Manage Agile 2018 Mit Karategürteln zur Agilen Organisation

Transcription

1 Manage Agile 2018 Mit Karategürteln zur Agilen Organisation Andreas Mitter, Head of Agile Advisory BearingPoint Technology GmbH, 2018

2 1. Challenges faced by companies nowadays 2. The answer of companies is more agility 3. The dark side of agile transformations 4. BearingPoint Agile Check - BearingPoint s answer to consider entire organization within an agile transformation 5. Summary and take aways BearingPoint Technology GmbH,

3 Agility everywhere

4 Challenges faced by organizations due to digitalization BearingPoint Technology GmbH,

5 Many companies are currently facing new challenges and the need for change due to the trend of digitalization Challenges faced by organizations Changing client behaviour War of talents Time to market Less bureaucracy and silos Employee satisfaction Rigid organizational structures Cost pressure Higher business value Innovation Velocity & Flexibility Digitalization Customer satisfaction High competitive intensity Flexibility Innovation power Technological change First mover instead of follower Growing complexity BearingPoint Technology GmbH,

6 Agile as a new way to handle current challenges Source: BearingPoint Technology GmbH,

7 The dark side of agile transformations Source: BearingPoint Technology GmbH,

8 Many organizations are following agile Source: BearingPoint Technology GmbH,

9 but: A lot of companies are just doing agile practices Source: Karthik Chandrasekarial BearingPoint Technology GmbH,

10 This leads to uncertainty as to whether agility is the right thing to do BearingPoint Technology GmbH,

11 BearingPoint Agile Check Source. BearingPoint Technology GmbH,

12 Agile Check is the starting point for your agile transformation Agile Check: Definition and Purpose of Use Classic organization Agile transformation Agile organization Agile Unit Dance BearingPoint Technology GmbH,

13 Become an Agile Master with your journey from white belt to black belt Maturities of BearingPoint s Agile Check White Belt (Non Agile) Yellow Belt (Agile Starter) Brown Belt (Agile User) Black Belt (Agile Master) BearingPoint Technology GmbH,

14 Within the Agile Check we are focusing on various dimensions with a holistic approach BearingPoint s Agile Check dimensions Organization & Structure Organizational structure Forms of self-organization Hierarchy levels Cross-functionality Knowledge sharing customer-centricity Corporate Processes Corporate Processes Decentralization of decision making Portfolio Management Company figures (OKR) BizDevOps Tools & Techniques Tools & Techniques Frameworks Planning & Reporting Diverse Techniques used Learn & Adapt Culture & Leadership Agile Leadership Cultural Mindset Career & personal development Assessment of people Roles & empowerment Management 3.0 Role of HR department Technology & IT Management Architecture Modularization Ecosystem Management Development & Delivery Toolset Infrastructure Automation XP techniques Product & Service Development Exploration and development of new Product & Service Innovation Management Road mapping & Planning Iterative development BearingPoint Technology GmbH,

15 From white belt to black belt Maturities of BearingPoint s Agile Check Dimension Organization & Structure Sample Question: How does collaboration between different departments work? - Classical organizational structure - Strong hierarchy / Pyramid - Long decision paths / central decisions - Rigid and fixed structures - Departments = Silos - Functional Matrix Organization - Still long decision paths - Teams start exchanging - Customer is still not represented - Cross-functional product oriented matrix organization - Outside-in mindset - Self organized teams with e2e responsibility - Exchange across departments - Flat and flexible - network structures - Customer centricity - No/less hierarchy - Completely selforganized, Interdisciplinary, cross-functional teams BearingPoint Technology GmbH,

16 From white belt to black belt Maturities of BearingPoint s Agile Check Dimension People / HR Sample question: What is the feedback culture in your company? - Hierarchical Leadership / Command & Control - Individual over teams - feedback cycles only once a year - Target agreements per department - No failure culture - No expert career paths - Leaders get in touch with agile methods (sense of loss of power) - Cultural clash - New roles (PO, SM), unclear responsibilities - First trainings - Mistakes still not welcomed - Distributed / lateral leadership - Full empowerment of new roles - New HR instruments - investment in people ( T- Shaped) - Leaders = mentors - HR = catalysator - Lean and agile mindset in company culture - Learning organization - Culture of trust and transparency - Failure = chance for learning BearingPoint Technology GmbH,

17 From white belt to black belt Maturities of BearingPoint s Agile Check Dimension Process Sample Question: In which cadences do you plan your project portfolio and funding of projects? - Multi-annual planning - Only Top down decisions - Micro- Management, no self-organization - Complex processes, no flexible adaption - Max 1 year planning cycles - delegation of power only on unimportant decisions - Agile PMO / Agile Offices - Max. 3 month planning cycles - (Biz)DevOps - Agile processes part of most parts of organization - Continuous planning & Continuous deployment - OKRs / Enterprise performance metrics - Learning Organization - Agile contracting - High transparency - Participative involvement BearingPoint Technology GmbH,

