Enterprise Value Stream Strategic Outcomes Operations & Support Demand Management Delivery Management Opportunity Assessment Solution Discovery Customer Insights and Feedback Agile Delivery Is this the right market opportunity? What s the business value? Who are the customers? What problem are we solving? What s the risk, cost, constraints? Grow or transform? Do we need to experiment (learn), nail it (MVP) or scale it (MMP)? What should we build and for whom? What metrics will help us validate/test our assumptions? Build the min features that quickly achieve the outcomes and key results Measure results Validate, learn and pivot Share insights

7 Align Through the Levels Today we create 3 year strategy then focus all our effort on the Work alignment column. Tomorrow, we need to shift focus to Strategy alignment and outcome delivery over output. Align and Achieve Outcomes Enterprise Portfolio Team of Teams Team Strategy Funding Work Results 3 Yrs. 1 Yr. KPIs & Budget Portfolio Business Plan 3 Year Outcomes < 1 Yr. 1 Year Outcomes 3 Months Quarterly Outcomes < 3 Months Outcomes & Goals Investment Team of Teams Capacity Team Capacity 3 12 Months Portfolio Epics and Outcomes & Capabilities Performance 1-3 Months Team of Teams Features Outcomes & Performance < Iteration Iteration User Stories Enterprise Performance Outcomes & Performance Growth Enterprise Growth Items Portfolio Growth Items Team of Teams Growth Items Team Growth Items Roll-up and Remove Obstacles

8 Shifting from OUTPUT to OUTCOMES

9 Outcomes vs Output Objective: Create an Awesome Customer Experience Key Results: Improve Net Promoter Score from X to Y. Increase Repurchase Rate from X to Y. Maintain Customer Acquisition Cost under Y. Output (Epic/Capability): Launch MVP2. Redesign the customer journey. Analyze existing UX experience gaps.

10 Example: Annual Outcome Title: Hypothesis: Key Results / Metrics: New & Compelling Non-medical SMB products We believe that by launching new SMB non-medical benefits insurance products to the market we will increase our market share for small business members. Overall Progress: Title Progress Metric Now Target Teams Increase SMB membership Active Members 30K 60k SMB Sales Increase Conversion Rate Activation 72% 85% SMB Delivery Quote applications for new products Quotes 0 45K SMB Marketing Customer/org Impact metric

11 Outcome Definition Team of Teams Level Objective Title: Hypothesis Statement/ Description: Improve customer satisfaction We believe that by addressing the top 3 pain points for our top 3 customers we will achieve higher customer satisfaction. Overall Progress: 60% Key Results / Metrics: Title Progress Metric Now Goal Groups/ Team(s) Increase NPS score above 8 60% NPS (4) 5 8 Mktg Conduct 3 customer interview meetings 66% Interview meetings (0) 2 3 Mktg Fix top 3 pain points for top 3 customers 55% Pain Points (0) 5 9 Program Alpha (5 sub teams) Customer/org Impact metric

12 Outcome Definition Team Level Objective Title: Hypothesis Statement/ Description: Increase quality and reduce escaped defects We believe that by investing in test automation for our critical path customer journey use cases we will decrease the number of escaped defects in production. Overall Progress: 43% Key Results / Metrics: Title Progress Metric (baseline) Now Goal Groups/Te am(s) Customer satisfaction 60% NPS (5) 6 9 Customer Success Test automation coverage for critical path use cases 20% 55% Automation (0%) 20% 100% LAVA Team Reduce escaped defects in production 50% Escaped defects (14) 7 0 LAVA Team Customer/org Impact metric

13 Types of Key Results IMPACT/LAGGING Measure the Business or Customer results you aim to achieve, make take more than a quarter to measure. LEADING Metrics we have control over that we can measure within the quarter/pi to validate we re on track. BALANCING Guardrail metrics defined to protect against unintended consequences Examples IMPACT/LAGGING Acquisition, Activation, Revenue, Retention, Referral, Cost Reduction, Market share LEADING Successful experiments, confidence of pilot users, page performance improvement, search results matching new offering, BALANCING Ensure quality doesn t decrease if you have a go faster metric.

