Tech Talk: How to Create and Steer an Agile Business

World®
’16
Tech Talk: How to Create and
Steer an Agile Business
Steve Demchuk
VP of Product Management, CA Agile Central – CA Technologies
AZT111T
AGILE MANAGEMENT

2 @CAWORLD #CAWORLD2 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED.
Abstract
From portfolio investments to releasing to the market, delivering business outcomes is the
measure of your Agile transformation—and your success. If you’re ready to express your
business vision and strategy through valuable features that your teams can predictably deliver,
and want to know how to facilitate leadership sessions that foster co-creation, decision making
and commitment, come to this session.
Steve
Demchuk
VP of Product
Management, CA
Agile Central
CA Technologies

Agenda
THE PROBLEM
THE NEW RULES OF BUSINESS AGILITY
HOW WE DO IT
1
2
3

Current Business Systems Are the Problem
What you need:
▪ Faster time to market
▪ Optimized for business value
▪ Sense and respond to customers &
market needs, changing regulations
What you have:
▪ Lengthy upfront planning and funding
▪ Resource-utilization focus
▪ Managed by stage gates and
signoffs/handoffs
▪ Top-down, political, risk-averse
▪ Too much work in process

Delivery Agility Portfolio Agility Business Agility
Performance
Scale
Growth
Adaptive Planning
Organize around Value
Disciplined Exploration

Funding and Scope Require Structure and Coordination
Features fit in releases
Initiatives span releases
Budget/Capacity Allocation
Decision
Stories fit in iterations,
implemented by tasks

7 © 2016 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
“If you can’t deliver on your strategy —
it doesn’t matter how good your strategy is.”
–Angela Tucci, CA AMBU GM

True North - Mother Strategies - Product Strategy - Initiatives
True North
Unleash Customer
Potential
Company
Strategy 1
Company
Strategy 2
Product Strategy 2
Product Strategy 1
Product Strategy 4
Product Strategy 3
Initiative 1
Initiative 2
Initiative 3
Initiative 4
Initiative 5
Initiative 6
Initiative 7
Initiative 8
Initiative 9
Initiative 10
True North Mother Strategies Product Strategies Product Initiatives
Company
Strategy 3

Highly effective enterprises… seek to minimize Run expenses
and maximize Grow and Transform. These enterprises invest
48% in grow or transform initiatives.”
– Gartner
52% 48%
ex: GE removed 180,000 hrs ($7M) which they reinvested
in multiple first-to-market initiatives
“
30%
70%
Balancing Maintenance and Growth

How do we take this strategy and flow
work throughout the organization?

Big Room Planning: The Tip of the Spear

Which of these is eating your budget? What % of
budget?
1. Dependencies that block
2. Risks that explode
3. Unrealistic plans
4. Unstaffed priorities
5. Frequent pivots
6. Lack of commitment
7. Late delivery

What Does Quarterly Planning in a Big Room Really Do?
1. Set business context
2. Collaborate with stakeholders
3. Visualize dependencies
4. Identify and ROAM risks
5. Create capacity-based plans
6. Structure communication plans
7. Make a shared commitment

How My Organization Does It

“Next Release” Planning Calendar
3 Next Quarter High Level Pass- 9 weeks
4 Initiatives broken down into Features to present to sizing team- 8 weeks
5 Features Estimates Due - Roadmap Review with Leadership- 7 weeks
6 The Why Kickoff with all of Engineering- 6 weeks
8 Features to Teams. Feature Estimates Finalized- 4 weeks
9 Story Breakdowns Begin / UX Mockups for Stories- 3 weeks
10 Roadmap Plan 3rd Draft. User Story estimates. Quarterly R&D Demo- 2 Weeks
12 Big Room Planning
Hackathon Demo/Quarterly R&D RetrospectiveWeek Of 11

Modern Principles of Capacity Planning
Reference: CA’s Agile Capacity Planning Theme
Team as the
resource unit
Roughly right
Balance demand
and supply
Continuous planning
cadence
Tolerate incomplete data

Optimize Plans for Business Value

Taking the Economic View – Demand vs Supply

Optimize for Business Value and Capacity

Teams Plan with Feature Delivery in Mind

At-a-glance Release Status and Steering

Data
+ +
Automated Insights
and Recommendations
Human
Insight
Fact-based Continuous Improvement

CA Agile Management Solutions

Questions?

Stay connected at communities.ca.com
Thank you.

How to Create and Steer and An Agile Business?
Create the organization structure, investment balance, cadences, work structures and ways of working that
will foster the ability to sense and respond to your market.
Use Quarterly Planning for your business and your product lines to create the business decision system to
adaptively plan and deliver value to your customers.
Partner with CA Technologies as we possess the experience, thought leaders and products to help you
transform
Summary
A Few Words to Review

Agile Management
For more information on Agile Management, please visit:
http://cainc.to/9Zed5W

Tech Talk: How to Create and Steer an Agile Business

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