Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
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This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition. Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about. BLOG: https://age-of-product.com/webinar-agile-maturity/ YOUTUBE: Tba.
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Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
- 2. About Stefan Wolpers Agile Coach, Scrum Master, and Product Owner since 2006: stefan@age-of-product.com
- 5. Let’s Start at the Beginning: Why Do Organizations Want to Become ‘Agile’? stefan@age-of-product.com
- 6. The ‘Why’ Question (1): C-Level Motivation Typically named reasons for doing “Agile”: • Become more efficient • Deliver more & faster • Improve predictability stefan@age-of-product.com
- 7. The ‘Why’ Question (2): C-Level Motivation Actual benefits of becoming “Agile”: • Create learning organizations • Autonomy, mastery and purpose • Minimizing risk, improving ROI stefan@age-of-product.com
- 8. The ‘Why’ Question (3): Command & Control 21st Century Taylorism: • Functional silos prevail • Projects, budgets & initiatives rule Source: Scientific management (Wikipedia) stefan@age-of-product.com
- 10. The Agile Path (1): There’s Plenty of ‘Agile’
- 11. The Agile Path (2): Business Agility Source: Domains of Business Agility stefan@age-of-product.com
- 12. The Agile Path (3): Packaged ‘Agile’ Source: SAFe® stefan@age-of-product.com
- 13. The Agile Path (4): Agile Onion Source: What Is Agile? Processes & Tools Practices Principles Values Mindset This can be adopted C&C style This requires cultural & organizational change Move to a learning organization Less powerful, more visible More powerful, less visible stefan@age-of-product.com
- 14. The Agile Path (5): Kniberg’s Scrum Test stefan@age-of-product.com
- 15. The Agile Path (6) stefan@age-of-product.com
- 16. Nagging Questions: Is becoming ‘agile’ a destination or a journey? Are we on the right route? How do we know we’re making progress? What will the ROI be? The Agile Path (7) stefan@age-of-product.com
- 18. The Survey (2): Fundamentals Four Questions: 1. What factors contribute to a team’s growing maturity in agile practices? 2. What maturity levels do you see at a team level? 3. What factors contribute to becoming an ‘agile’ or a learning organization? 4. What maturity levels do you see at an organizational level? Responses: 86 stefan@age-of-product.com
- 19. The Survey (3): Preliminary Taxonomy Agile Maturity Indicators: 1. People & Communication 2. Organizational Excellence 3. Technical Excellence stefan@age-of-product.com
- 20. The Survey (4): Autonomy Self-organization: 1. Empower teams (Decisions, accountability) 2. Focus on outcome 3. Respect Scrum values (Commitment, focus, openness, respect, courage.) 4. Safety to raise & discuss issues 5. The team handles its own problems (No scrum mom.) 6. Supporting each other as team members (Bonding.) 7. Holding each other accountable (Agile is a team sport.) stefan@age-of-product.com
- 21. The Survey (5): Autonomy Accountability (individual): Choosing tools & devices (e.g. software) stefan@age-of-product.com
- 22. The Survey (6): Mastery Learning: • Short feedback loops (User tests, customer development) • Use of retrospectives • Continuous team coaching (Guilds, code mentors etc.) • Stakeholders live up to their responsibilities • Hands-on experience over credentialism stefan@age-of-product.com
- 23. The Survey (7): Mastery Competence: • T-shaped people • Active knowledge sharing • Continuous learning, • No withholding of knowledge • Knowledge sharing beyond the product and tech realm • Budget to attend conferences • Center of Excellence for Agile stefan@age-of-product.com
- 24. The Survey (8): Mastery Team building: • Cross-functional teams: • No dependencies w/ other teams, • End-to-end delivery capability • Stable, long-living teams • Support by an experienced scrum master stefan@age-of-product.com
- 25. The Survey (9): Purpose Inclusion: • Product discovery • Product roadmap creation • Release planning stefan@age-of-product.com
- 26. The Survey (10): Communication & Collaboration Trust & respect: • Benefit of the doubt for colleagues • Safety to disagree • Honesty • Candid peer feedback stefan@age-of-product.com
- 27. The Survey (11): Communication & Collaboration Conflict resolution: • Constructive disagreement: • ‘Disgree but commit’ approach • No tyranny of compromise • Non-violent communication
