EPiC - A NEW way to measure Business Agility v3 - Used at Agile Australia
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EPiC - A NEW way to measure Business Agility v3 - Used at Agile Australia
- 1. A NEW way to measure Business Agility Health
- 2. Why use an assessment tool
- 3. The Problem
- 4. New Approach
- 5. Thought Leaders Scalable System New Approach Growth Plans Project Delivery How is it different?
- 6. The Team The Executive’s Product Demonstration
- 7. 1. Business Agility 2. Program Health 3. Technical Health 4. Lean Product Health 5. Lean Portfolio Health 6. SAFe Portfolio Health 7. SAFe Release Train 8. Agile Coaching Institute 9. Individual Health 10. Team Health Thought Leaders
- 8. Benefits
- 11. So … what’s in it for me!
- 12. Concerns
- 13. Summary
- 14. A like minded action orientated tribe, whom value: Business outcomes & getting stuff done over negativity & politics Human connections & empowerment over ego & control Creativity & new ideas over doing as we are told Energy & vibrancy over the daily grind We’re
Editor's Notes
- Welcome to Agile Australia …. My name is Brad Bennett & Rob Gaunt, we are Enterprise Agile Coach & the founder of EPIC Like most coaches I have been delivering projects for 20 years I’ve been part of the good Experiences the bad And seen the ugly….. EPiC was funded in 2012 to support organisations looking for new ways of working. Prior I was running a 100 person strong professional services company, where time is money. What I noticed is that client is the clients side there was not same focus and alignment of getting the job done. And this agile movement was going to align businesses internally, and then transform the way projects were delivered. As agile coached and practitioners we are AGNOSTIC and not PURISTS And we are always on the look out for new and better ways of working Be it Frameworks (SAFe, Lesss, Dad) Tooling (Agile Management, Roadmap planning, Human Centered Design ) Coaching Techniques (ACI, Nokia Test, ,SCRUM Maturity Assessments) Last year we where performing an organization wide agile readiness assessment for a customer and we began investigating organization wide measurement tools and techniques. What we discovered was that even though Agile deliver was now maintstream, there has been to date no standard or consistent way to measure agility. We found a maturity tool developed by ATI It was at the point we came across the Agility Health Radar products. Although at that stage AHR did not have a readiness assessment available, so we built our own, the Agility Health Radar where already well on their way at developing a standard & consistent way for organisations to continue to measure and grow agile capabilities. Today we are excited to show you different ways companies are measuring business agility launch the Agility Health Radar in the Australia and New Zealand And in this session we will review and demonstrate AHR approach and the Radars
- Hands up coaches Coaches come in many different flavors these days: Scrum masters Deliver leads / Program Coaches Enterprise agile coaches Business coaches And as coaches we are always standing up and measuring agile teams: Teams: How is the team performing How big is the backlog Are principles being up held Are practices being upheld Programs Are team collaboration Are common patterns and impediments Are we embracing change Are we planning appropriately Are we planning appropriately Are we meeting our commitments Business PO Engagement Stakeholder Confidence Satisfaction & NPS Organisations Measure – Agile adoption Recognise what has been mastered Determine if your ready to move to the next level of practice adoption Determine if we on track for transformation goals Identify the next most important things to work on Were the coaches add the most value Set the context for organisational change Make the case in the investment We are agile coaches and we stand up many agile teams how do we see across teams How do we see Even though we know the teams are at different levels of maturity Benchmark Tackle the most impotant things first Run over time to measure maturity & uplif Report upwards to give visibikiy
- No consistent or standard WAY to measure or even WHAT to measure As coaches we use reports from tooling available, leverage IP, and develop our own measurements techniques. Excel Sheets & Online Surveys Lacks the ability to roll up visually Not effiecient, and it makes life harder Not scalable Not manageable over time & it becomes tedious and overwhelming Not Available Hard to: Collate & Access data Determine multi team TREND analysis Hard to identify where help is really needed Executive Visibility is difficult to provide 1. How do management & executives now that their teams are delivering maximum value 2. How do teams call out for help when help is required. 3. How do us coaches know where to focus to make the biggest impact