14 Types of Quarterly Outcomes TEST IT (EXPERIMENTS) Your idea is new and hasn t been proven so you should focus this quarter on running experiments and validating your assumptions. This outcome is usually owned by your Discovery team members. NAIL IT (MVP) You ve validated the idea and are now ready to build an MVP so you should pick metrics that prove the MVP is valuable, usable, feasible. Also consider performance and quality metrics. SCALE IT (MMP) You re ready to hit the market so now you can measure Pirate like metrics and market share expansion, revenue and customer success metrics. Consider balancing metrics.

15 Mapping Output to Outcomes Strategy & Outcomes (AgilityHealth) Work (Jira, Agile Central, V1) Enterprise 3 Yrs. 3 Year Outcomes Portfolio < 1 Yr. 1 Year Outcomes 3 12 Months Epics Team of Teams weeks Quarterly/PI Outcomes weeks Capabilities > Features Team < 3 Months Outcomes & Goals < Iteration User Stories

16 Sample Calendar for Aligning the Cadences January February March PI 19.1 Planning PI Execution PI Demo, I&A PI 19.2 Discovery & Validation Refinement PI 19.3 Portfolio Outcomes Planning (portfolio team 2 PIs ahead) April May June PI 19.2 Planning PI Execution PI Demo, I&A PI 19.3 Outcomes Planning Discovery & Validation Refinement July Aug Sept PI 19.3 Planning PI Execution PI Demo, I&A PI 19.4 Outcomes Planning Discovery & Validation Refinement Oct Nov Dec PI 19.4 Planning PI Execution PI Demo, I&A Enterprise & Portfolio: 2020 Yearly + PI 20.1 Outcome Planning & Discovery

17 Enterprise Visibility Room (EVR) Where Quarterly Portfolio Planning Occurs

18 Enterprise Visibility Room (EVR) Health & Maturity impediments / Obstacles Customer Segments & Personas Performance KPIs Strategic Intent & Themes Budget & Theme Allocation Quarterly Outcomes

19 AgilityHealth Outcome Alignment Dashboard

20 Lean Portfolio Mgmt Team Aligns Strategic Intent & Themes Aligns outcomes & initiatives (epics) Reviews, approves & prioritizes portfolio work Manages the Portfolio Kanban & backlog Performs quarterly planning Reports progress toward outcomes, investment & performance targets Remove portfolio-level obstacles Enterprise Architect Or Lean Governance Portfolio Owner(s) Portfolio Mgt. Team Portfolio Manager(s)

21 Enterprise Demand LPM Team Sponsor Use this as a guide and adjust these jobs to be done as needed Portfolio Owner(s) Alignment to strategic intent (3 yr outcomes) Portfolio business plan Opportunity assessment Define 1 year outcomes & Epics Quarterly outcome alignment to output Make tradeoff decisions Remove obstacles Risk, Ops, Mktg, Legal..etc Capacity planning and allocation Investment allocation Performance measurement Forecasting Remove obstacles Lean Governance Portfolio Manager(s) Alignment of delivery teams to outcomes Visibility and measurement of outcome progress (manage dashboard) Visibility and removal of obstacles Schedule and facilitate portfolio ceremonies

22 Delivery LPM Team Use this as a guide and adjust these jobs to be done as needed Portfolio Owner(s) Alignment to strategic intent (3 yr outcomes) Define 1 year outcomes & Epics Quarterly outcome alignment to output Make tradeoff decisions Remove obstacles Portfolio Mgt. Team Architectural vision and runway Opportunity assessment and feasibility Alignment and mentorship of solution architects Remove technical obstacles Portfolio Architect Portfolio Manager(s) Alignment of delivery teams to outcomes Visibility and measurement of outcome progress (manage dashboard) Visibility and removal of obstacles Schedule and facilitate portfolio ceremonies

