Manage Agile 2018
Mit Karategürteln zur AgilenOrganisation
Andreas Mitter, Head of Agile Advisory
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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…
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Challenges faced by
organizations due to digitalization
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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
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Agile as a new way to handle
current challenges
Source: http://thethoughtgardener.com/how-to-focus-on-solutions-not-problems/
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The dark side of agile
transformations
Source: https://science.howstuffworks.com/dark-side-of-moon.htm
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Source: http://www.valentinehr.com/leaders-are-cool-but-you-still-need-managers/
Many organizations are following
agile…
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Source: Karthik Chandrasekarial
…but: A lot of companies are
just „doing“ agile practices
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This leads to uncertainty as to
whether agility is the right thing to do
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Source. http://www.plays-in-business.com/maturity-and-capability-what-is-it/
BearingPoint Agile Check
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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
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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)
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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
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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?
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Dimension People / HR
From white belt to black belt – Maturities of BearingPoint´s Agile Check
- 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?
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Dimension Process
From white belt to black belt – Maturities of BearingPoint´s Agile Check
- 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?
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Dimension Technology / Technical Excellence
From white belt to black belt – Maturities of BearingPoint´s Agile Check
- 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?
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Dimension Projects
From white belt to black belt – Maturities of BearingPoint´s Agile Check
- 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?
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Dimension Product/Service development
From white belt to black belt – Maturities of BearingPoint´s Agile Check
- 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?
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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)
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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.
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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
M +43 664 81 42 337
www.bearingpoint.com
Visit http://agile.bearingpoint.com
for more information