Más contenido relacionado

Similar a The Five Phases of Agile Maturity (Part 2): Phase 3 and 4(20)


Más de Cprime(20)



The Five Phases of Agile Maturity (Part 2): Phase 3 and 4

  1. ©2023 Cprime, Inc. All rights reserved and no copying without express written permission. | 877.800.5221
  2. The Five Phases of Agile Maturity (Part 2): Phase 3 and 4
  3. Audio is streamed through your computer speakers, so make sure your audio is on and turned up. The recording and slides will be sent to everyone via email within 24-48 hours after the webinar concludes. Submit questions any time during this presentation via the Q&A box on the bottom panel of your screen. Housekeeping Items
  4. Meet Our Panelists Sneha Crews Managing Director, Solutions Engineering Rod Morrison Partnerships Director, EMEA Ali Huda Senior Enterprise Agility Consultant
  5. 01 Agile Maturity Phases Overview 02 Deep Dive into Phase 3 03 Deep Dive into Phase 4 04 Outcomes & Success Stories Agenda
  6. Overview The Five Phases of Enterprise Agility
  7. VMO/LACE • The Agile Team • Team of Agile Teams • The Scaling Agile Organization • The Agile Enterprise • The Scaling Agile Enterprise Five Phases of Enterprise Agility VMO
  8. Scaling Agile Framework - Phase 3 & 4 1. Strategic Planning 2. Investment Prioritization 1. Strategies, goals, themes 2. Long Term Strategic Roadmapping 3. Strategic Snapshots 1. Strategy & Investment Funding 2. Demand Management 3. Budgeting 1. Strategic Themes and OKRs 2. Epic Business Cases 3. Epic Backlog & Prioritization 4. Epic Lifecycle Management
  9. Phase 3 : The Scaling Agile Organization 10
  10. Phase 3 – The Scaling Agile Organization Empowered Teams • Cultural Engagement • Servant Leadership Delivery Groups stall in evolving to ADGs and represent <70% of one Business Portfolio • Objectives and Key Results are adopted • Organization Siloed • Agility stalled in scaling outside originating silo • Teams desire autonomy Common Agile Framework • Business Agility • Scaling Framework • ADG Elements are normalized within their context • Frameworks and Processes adopted and normed to the Delivery Groups • Core Center of Learning established • Toolscape administration rolled into Centers of learning • Data network and demands begins normalization Value Stream Alignment • Lean Thinking • Product Agility ADG Elements refine Value stream delivery to Product value outcomes • LPM becomes notional • Product sophistication grows • ADG elements have cross-silo (portfolio) flow inhibitors impacting productivity – Ex-silo Value Stream Contributors • EA Advocates and Champions identified external to siloed ADG Elements Value Delivery & Productivity • Team Agility • Team Processes ADG Elements coordinate planning, Qtrly delivery @60+/- 5% • Team delivery @70+% • Roadmap delivery @<30% • ADG Elements @75+% unified toolscapes and normalized metrics and reporting • ADG Elements have WiP, Cycle and Lead Times baselined • Centers of Learning established Built-In Quality • Technical Agility • DevOps Teams adhere to agreed upon agile testing and defect management processes • Leading teams adopt DevOps • Defect and Delivery budgets exist • QA metrics are normalized • Tech Debt Paydown is scheduled
  11. ● Organizations functioning in Agile Release Train structures but lack Alignment on goals or objectives ● Even though visibility into what’s being accomplished is established each team is working in their own silo ● Program and Portfolio Kanban in place but no limiting work in progress. “Everything is high priority”. ● Business Value delivered is not as expected by stakeholders ● Increased throughput and feature delivery though not contributing to strategic goals Phase 3 – Pain Points
  12. ● Objective metrics to support governance and improvement ● Teams / Team of Teams organized around the flow of value ● Lean budgeting to empower decision makers ● Kanban system provides portfolio visibility and WIP limits ● Enterprise Architects guides larger technology decisions ● Value delivery via Epics ● Alignment to Strategic Themes ● Quality measured by observable working features and customer feedback ● Portfolio Backlog Refinement Phase 3 – Activities to Mature
  13. ● Multiple teams of teams delivering consistently towards the same value delivery ● Epic realization is predictable ● Business value delivery is predictable ● Cross Portfolio Dependencies emerging Phase 3 – Leading Indicators to Transition to Phase 4
  14. Scaling With Portfolio Level ● Organized around the flow of value ● Lean Budgets empower decision makers ● Kanban system provides portfolio visibility and WIP limits ● Enterprise Architect guides larger technology decisions ● Objective metrics support governance and improvement ● Value delivery via Epics ● Strategic Themes
