Manage Agile 2018 Mit Karategürteln zur Agilen Organisation€¦ · Manage Agile 2018 Mit Karategürteln zur Agilen Organisation Andreas Mitter, ... - Lots of agile teams/departmen

Manage Agile 2018

Mit Karategürteln zur AgilenOrganisation

Andreas Mitter, Head of Agile Advisory

© BearingPoint Technology GmbH, 2018

© BearingPoint Technology GmbH, 2018 2

1. Challenges faced by companies nowadays

2. The answer of companies is more agility

3. The dark side of agile transformations

4. BearingPoint Agile Check - BearingPoint’s answer to consider

entire organization within an agile transformation

5. Summary and take aways

Agility everywhere…


Challenges faced by

organizations due to digitalization


Velocity & Flexibility

Many companies are currently facing new challenges and the need for change due to the trend of digitalization

Challenges faced by organizations

Innovation

Employee satisfaction

Changing client

behaviour

War of talents

Time to market

Less bureaucracy

and silos

Cost pressure

High competitive

intensityFlexibility

First mover instead of follower

Digitalization

Innovation power

Customer satisfaction

Rigid organizational

structures

Technological change

Growing complexity

Higher business

value


Agile as a new way to handle

current challenges

Source: http://thethoughtgardener.com/how-to-focus-on-solutions-not-problems/


The dark side of agile

transformations

Source: https://science.howstuffworks.com/dark-side-of-moon.htm


Source: http://www.valentinehr.com/leaders-are-cool-but-you-still-need-managers/

Many organizations are following

agile…


Source: Karthik Chandrasekarial

…but: A lot of companies are

just „doing“ agile practices


This leads to uncertainty as to

whether agility is the right thing to do


Source. http://www.plays-in-business.com/maturity-and-capability-what-is-it/

BearingPoint Agile Check


Agile Check: Definition and Purpose of Use

Agile Check is the starting point for your agile transformation

Classic organization

Agile Unit

Dance

Agile organizationAgile transformation


Maturities of BearingPoint´s Agile Check

Become an Agile Master with your journey from white belt to black belt

White Belt (Non Agile)

Brown Belt (Agile User)

Yellow Belt (Agile Starter)

Black Belt (Agile Master)


Within the Agile Check we are focusing on various dimensions with a holistic approach

Product & Service Development

Exploration and developmentof new Product & Service

Innovation ManagementRoad mapping & Planning

Iterative development

Organization & Structure

Organizational structure Forms of self-organization

Hierarchy levelsCross-functionalityKnowledge sharingcustomer-centricity

Corporate Processes

Corporate Processes Decentralization of decision

making Portfolio ManagementCompany figures (OKR)

BizDevOps

Tools & Techniques

Tools & TechniquesFrameworks

Planning & ReportingDiverse Techniques used

Learn & Adapt

Culture & Leadership

Agile LeadershipCultural Mindset

Career & personal developmentAssessment of people

Roles & empowermentManagement 3.0

Role of HR department

Technology & IT Management

Architecture ModularizationEcosystem Management

Development & Delivery Toolset Infrastructure

AutomationXP techniques

BearingPoint’s Agile Check dimensions


Dimension Organization & Structure

From white belt to black belt – Maturities of BearingPoint´s Agile Check

- Classical organizational structure

- Strong hierarchy / Pyramid

- Long decision paths / central decisions

- Rigid and fixed structures

- Departments = Silos

- Functional Matrix Organization

- Still long decision paths

- Teams start exchanging

- Customer is still not represented

- Cross-functional product oriented matrix organization

- Outside-in mindset

- Self organized teams with e2e responsibility

- Exchange across departments

- Flat and flexible

- network structures

- Customer centricity

- No/less hierarchy

- Completely self-organized, Interdisciplinary, cross-functional teams

Sample Question:

How does collaboration between different

departments work?


Dimension People / HR


- Hierarchical Leadership / Command & Control

- Individual over teams

- feedback cycles only once a year

- Target agreements per department

- No failure culture

- No expert career paths

- Leaders get in touch with agile methods (sense of loss of power)

- Cultural clash

- New roles (PO, SM), unclear responsibilities

- First trainings

- Mistakes still not welcomed

- Distributed / lateral leadership

- Full empowerment of new roles

- New HR instruments

- investment in people ( T-Shaped)

- Leaders = mentors

- HR = catalysator

- Lean and agile mindset in company culture

- Learning organization

- Culture of trust and transparency

- Failure = chance for learning

Sample question:

What is the feedback culture in your

company?


Dimension Process


- Multi-annual planning

- Only Top down decisions

- Micro-Management, no self-organization

- Complex processes, no flexible adaption

- Max 1 year planning cycles

- delegation of power only on unimportant decisions

- Agile PMO / Agile Offices

- Max. 3 month planning cycles

- (Biz)DevOps

- Agile processes part of most parts of organization

- Continuous planning & Continuous deployment

- OKRs / Enterprise performance metrics

- Learning Organization

- Agile contracting

- High transparency

- Participative involvement

Sample Question: In which cadences do you plan your project

portfolio and funding of projects?