23 Planning Cadence: Enterprise Strategy Annual Planning with Quarterly Check-Ins Align & Elaborate Enterprise Portfolio Team of Teams Team 1 3 Yrs. Strategic Intent Part 1- Enterprise < 1 Level Yr. Strategic Themes & Outcomes 3 Months Quarterly Outcomes < 3 Months Outcomes & Goals Part 1: Vision & Strategy - Clarity on 3 year Vision & Strategic Intent - Define market strategy and how to win ( market segment, product, customer experience, channels) - SWOT and market analysis data - Define 1 year outcomes and investment allocation (run, grow, transform) - Define investment pool - Identify delivery portfolios needed and shared outcomes Part 2: Delivery Portfolio Alignment. - Review vision, strategy and 1 year outcomes with delivery portfolio leaders - Alignment of delivery portfolios to 1 year outcomes - Optimize delivery portfolio teams design to enable flow - Identify risks, gaps and mitigation plan - Seed initial enterprise risks/obstacle board

24 Planning Cadence: Portfolio Align & Elaborate Enterprise Portfolio Team of Teams Team Strategy 1 3 Yrs. Strategic Intent < 1 Yr. Part 2- Portfolio / Value 3 Months Stream Level Strategic Themes & Outcomes Quarterly Outcomes < 3 Months Outcomes & Goals Day 1: Demand Mgmt. - Review Vision & Strategic Intent - Review and align on Strategic Themes (Annual Outcomes) - Create quarterly outcomes - Outcome readout and refinement - Build/Update Visibility Room /Outcome Dashboard Day 2: Delivery Mgmt. - Review/modify allocation & investments - Review/modify current team of teams design - Align team of teams to outcomes - Update obstacle board - Retro on meeting planning, ceremonies, roles, etc. - Agree on next steps

25 Planning Cadence: Team of Teams Align & Elaborate Enterprise Portfolio Team of Teams Team Strategy 1 3 Yrs. Strategic Intent < 1 Yr. Strategic Themes & Outcomes 3 Months Quarterly Part 3 - Outcomes Team of Team Level (PI/Big < 3 Months Room Planning) Outcomes & Goals Day 1: - Vision & strategic themes - Present quarterly outcomes and top deliverables/features - Architecture vision and practices - Team breakouts & planning - Draft plan review Day 2: - Team breakouts & planning - Final plan review and alignment - Team capacity, roles and allocation adjustments - Review dependencies, risks, skill gaps - Confidence vote - Planning retrospective

26 Org & Team Design Leadership Triangle Teams

27 Organizational & Team Design Portfolio Team of Teams Team 1 Team 2 Considerations Logical/virtual not physical re-org Demand Portfolios vs Delivery Portfolios How to optimize for FLOW? Capability Strategy Teams? Journey Owners? Enablement teams? Skill and knowledge gaps? RUN GROW TRANSFORM allocation

28 Team Leadership Triangle Business Vision What? Why? Backlog 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 How? orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur Technical Vision Process Facilitator

29 Team of Teams Level Team of Teams Backlog System / Solution Architect Product Manager Stakeholders Program Mgr. / RTE PULL from the Backlog

30 Portfolio LPM Team Portfolio Backlog Enterprise Architect Portfolio Owner / Leader Portfolio Mgr. PULL from the Backlog Team of Teams 1 Team of Teams 2 Team of Teams 3

31 Enterprise Team Enterprise Backlog Enterprise Architects Exec. Sponsors Team Enterprise Strategy & Portfolio Mgmt. (APMO) PULL from the Backlog Portfolio 1 Portfolio 2 Portfolio 3

32 Conceptual Design 6 Ways to Integrate Demand and Delivery Portfolios Shared Delivery Portfolios Enterprise Demand Portfolios P1 P2 P3 P4 P5 P6 Shared Delivery teams support demand portfolios by: 1. Dedicated Team(s) 2. Embedding people 3. Accept backlog items 4. Knowledge Transfer 5. Expose APIs 6. Intersourcing (codevelopment)