18 From white belt to black belt Maturities of BearingPoint s Agile Check Dimension Technology / Technical Excellence Sample Question: How long does a deployment take? - No focus on technical excellence / software eng. practices - Highly manual processes - Lack of unit test coverage - High technical depts - No collaboration software - First experiences with XP practices like CI - First automated tests - Regular training on software quality - Common codingguidelines - CI / CD - Automation, TDD, BDD, Refactoring - Monitor & measure software quality characteristics - Centrally managed deployment pipeline - Zero downtime deployments - Architecture Modularization / Virtualization is used - Usage of Ecosystem - Cloud / AI - Collective Ownership BearingPoint Technology GmbH,

19 From white belt to black belt Maturities of BearingPoint s Agile Check Dimension Projects Sample Question: How many teams / departments are already using an agile project management approach? - Waterfall - Classic project planning - First agile pilots - Limited knowhow about agility - Lots of agile teams/departmen t, but insufficient cross-divisional - Agile is main/only framework - Kaizen - Classical reporting - No retrospectives - Full blown specification - Focus on Doing agile (Ceremonies, Artefacts, Tools) - User Stories, Epics, DoR, DoD - Scrum/Kanban Boards - Retros in irregular intervals - Widespread knowhow about agility - 3 Amigos - Story Map, Impact Mapping - documentation limited, focus on conversation - Regular retros - Perfect reduction of waste, smooth flow of delivery - Cross-project reviews / retros - New KPIs (customer satisfaction, employee satisfaction) BearingPoint Technology GmbH,

20 From white belt to black belt Maturities of BearingPoint s Agile Check Dimension Product/Service development Sample Question: How fast do you get customer feedback for your products and services? - No real product development - No innovation management - No MVP/MMP - No Prototyping - No focus on customer - No Product Vision - No continuous exploration - Iterative development with one test of intermediate product before launch - Leaders decide about Go/NoGo for new ideas - First experiences with prototyping - Tools like Personas - Adaptions in products rarely (~ 2 times a year) - Several tests with customer feedback before market launch - strong focus on customer and their benefits - innovation tools like Design Thinking, Lego Serious Play - New ideas can be designed in interest groups - Value driven approach - Measurement system to track business value realization - Highly innovative (Think Tanks, Innovation Fridays, Design Sprints ) - Prototyping = standard - Continuous exploration BearingPoint Technology GmbH,

21 The agile maturity is evaluated for each dimension and gives recommendations where actions should be taken Measuring the agile maturity Classification of the scoring results in the specific maturity levels: 0,0 1,0 Non agile 2,1 3,0 Agile User 1,1 2,0 Agile Starter 3,1 4,0 Agile Master Overall Company Agile Check - Result: 2,60 Agile User Brown belt Agile Master in: People / Culture no immediate action needed (priority 3) Agile User in: Products / Services, Project, Organization / Structure, Processes action has to be taken to improve agile maturity (priority 2) Agile Starter in: Technology immediate action has to be taken to improve agile maturity (priority 1) BearingPoint Technology GmbH,

22 We can help you to become an agile organization BearingPoint Agile Advisory Solution Portfolio Become Agile There is a big difference between Doing Agile" and "Being Agile together with you, we analyze whether your teams and your organization are already prepared for agile methods and support you in defining and implementing a roadmap to become an agile organization. Coach Agile Together with our coaches we accompany you on your journey to become an agile organization we help to improve your agile implementation and further agile know-how to employees, entire teams/departments as well as management. Scale Agile We help you to adapt the structure and mindset of your company in such a way that agile methods can be applied to the entire company and/or larger projects with several teams. Contract Agile We support you in defining and developing a contract model based on the agile fixed-price model. Deliver Agile We support companies throughout the end-to-end chain from product idea to deployment of software artifacts. We help to implement agile architectures and advise on the selection of software engineering practices. BearingPoint Technology GmbH, Tune Agile We conduct a comprehensive assessment, compare your agile implementation with industry best practices, identify potential weaknesses and support you in creating new suggestions for improvement to make your company even more effective and competitive.

23 The BearingPoint Agile Check is a helpful Maturity Review to assess your Agile Readiness Summary / Takeaways Agile transformations are more successful when they are used beyond IT and have focus beyond processes and frameworks 3 Define concrete steps for your agile transformation, review and measure them continuously Agility: it's not a question of if you will use it, but rather how much you will use it Tools like BearingPoint Agile 1 4 Check help to assess the maturity maturity level of an entire organization and provide concrete recommendations how to reach the next level within an agile transformation BearingPoint Technology GmbH,

24 Visit for more information Andreas Mitter Senior Manager BearingPoint Lassallestrasse 7a 1020 Vienna Austria M andreas.mitter@bearingpoint.com