- 28. The Survey (12): Communication & Collaboration Collaboration: • Zero tolerance for political games • No scripted collaboration • No incentives to withhold knowledge (Or information.) • No finger-pointing, no blame-game stefan@age-of-product.com
- 29. The Survey (13): Organizational Excellence Culture: • Embrace and celebrate failure (Validate hypotheses by running experiments) • Curiosity as a norm • Undogmatic attitude, live Shu-Ha-Ri • Transparency: • Share information and data at all levels, • No more gated information or information brokers stefan@age-of-product.com
- 30. The Survey (14): Organizational Excellence Leadership: • Focus on innovation, quality and business value (No more HIPPOism.) • Supports of ‘agile’s way of working’ fully • Enforces ‘agile’ as the core of the company culture • Respect for roles, principles, and processes (The ‘real’ PO.) stefan@age-of-product.com
- 31. The Survey (15): Organizational Excellence Management: • Managers to servant leaders • Trust in people and teams • Provides tools and facilities necessary to become agile • Gemba and Kaizen become standard practices stefan@age-of-product.com
- 32. The Survey (16): Organizational Excellence Organizational design: • Abandon functional silos for cross-functional teams • Remove redundant middle management layers (Flatten the hierarchy) • No more command & control, compliance driven management • HR aligns with requirements of self-organizing teams • The organizations morphs into a team of teams stefan@age-of-product.com
- 33. The Survey (17): Organizational Excellence Clear objectives: • Shared vision among all actors • Clear strategy • Clear priorities stefan@age-of-product.com
- 34. The Survey (18): Organizational Excellence Business value focus: • Customer centricity mindset • Delivering business results • Shifting the IT focus business needs • From project budgets to product teams stefan@age-of-product.com
- 35. The Survey (19): Technical Excellence Engineering level: • Built-in quality: • Code reviews, • TDD: • Test automation, • Test coverage • Pair and mob programming • Practicing Scrum, Kanban, XP stefan@age-of-product.com
- 36. The Survey (20): Technical Excellence Process level: • DevOps: CI, CD (Deployment at will) • Regular cadence of releases • Identifying suitable metrics: • Lead time, cycle time, • Number of experiments, • Team health • Open sourcing code stefan@age-of-product.com
- 37. The Open Source Agility Assessment Framework (AAF) stefan@age-of-product.com
- 40. AAF’s Application (2): Parachuting in… Source: Nellis Air Force Base
- 41. Can an organization make an informed decision on becoming agile in advance: Is the organization able & willing to change? Where can the organization probably go? Where does the organization need to change? AAF’s Application (3): Answering… stefan@age-of-product.com
- 42. The Agility Assessment Framework Volunteers stefan@age-of-product.com
- 43. The Agility Assessment Framework stefan@age-of-product.com
- 44. The Status Quo The Why & Who: • Ask the C-Level: What are the reasons to become agile? • Wrong answers: • Become more efficient • Deliver more & faster • Improve predictability • Better answers: • Outperforming competitors by creating learning organizations • Creating a great culture by providing room for autonomy, mastery and purpose • Minimizing risk, improving ROI • Who is the sponsor of the decision to become an agile organization? stefan@age-of-product.com
- 45. The Status Quo (2) Organizational background: • Size • History • Culture • Non-profit & philantrophic • Engineering-focused • Sales-driven? • Market: • Legacy products • Innovator’s dilemma • Product life-cycle state of the cash-cows • Customer-base • Is the business regulated by law? stefan@age-of-product.com
- 46. The Status Quo (3) Budgeting: • How is product development currently funded: • Projects/initiatives • Product teams? • What process is applied to funding: • Stage-gate model? • Who will control the budget for a transition? (CEO, CTO or COO/CFO?) • How large is the budget for the planned transition? stefan@age-of-product.com
- 47. The Status Quo (4) Collaboration with product teams—How does it work now? • W/ business stakeholders • W/ customers • W/ the management • W/ the leadership • How are product teams working among each other? stefan@age-of-product.com
- 48. The Status Quo (5) Nature of teams: • What is the outsourcing level; are there internal teams? • Team longevity: • Are teams funded or projects/initiatives? • Are team members assigned to teams randomly? • Are people simultaneously working on several project? • Are teams functional silos or cross-functional team? • Are teams co-located? • If not: are team members meeting regularly in person? stefan@age-of-product.com