  15. Portfolio Management Themes from Enterprise Planning events Themes are planned and work groups aligned at a high level • Portfolio Epics • Portfolio Backlog • Portfolio Kanban • Objective Reporting • Strategy View - Work Tree 16
  16. Longer-Term Solution Roadmap in Jira Align 17 Epics by Strategic Theme Month by Quarter Strategic Theme Portfolio Epics Yearly Horizon
  17. Portfolio Kanban Exit Criteria In Jira Align
  18. Portfolio Room 19 ©2020 Cprime, Inc. All rights reserved and no copying without express written permission. Manage the entire Portfolio planning and execution workflow via a central command center
  19. Work Tree – Strategy View 20
  20. Objective Reporting 21 The Progress by Objective report captures the status of the key objectives at all levels, including the blocked and in-progress items
  21. Phase 4 : The Agile Enterprise 22
  22. Phase 4 – The Agile Enterprise Empowered Teams • Cultural Engagement • Servant Leadership BP Executive Stakeholder(s) identified • Why Communicated regularly • 1 – 2 Business Portfolios aligned in Value Streams @<50%Annual Delivery • Annual Assessments and Survey’s conducted • Certifications and accreditations are normalized and funded • HR is transforming to Agile HR Common Agile Framework • Business Agility • Scaling Framework BPs and ADGs continue to evolve Framework and Process • Annual Planning now participatory for ex-silo VSCs • Enterprise/Strategic planning normalization begins • EA Advocates and Champions ex-silo to BPs attend Center’s of Learning Value StreamAlignment • Lean Thinking • Product Agility BPs are aligned in clear Value Streams • VSCs identified and normalized in planning with BPs, VS, and ADGs • Operational value streamalignment under contemplation • Products and Service strategic roadmaps are produced • Product Agility fully embraced: ideation, Personas, Competitors, etc. normalized and adopted • Product and Service values informfunding delivery work (OKRs) Value Delivery & Productivity • TeamAgility • TeamProcesses ADGs and Ex-Silo VSCs coordinate planning, Qtrly delivery @70 +/- 5% • Teamdelivery @80%range • Roadmap Delivery @50%range • Lead Time at Qtrly delivery boundary normed to a known %Confidence to Deliver a Feature of Value fromIdea to Delivery to Market • OKRs measure Value Delivery and drive Pivot or Persevere decisions • WiP at ADGs managed to deliver right levels of Value with Quality Built-In Quality • Technical Agility • DevOps DevOps and CI/CD are teamand ADG Norms • Automated Testing and Environment Deployment becoming comprehensive • Defects are analyzed complexly; by: Product, Age, Density, Type, Severity, etc. • Tech Debt is minimized in new delivery • Existing Tech Debt reduced by an appreciable measure • Centers of Learning provide refining feedback
  23. ● Unable to roll up metrics to see across portfolios ● Multiple/disparate systems create friction in reporting and planning ● Non-cadenced timeboxes across enterprise ● Enterprise level set of terminology and concepts ● Collaboration across autonomous portfolios ● Senior leadership not aligned Phase 4 – Pain Points
  24. ● Developing Product Roadmapping ● Predictable Epic Delivery ● OKR reporting Phase 4 – Activities to Mature
  25. ● Lean cycle times ● Business value delivery and quality across portfolios is consistent ● Robust Product roadmapping ● Increased Product led feature delivery Phase 4 – Leading Indicators to Mature to Phase 5
  26. Connecting Strategy to Execution with LPM Could be Corporate OKRs
  27. Lean Portfolio Management Summary SAFe Principles Applied • Take an Economic View • Apply Systems Thinking • Assume variability; preserve options • Limit WiP, reduce batch size, reduce queue length • Apply Cadence, synchronize with cross domain planning Portfolio Management in Jira Align • Strategic Backlog • Value Engineering • Investment Allocation • Portfolio Canvas 28
  28. Strategic Backlog
  29. Investment by Feature
  30. Use the Portfolio Canvas
  31. Investment vs. Actuals ©2020 Cprime, Inc. All rights reserved and no copying without express written permission. 32 This report will provide a view of program increment allocation and the actual spend for each theme in a single view
  32. Connect with our speakers on LinkedIn Check out Cprime upcoming webinars, read our blog, download whitepapers/case studies & more: Share with us what topics you are interested in, ask us questions or give us feedback! Keep the Conversation Going…
  33. Share in the conversation & keep updated on thought leadership, events & more! on LinkedIn, Twitter, Facebook, & YouTube Follow Us on Social Media
  34. QUESTIONS? | 877.800.5221 Questions?
  35. QUESTIONS? | 877.800.5221 Thank You | 877.800.5221