33 Customer Seat at the Table

34 Enterprise Value Stream Strategic Outcomes Operations & Support Demand Management Delivery Management Opportunity Assessment Solution Discovery Customer Insights and Feedback Agile Delivery Lean Canvas Customer Personas Mobius Loop Journey Maps Discovery Sprints Dual Track Agile

35 Product Health Radar You can perform a deeper assessment of your Product Development Maturity using this radar.

36 Discovery and Delivery Teams Product Mgr. UX Designer Business Vision What? Why? Release Plan Discovery Solution Lead Delivery How Technical Vision Process Facilitator

37 Discovery Teams Discovery Team Jobs to Be Done: Engage in Quarterly portfolio planning to define quarterly outcomes Work one quarter/pi ahead of delivery teams to do discovery and validation of ideas and quarterly outcomes Valuable Product Mgr. Journey Owner (CX) Usable Perform discovery activities to validate problem and solution, prototype and run experiments. Define clear set of features that have high probability of achieving outcomes. Refine features before PI planning. Solution Lead Feasible

38 The Mobius Loop Discovery to Delivery

39 Dual Track Agile Discovery & Delivery By Marty Cagan and Copyright Jeff Patton. Agile Learn Transformation More: Inc.

40 Discovery to Delivery Mobius Loop

41 Measurement and Metrics

42 The 3 Metrics That Matter Collected through integration or metrics owners Business outcomes are THE metric that matters, performance and maturity tell us WHY we re not achieving outcomes. Collected through the radar surveys as a retrospective Key Metrics Created collaboratively and aligned across the organization. AgilityHealth is a single source of truth for your enterprise teams and their maturity, performance and outcomes

43 4 Levels of Metrics Enterprise Org Agility = Rollup of Team Maturity & Performance Enterprise Agility = EBA Rollup Team of Teams Portfolio/ LOB Enterprise Business Agility DevOps, Product Mgmt. & ART Health Team Team Health & Performance

44 EBA Implementation Schedule

45 EBA Implementation (Sample Schedule) LEARN 2 Day EBA Overview EBA Overview LPM & Team Design Outcomes & OKRs November December January February March April May June July August September October LPM & ORG DESIGN Jump Start Track Workshop 3 Day Jump Start Coaching Stand up LPM Team Coaching Finalize Outcome s Workshop LPM Quarterl y Planning CHECK IN PRODUCT MATURITY & DISCOVERY Jump Start Track Assessment Product health Stand up Discovery Team Learn Discovery Workshop 3 Day Jump Start Coaching Execute Discovery & Outcomes 5 week discovery, 5 week refinement CHECK IN MEASUREMENT AND METRICS Track Measurement Strategy Baseline EBA Assessment Workshop Measure ment Strategy Assess Baseline, Grow, Re- Assess Go Deep or Go Wide Team Health, Dev Ops, Product Health CHECK IN

46 EBA Workshops By Pillar Customer Seat at the Table Lean Portfolio Management Org. Structure & Design Agile Framework & Mindset Leadership & Culture Make It Stick / Sustain Lean Product Health Assessment & Growth Plan Portfolio Team Design & Delivery Optimization Organizational Design Overview Team Health Assessment & Growth Plan Leadership Agility Overview EBA Leaders & Strategists (EBAS) Business Outcomes & OKRs (Product) Business Outcomes & OKRs (Portfolio) Org. Value Stream Design Agile for Tech & Business Teams Role of Agile Leader/Manager Agile Talent Mgt. & HR Customer Seat Deep Dive Lean Portfolio Management Planning SAFe Value Stream Design Scaling Agile Leadership Agility Health Assessment & Growth Plan Measuring What Matters Strategy 5 Day Discovery Sprint Enabling Portfolio FLOW Leadership Triangle Collaboration Leadership Agility Transformation Program AgilityHealth Facilitator Cert.