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MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige AGILE GOVERNANCE

MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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Page 1: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

MAKING BUSINESS AGILE

Andrew Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige

AGILE GOVERNANCE

Page 2: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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

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Andrew Kallman – brief intro

Copyright  ©  1972  -­‐  2015  Unified  Vision  Group  all  rights  reserved   3  

•  #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!

Page 4: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

What our moms think we do…

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Page 5: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

What our kids think we do…

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Page 6: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

What our bosses think we do…

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What we actually do…

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Page 8: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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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Page 9: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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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Page 10: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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  

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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

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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)  

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1. Vision & Culture - Aligning Vision…

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Page 19: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

1. Vision & Culture – Chg. Mgt. at the Product/Customer level impacts all 3 other areas…

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Page 20: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

1. Vision & Culture - Change Management at the Team level impacts all 3 other areas…

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Page 21: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

1. Vision & Culture Getting to “Aha!” for all four areas: I, We, It and Its

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Page 22: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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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Page 24: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

2. Prioritization & Velocity - Tools on the Continuum The UVF, SAFe and M3.0

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UVF

Page 25: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

2. Prioritization & Velocity UVF, SAFe and M3.0

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UVF

Page 26: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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  

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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  

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VSPT – Explained on a napkin…

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V S P T

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…delivered to the enterprise!

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UVF

3. Communication Business Agile Scaling & Governance

32  

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SAFe

M3.0

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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  

Page 34: MAKING BUSINESS AGILE - WordPress.com ·  · 2015-01-222015-01-22 · MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSM, CSP ... AGILE GOVERNANCE . Andrew Kallman – brief intro

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 [email protected] Theodore W. Kallman PMP®, CSM, CSP, ChFC [email protected]

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www.pmobrothers.com    hdp://agilean.se/