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MAKING BUSINESS AGILE
Andrew Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige
AGILE GOVERNANCE
Andrew Kallman – brief intro
• Partner with Knowit Management – Enterprise Agile, Scaling Agile, Transformation
and Transitions • MBA – Marketing • PMP, CSM and CSP • Working with Lean, Agile, Scrum and PMO/
PPM for over 20 years – Facilitator for the Agile Governance Community
of Practice – Sweden • Based in Stockholm, Sweden • Swedish as a second language
Copyright © 1972 -‐ 2015 Unified Vision Group all rights reserved 2
Andrew Kallman – brief intro
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• #1 on Amazon in 3 Categories during – May, June 2014
• #2 on Amazon during – July, August 2014
• #1 on Amazon, again, during – October 2014
• Top 10 past nine months in a row!
What our moms think we do…
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What our kids think we do…
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What our bosses think we do…
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What we actually do…
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Challenges for Governing Enterprise Agile
• No more “Command & Control” – No more micro-managing
• Agile is bottom-up, self-organizing – Body of Agile knowledge is primarily team-level
• So, what about the Enterprise? – Where do managers, senior managers,
executives and the Board of Directors fit in? • What are their new Agile roles?
– Is it possible to “Drive” Agility Top-Down and Bottom-up?
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Key Executive Roles for Governing Enterprise Agile
1. Vision and Culture 2. Executive Prioritization of Epics
and Know your Organization’s Velocity
3. Managing the Communication flow at each organizational level (UVF, SAFe and M3.0)
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1. Vision & Culture • Have to have a clear Vision for the
Change – Under communicated by a factor of 10
• Change Management and Cultural Change will take 5 to 7 years – Must include not just buy-in from the
Board and C-level on down, but active personal change
– For example, we trained the CEO, CTO, COO, Dir. of Bus. Mgt., Dir. of New Prod. Dev., etc.
• Have to adapt the existing Corporate Governance to Agile Governance Copyright © 1972 -‐ 2015 Unified Vision
Group all rights reserved 10
1. Vision & Culture Organizational Continuum
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1. Vision & Culture Room for Improvement
Source: the PMO Brothers and Dr. Jeff Sutherland, co-‐creator of Scrum
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14% Success Rate
42% Success Rate
1. Vision & Culture VSPT Leadership Model
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1. Vision & Culture Cascading Vision (VSPT)
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1. Vision & Culture Four Windows on Transformation
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1. Vision & Culture Implementing Change Using the UVF
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1. Vision & Culture – Nature Publishing Group 2011 – 2013 Agile Transformation
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Execu&ve -‐ ATG Agile TransformaSon Group 250 Projects à 100 Projects during 2011 By 2013 had cleared enSre project backlog of original 250 projects +
PMO – Team Level Teams had bandwidth to do 60 projects / yr. in 2011 à could do 124 per year by 2013 with same resources
250 People Trained in NPG Agile Teams Sorted into Persistent / Dedicated teams
Por;olio Separated into 2 Por[olios: • Science for ScienSsts (B2B) • Science for non-‐ScienSsts
(B2C)
1. Vision & Culture - Aligning Vision…
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1. Vision & Culture – Chg. Mgt. at the Product/Customer level impacts all 3 other areas…
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1. Vision & Culture - Change Management at the Team level impacts all 3 other areas…
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1. Vision & Culture Getting to “Aha!” for all four areas: I, We, It and Its
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2. Prioritize Epics & Know your Velocity
• Have to have a flexible KPI to measure the increase(s) in productivity – But that at the same time have a KPI
that is portable between teams that are using various Agile tools (i.e. Scrum, Kanban, etc.)
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2. Prioritization & Velocity Agile PMO – Vision Driven Portfolio
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2. Prioritization & Velocity - Tools on the Continuum The UVF, SAFe and M3.0
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UVF
2. Prioritization & Velocity UVF, SAFe and M3.0
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UVF
3. Comms at each level
• Portfolio ... Burn-up on each Program's progress – After the C-level got used to the reporting, it
worked great – Monthly and Quarterly governance meetings
• Program ... Burn-up on each Team's / Project's progress – Able to project at Portfolio and Program
levels after 4 - 6 successful sprints – Bi-weekly governance meetings
• Project and Team level ... Used both Release Burn-up and Sprint Burn-down charts
• Task level ... Used Daily Stand-ups, etc.
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3. Communication Overcoming the Language Barrier
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Typical Agile Product / Service Offering
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Language of Leadership
Language of Management
Executive / Gov. Prod / Svcs
Sr. Mgt / Portfolio Prod / Svcs
Mgt / Program Prod / Services
Project Prod / Services
Team / Individual Prod / Services
SAFe M3.0 DAD
Scrum Kanban XP Scrumban
Etc. Etc. Etc. Etc
Marketplace gap
Marketplace gap
The UVF plugs the Gap…
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Language of Leadership
Language of Management
Executive / Gov. Prod / Svcs
Sr. Mgt / Portfolio Prod / Svcs
Mgt / Program Prod / Services
Project Prod / Services
Team / Individual Prod / Services
SAFe M3.0 DAD
Scrum Kanban XP Scrumban
Etc. Etc. Etc. Etc
Marketplace gap
Marketplace gap
VSPT – Explained on a napkin…
30 Copyright © 1972 -‐ 2015 Unified Vision Group -‐ All Rights Reserved -‐ Used with Permission
V S P T
…delivered to the enterprise!
31 Copyright © 1972 -‐ 2015 Unified Vision Group -‐ All Rights Reserved -‐ Used with Permission
UVF
3. Communication Business Agile Scaling & Governance
32
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SAFe
M3.0
Agile Portfolio– Reporting Template
Wednesday 21 January 15 Copyright © 1972 -‐ 2015 Unified Vision Group all rights reserved 33
Portfolio – Executive
Program – PgM and PdM
Project/Product - Release
3. Communication
Team Burnup or Burndown
This repor&ng should not be used by management
Agile Governance Community of Practice
• At Knowit Group’s HQ • Next Meeting on Thursday, 29 Jan 2015 • Look us up on Meet-up and Eventbrite to
book your spot
• Linkup with me on LinkedIn and Twitter
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The PMO Brothers
Thank You … the PMO Brothers
Andrew P. Kallman MBA, PMP®, CSM, CSP andrew.kallman@knowit.se Theodore W. Kallman PMP®, CSM, CSP, ChFC Ted@unifiedvisiongroup.com
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www.pmobrothers.com hdp://agilean.se/
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