Dimension Technology / Technical Excellence


- No focus on technical excellence / software eng.practices

- Highly manual processes

- Lack of unit test coverage

- High technical depts

- No collaboration software

- First experiences with XP practices like CI

- First automated tests

- Regular training on software quality

- Common coding-guidelines

- CI / CD

- Automation, TDD, BDD, Refactoring

- Monitor & measure software quality characteristics

- Centrally managed deployment pipeline

- Zero downtime deployments

- Architecture Modularization / Virtualization is used

- Usage of Ecosystem

- Cloud / AI

- Collective Ownership

Sample Question:

How long does a deployment take?


Dimension Projects


- Waterfall

- Classic project planning

- Classical reporting

- No retrospectives

- Full blown specification

- First agile pilots

- Limited knowhow about agility

- Focus on “Doing agile” (Ceremonies, Artefacts, Tools)

- User Stories, Epics, DoR, DoD

- Scrum/Kanban Boards

- Retros in irregular intervals

- Lots of agile teams/department, but insufficient cross-divisional

- Widespread knowhow about agility

- 3 Amigos

- Story Map, Impact Mapping

- documentation limited, focus on conversation

- Regular retros

- Agile is main/only framework

- Kaizen

- Perfect reduction of waste, smooth flow of delivery

- Cross-project reviews / retros

- New KPIs (customer satisfaction, employee satisfaction)

Sample Question:

How many teams / departments are

already using an agile project management

approach?


Dimension Product/Service development


- No real product development

- No innovation management

- No MVP/MMP

- No Prototyping

- No focus on customer

- No Product Vision

- No continuous exploration

- Iterative development with one test of intermediate product before launch

- Leaders decide about Go/NoGo for new ideas

- First experiences with prototyping

- Tools like Personas

- Adaptions in products rarely (~ 2 times a year)

- Several tests with customer feedback before market launch

- strong focus on customer and their benefits

- innovation tools like Design Thinking, Lego Serious Play

- New ideas can be designed in interest groups

- Value driven approach

- Measurement system to track business value realization

- Highly innovative (Think Tanks, Innovation Fridays, Design Sprints…)

- Prototyping = standard

- Continuous exploration

Sample Question:How fast do you get

customer feedback for your products and

services?


The agile maturity is evaluated for each dimension and gives recommendations where actions should be taken

Measuring the agile maturity

Classification of the scoring results in the specific maturity levels:

0,0 – 1,0 Non agile 2,1 – 3,0 Agile User1,1 – 2,0 Agile Starter 3,1 – 4,0 Agile Master

Overall Company Agile Check - Result: 2,60 → Agile User → Brown belt

Agile Master in: People / Culture

→ no immediate action needed (priority 3)

Agile User in: Products / Services, Project, Organization / Structure, Processes

→ action has to be taken to improve agile maturity (priority 2)

Agile Starter in: Technology

→ immediate action has to be taken to improve agile maturity (priority 1)


BearingPoint Agile Advisory Solution Portfolio

We can help you to become an agile organization

Become AgileThere is a big difference between “Doing Agile" and "Being Agile“ ̶together with you, we analyze whether your teams and your organization are already prepared for agile methods and support you in defining and implementing a roadmap to become an agile organization.

Deliver AgileWe support companies throughout the end-to-end chain from product idea to deployment of software artifacts. We help to implement agile architectures and advise on the selection of software engineering practices.

Coach AgileTogether with our coaches we accompany you on your journey to become an agile organization ̶ we help to improve your agile implementation and furtheragile know-how to employees, entire teams/departments as well asmanagement.

Scale AgileWe help you to adapt the structure and mindset of your company in such a way that agile methods can be applied to the entire company and/or larger projects with several teams.

Contract AgileWe support you in defining and developing a contract model based on the agile fixed-price model.

Tune AgileWe conduct a comprehensive assessment, compare your agile implementation with industry best practices, identify potential weaknesses and support you in creating new suggestions for improvement to make your company even more effective and competitive.


Summary / Takeaways

The BearingPoint Agile Check is a helpful Maturity Review to assess your Agile Readiness

Agility: it's not a question of if you will use it,

but rather how muchyou will use it

4

3Agile transformations are more successful when they are used

beyond IT and have focus beyond processes and

frameworks

1 Tools like BearingPoint Agile Check help to assess the maturity maturity level of an entire organization and provide concrete recommendations how to reach the next level within an agile transformation

Define concrete steps for your agile transformation, review and measure them continuously

Andreas MitterSenior Manager

BearingPointLassallestrasse 7a1020 ViennaAustria

[email protected]

M +43 664 81 42 337

www.bearingpoint.com

Visit http://agile.bearingpoint.com

for more information

Documents

Manage Agile 2018 Mit Karategürteln zur Agilen Organisation€¦ · Manage Agile 2018 Mit Karategürteln zur Agilen Organisation Andreas Mitter, ... - Lots of agile teams/departmen