Large companies often struggle to adopt agile practices in a meaningful way. This presentation will help you understand why you are struggling to adopt agile, and more importantly, what you can do about it.
13. Team
Matrixed
Organizations
Limited Access to
Subject Matter
Expertise
Non-instantly
Available Resources
Too Much Work In
Process
Low Cohesion &
Tight Coupling
Shared Requirements
Between Teams
Technical Debt &
Defects
Large Products with
Diverse Technology
22. Culture
PracticesStructure
Culture First Transformation
• Focused on changing
hearts and minds
• Focused on being
agile rather than
doing agile
• Focused on values
and principles
• Belief that delivery
systems will emerge
based on new
thinking
24. Practices
StructureCulture
Practices First Transformation
• Focused on the things
that you do
• Focused on roles,
ceremonies, and
artifacts
• Can be management
driven or technically
driven
• Belief that agile is a
process or way to
work
26. Structure
CulturePractices
Structure First Transformation
• Focused on forming
teams and governing
the flow of value
• Focused on aligning
the organization first
• Belief that culture and
practices only emerge
within a rational
structural and
planning framework
61. Team
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
62. Team
Team
Product Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
63. Team
Team
Team
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Product Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
64. Team
Team
Team
Team
Portfolio Teams – These teams govern the
portfolio and make sure that work is moving
through the system.
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Product Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
73. Team
Team
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Phase 2
Mature Practices & Culture
Regular Delivery Cadence
PC
74. Team
Team
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Phase 2
Decouple Services and Products
Testing, CI and DevOps
AC
75. Team
Team
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Phase 4
Smaller Batches Enterprise Wide
Goal Oriented Funding Framework
AC
76. Team
Team
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Phase 5
Independent Goal Driven Teams
Adaptive Planning & Governance
AE
77. By focusing on the
fundamentals and
systematically breaking
dependencies, we can
achieve true enterprise agility
at scale
Notas del editor
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
Matrixed management
Non-instantly available resources
Project funding models
Limited access to subject matter expertise
Shared requirements between teams
Technical debt
Defects
Tightly coupled architectures
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.