- 49. The Status Quo (6) Team building & hiring (1): • Hiring: • Are teams diverse? (Gender, age, religion, race etc.) • Peer recruiting of team members? • Are the teams selecting themselves? • Is HR is pursuing old-school career development? • Titles, certificates etc. • What about ‘autonomy, mastery, purpose?’ stefan@age-of-product.com
- 50. The Status Quo (6) Team building & hiring (2): • What is the fluctuation rate: • Among teams? • Within the organization? • Freelancer vs. Employees relationship: • Are freelancers regarded as equals? • What is the ratio of freelancers to employees? stefan@age-of-product.com
- 51. The Status Quo (7) Team management: • People management/team management: • Are people or teams micromanaged? • Detailed instruction what and how to do? • No trust in the capability of a team? • Management of teams by OKRs? • Do people have conflicting incentives with their teams’ objective? • How is failure handled? • Is a change of the incentive schemes planned? • WIIFM syndrome? • Is pursuing personal agendas or local optima lucrative? stefan@age-of-product.com
- 52. The Status Quo (8) Workspace: • Can all work spaces be provided? • Large, flexible space(s) for training, public ceremonies • Defined team spaces to create a sense of togetherness • Ad hoc collaboration space for 2-5 people • Silent workspace to for deep, focused work • Are exclusive spaces available? • Whiteboards in abundance? • Offsite work spaces to leave the comfort zone of the office? stefan@age-of-product.com
- 53. The Status Quo (9) Tools and technology: • On-premise vs cloud—what is the status? • Bring your own tech? • Choose your own tools/software? • Is open source acceptable? stefan@age-of-product.com
- 54. The Status Quo (10) Current agile practices: • Product discovery: • Lean Startup • Lean UX • Design Thinking • Design Sprints • Product delivery: • Scrum • Kanban • XP • Lean software development • TDD, BDD • DevOps stefan@age-of-product.com
- 55. Open Questions How to deliver the Agility Assessment framework to the community? How to include remote contributors in the creation process? Got a suggestion? 👉 Stefan@age-of-product.com stefan@age-of-product.com
- 57. Contact Information Stefan Wolpers Email: stefan@age-of-product.com Blog: Age-of-Product.com Newsletter: https://age-of-product.com/subscribe (Join 16,600 peers) Slack: https://hands-onagile.slack.com/ (Join 3,100 peers) Twitter 1: @StefanW Twitter 2: @AgeOfProduct
Notas do Editor
- Good morning, good afternoon, good evening Welcome to the hands-on agile webinar on the question whether agile maturity and the agility assessment frmaework I am your host, Stefan Wolpers Some housekeeping: The webinar will take about 25 to 30 minutes which will leave enough room for Q&A at the end
- Some background on myself: I have spent 12-plus years in agile Mostly as a product owner in fast growing, vc-funded startups in Berlin (including a later Google subsidiary) At the moment, I am working as an agile coach/scrum master for a large european electricity and gas provider
- “One size fits all” does not work Packed Agile — think SAFe Agile industrial complex is making good money What is in for me? CST = $ 500,000 annually
- Probably, they need it, too, for the next financial report — because the analysts keep asking them…
- Probably, they need it, too, for the next financial report — because the analysts keep asking them…
- Just a few agile organizations around — think of Semco, Patagonia, Zappos, and partly Spotify. But wait: we are no longer assembling Model T
- No shortage of tests at the team level
- Peter Drucker: “With strategy, one always makes compromises on implementation,” he wrote. “But one does not compromise on goals, does not pussy-foot around them, does not try to serve two masters.”
- No vanity metrics for reports, but honest expectation management No data for stack ranking of teams or departments Gathering data to accompany retrospectives at organizational level during a transition How are we progressing?
- So, I hoped you considered this webinar of product discovery anti-patterns useful. The next webinar will in two weeks time from now. It will be about product backlog anti-patterns — from out-dated and oversized tickets to the part-time proxy product owner and his or her idea repository. Learn more about the numerous product backlog anti-patterns that can manifest themselves when you try to create value for your customers and your organization.