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08-Dec-2014
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WHY AGILE IS FAILINGat the ENTERPRISE
And at least a thing or two that can be done about it.
12
+1443.977.6696
www.leadingagile.com
twitter.com/hi11e1
facebook.com/leadingagile
linkedin.com/in/hillelglazer
Hillel Glazer
WHY AGILE WORKS
3
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**4
Team
User Story
User Story
User Story
User Story
User Story
User Story
User Story
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**5
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**6
08-Dec-2014
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**7
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**8
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**9
WHY AGILE WORKS AT SCALE
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**11
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Accountability Measureable Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**12
08-Dec-2014
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Measureable Progress
Structure
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**13
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance Metrics & Tools
Structure
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**14
WHY AGILE FAILS
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Team
Database
Report
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User Story
User Story
User Story
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Lack ofClarity
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**16
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**17
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**18
08-Dec-2014
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WHY AGILE FAILS AT SCALE
19
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofClarity
Lack ofAccountability
Lack ofMeasureable
Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**20
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofStructure
Lack ofGovernance
Lack ofMeasureable
Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**21
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofGovernance
Lack ofMeasureable
Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**22
Lack ofStructure
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofStructure
Lack ofGovernance
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**23
ORGANIZATIONAL BARRIERS
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08-Dec-2014
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Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**25
Matrixed Organizations
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**26
Matrixed Organizations
Non-instantly Available
Resources
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**27
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**28
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Shared Requirements
Between Teams
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**29
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**30
08-Dec-2014
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Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Large Products with Diverse Technology
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**31
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**32
Matrixed Organizations
Limited Access to Subject Matter
Expertise
Non-instantly Available
Resources
Too Much Work In Process
Low Cohesion & Tight Coupling
Shared Requirements
Between Teams
Technical Debt & Defects
Large Products with Diverse Technology
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**33
WHERE DO YOU GET STARTED?
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©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**35
Team
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Remember the goal…
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**36
08-Dec-2014
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**37
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**38
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**39
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
… at all levels of scale
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**40
Culture
PracticesStructure
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**41
Culture
PracticesStructure
... all three are essential, but where do you start?
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**42
08-Dec-2014
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Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**43
Culture
PracticesStructure
• Focused on changing hearts and minds
• Focused on being agile rather than doing agile
• Focused on values and principles
• Belief that delivery systems will emerge based on new thinking
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**44
Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**45
Practices
StructureCulture
• Focused on the things that you do
• Focused on roles, ceremonies, and artifacts
• Can be management driven or technically driven
• Belief that agile is a process or way to work
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**46
Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**47
Structure
CulturePractices
• Focused on forming teams and governing the flow of value
• Focused on aligning the organization first
• Belief that culture and practices only emerge within a rational structural and planning framework
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**48
08-Dec-2014
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Working Hypothesis:
Agile transformation begins by defining a rational system of delivery for the enterprise
Working Hypothesis:
True agility comes by breaking dependencies
between teams across the organization
Working Hypothesis:
Healthy culture and solid practices emerge within a
rational delivery frameworkMAPPING YOUR AGILE
TRANSFORMATION
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Emergence
Convergence©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**
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Emergence
Convergence©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**
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Convergence
AE
PC
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Emergence
Convergence
AEPE
PC AC
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional
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Emergence
Convergence
AEPE
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Ad-Hoc
Traditional Agile
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Emergence
Convergence
AEPE
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Ad-Hoc
Traditional Agile
Lean Startup
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Pre
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tab
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Ad
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tab
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Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
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Pre
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tab
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB Pilot
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**64
Pre
dic
tab
ility
Ad
ap
tab
ility
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB Pilot
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**65
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**66
08-Dec-2014
12
Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Adopt Pilot
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**67
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack ofMetrics &
Tools
Lack ofStructure
Lack ofGovernance
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**68
Pre
dic
tab
ility
Ad
ap
tab
ility
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**69
Pre
dic
tab
ility
Ad
ap
tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
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Pre
dic
tab
ility
Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**71
Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**72
08-Dec-2014
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Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**73
Pre
dic
tab
ility
Ad
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tab
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Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
Low Trust
LOB
Become Predictable
LOB
Reduce Batch Size
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**74
Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
LOB
LOB
LOB
LOB
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**75
INCREMENTAL AND ITERATIVE IMPROVEMENT
76
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**77
Pre
dic
tab
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Ad
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tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**78
08-Dec-2014
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Pre
dic
tab
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Ad
ap
tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**79
Pre
dic
tab
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Ad
ap
tab
ilityEmergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**80
Pre
dic
tab
ility
Ad
ap
tab
ility
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**81
Pre
dic
tab
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Ad
ap
tab
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Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
OrgSlice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase One
Phase Three
Phase Four
Phase Two
Phase Five
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**82
STRUCTURE
83
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**84
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Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**85
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Team
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**86
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Team
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Team
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**87
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**88
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**89
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
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GOVERNANCE
91
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
Product & ServicesTeams
ProgramTeams
PortfolioTeams
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**92
Product & ServicesTeams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**93
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**94
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**95
METRICS
96
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**97
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**98
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**99
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**100
INCREMENTALTRANSFORMATION
101
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**102
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Increment Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**103
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Increment One
Agile Rollout
Three - N
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**104
ITERATIVETRANSFORMATION
105
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**106
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**107
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**108
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Four
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**109
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Five
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**110
ITERATIVE & INCREMETNAL CHANGE
111
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration One
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**112
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**113
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Three
Agile Rollout
Iteration One
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**114
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Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Four
Agile Rollout
Iteration Two
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**115
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
KanbanTeam
Team Team Team
Team Team Team Team
TeamTeamTeam
Agile Pilot
Iteration Five
Agile Rollout
Iteration Three
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**116
Another Way to Look at It
A More Complete Solution
117
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
Business Drivers•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**118
Form Teams
TeachPractices
Coach Teams
Make the Change
Focus of MOST Agile “transformations”
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**119
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**120
08-Dec-2014
21
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**121
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**122
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
What About Business Drivers?•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**123
Product Teams
Scrum
Team
Team Team Team
Team Team Team Team
TeamTeamTeam
ProgramTeams
PortfolioTeams
ServicesTeams
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**124
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Improvement
Sustain-ability
Form Teams
TeachPractices
Coach Teams
Define the End
State
Make the Change
Make the Change
Stick
Business Drivers•Predictability•Time to ROI•Value-Driven
©2014 LeadingAgile LLC **ALL RIGHTS RESERVED**125
SUMMARY
126
08-Dec-2014
22
Summary
By focusing on the fundamentals of agile delivery, while
systematically and methodically breaking dependencies, we can achieve true enterprise agility
WHY AGILE IS FAILINGat the ENTERPRISE
And at least a thing or two that can be done about it.
THANK YOU
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