- Maturity vs Health Maturity ensures practices are being performed & delivery frameworks are being adhered to. Health measure principles, in other words how well do the practices and frameworks we have chosen actually allow us to do our job. Just because an organization mandates everyone follows and agile framework … this does not reflect if the company is delivering value Ticking boxes, does not make you agile. Executing the practice does not mean the company has made the mind set shift to reap the results. What makes teams high performance are: clarity of vision right leaders in place right culture in place right foundation in place Are the team executing like a high performance team How does a company measure its business agility: Does the strategy and organisational structure support business agility Are the correct processes in place Is the technology in place to support business agility Is the Snr Leadership & Manage culture collaborative and aligned Once we recognise the different between MATURITY & HEALTH, we can then set out to measure HEALTH: The approach requires a STRATETIGIC retrospective to review eveything happenned in the last quarter. QUALITY DATA IN, and therefore need to be guided and facilitate by a coach. Quarterly Retrospective is run which is both - Qualitative & Quantitative Executives are not asking are people trained & certified They are asking do we have an clear on the organsation objective Do we understand how to get there? Are we working together to deliver an outcome Are there any organisational impediments which is impacting the team AHR have development a new measurement approach No just are we implementing a framework But is the framework selected working for us How is our culture How are is our leadership Are we performing like we should AHR does not measure the adherence the agile practices AHR measures the implementation of agile principles
- Approach not a survey ! Many Radar developed by thought leaders Manage Scalable and facilitate Visual digestiable radar Whats the diff b/w an approach and a tool AHR is a holistic team, program, portfolio and enterprise measurement & transformation approach Provides Visibility into Agility At all levels of the organization; Team Program Portfolio Business Self Assessments Easy to manage Immediate access to Rich Data & Analytics Data can be sliced by participant group Data can be rolled up Growth plans are actionable & measurable Teams over Organisational impediments IP has been developed by thought leaders & the industry SAFe Dean Leffingwell & Drew Jemilo are now recommending the AHR over their own assessments Lean Product Development Marty Cagan Jeff Patton – Developing Strong Product Teams ACI Coach Radar (Agile Coaching Institute) Lyssa Adkins Micahel Spayd Agile PMO: Baseline and access every team in the enterprise See maturity rise and fall over time Targeting Coaching uplift Teams : Its like all teams are asked, whats going well & more importantly what can we help you with? Business Stakeholder: 1) What is their confidence in the teams ability to deliver; and 2) What is the NPS score
- Anonymous & Qualified Team Heath Dimensions Sub Dimension Divergence vs Convergence Top 5 Bottom 5 ------------------------ Team & Executive Team is actually an Organisational Dashboard Orange - Multi Teams Blue - Individual Teams Teams: SCRUM Kanban XP SCRUMban Organisational Tagging Filter KTLO 3 minutes Team Health Summary Dimension Sub Dimension Categories 3 minutes Team Detail Analaysis Analytic Summary Strengths & Improvement Growth Plan Mertric Summary Cost Chart Release Compare over ttime Filer - Participant groups
- Targeted Coaching Trends over time Identification of variences Instigates high value discussion and creates shared context Broader than a retro… usefull for long term planning Anonymous pathway provides open and honest feedback Identifies persistent issues Can aim at solving common themes with a single solution Comprehensive questions including stakeholder input Case Study Results Cox Automotive – Works @ Scale – 100 teams Doc List identified and external bottleneck which when removed allowed the team to triple its velocity Vista Print – created focused and actionable grwoth plans Financial PMO – honest role discussion, team/program alignment & visibility ------
- Agility Health Radar was developed by Sally Ellata and Agile Transformation Incorporated (ATI) Team 3000 Customer 80 Big Multinationals American Express Verizon CISCO Royal Bank of Canada These teams have provided feedback to develop and mature the radars.
- Case Study Results Cox Automotive – Works @ Scale – 100 teams Doc List identified and external bottleneck which when removed allowed the team to triple its velocity Vista Print – created focused and actionable grwoth plans Financial PMO – honest role discussion, team/program alignment & visibility
- Organisational Leader Visual measurement of organisational health at every level Evidence based maturity Organisational growth plans - Agile Coaches Standard way to baseline teams Retrospective must be facilitated by an AHF to maintain Data Integrity Team growth plans Targeted coaching Agile PMO A way to measure project health A way to identify and manage risk Team How are we doing Can you leave us alone Can you help us Ticking boxes is not business agility Ticking boxes may damage your ability to deliver
- Concerns people game the system create bad behaviors (incentives) the information is not accurate Don’t compare teams Good teams mark harder Immature teams mark easier Information can be used for Command & Control abuse
- Agility Health Radar New Agility Health Approach IP Questions Tooling Administration Teams Retrospective Visual Analytics Facilitated Coaching Recap Key Messages New Approach Visibility & Empowerment All Levels of the Organisation Ticking boxes is noyt agility Industry standard Baseline industries AHRating Convergence & Divergence Must be measuring for > a period
- As a Transformation business we are always on the lookout for ways & strategies to harness the momentum created from making business better. We do this work because we love it. We are love working and liberating people & companies From teams members (developers, BA’s & testers) Business Sponsors, Digital Leaders To Agile PMO’s & Executives Principles: Liberation & Freedom Agnostic not Purists We have not seen a better more consistent way to measure business agility health in the enterprise, which is: Independent, Measurable, Actionable Honours the agile principles not the practice or frameworks Reduces corporate waste, with targeted coaching