Embed Size (px)
Citation preview
Transform the Corporate Ecosystem for Enterprise
Agility
AgileDC 2016October 24, 2016
2
Scott Richardson• Background• 2 years at Fannie Mae, Chief Data Officer &
Head of Corporate Technology• 13 years at Capital One, VP of Retail
Technology for Consumer & Small Business Banks
• Founder/owner of 2 technology consulting companies
• Agile Credentials• Hands-on practitioner for 12 years• The usual certifications (CSM, SAFe SPC,
etc.)• Agile sponsor/champion in multiple
corporate orgs
Scott Richardson [email protected]
3
• Examine the corporate ecosystem outside of teams
• Understand how senior leaders are uniquely positioned to drive agility throughout a company
Scott Richardson [email protected]
Goals of this Session
4
We will not talk about teams
Scott Richardson [email protected]
Lead DeveloperDeveloper
Developer
Developer
Tester
Tester
Analyst
Scrum Team
Scrum MasterProdu
ct Owner
6
BusinessUnit
BusinessUnit
BusinessUnit
BusinessUnit
… the fascinating universe of Corporate Shared Services
Scott Richardson [email protected]
Corporate Shared Services
Finance HR Procurement Facilities Audit
Infrastructure …
7
Some observations about Corp Services
• Necessary to run any company
• Goals not same as business units’
• Failure also to transform can inhibit corporate agility
Scott Richardson [email protected]
8
Governance/Oversight Groups
• There can be many – inventory them early as part of Culture assessment• Most do perform a valuable
role of keeping the company out of trouble• Most have a document-
heavy Inspect-and-Veto approach• Most inspect at end of
value stream
Audit
Legal
PMO/SDLC
*QA/Test
*Release Mgmt
*Architecture
Do:
• Change from reactive controls to preventative• Shift to Advise-and-Escalate, up front• Educate and reinforce local accountability at every step• Publish meaningful metrics that help run a good businessScott Richardson
9
Human Resources
Do:
•Reinforce target culture with HR actions
Labor Strategy
New Positions
Performance
Management
Recruiting
TrainingScott Richardson
• Refocus Training • Hard Skills: T-shaped resources; cross-functional teams• Soft Skills: Assertiveness, independent thinking, leadership
• Define a Human Capital Plan / Labor Strategy
• Create formal positions for the new Agile organization• E.g., Scrum Master, Coach, Product Owner, DevOps, Release Train
Engineer• Energize Recruiting
• Team: Culture fit, team players, forward-leaning, continuous improvement
• Management: Enabling teams, inspirational• Tune-up Performance Management
• Individual vs. Team, 360° feedback, coaching on soft skills
10
Procurement• Follow your Human Capital Plan• Fixed Price and MSP structures tend to inhibit Agile
• E.g., Functional silos, non-aligned goals, different locations• Change MSP contracts to allow full-team sourcing,
not functional sourcing• Ensure vendor SLAs are aligned with business/team
goals• Solve for cross-functional team capability, not unit
costsFacilities
Do:
•Reexamine MSAs• Enable team alignment
• Need new style of work space: Open, sight lines, casual, vertical work surfaces, huddle rooms
• Will be more collaborative, and noisier• Challenge: Keep up with demand for this new space
Do:•Create open space•Act now!
Scott Richardson [email protected]
11
Hosting/Infrastructure• As you scale, each team will need multiple non-Prod
environments• Use automated environment provisioning to keep up with
this demand• Invest in tech skills, standards, contractual arrangements,
etc.• Pre-Prod environment support ultimately moves to the
team; requires advanced DevOps capabilities
Production Support• Downtime in non-Prod environments causes
unproductive teams• Need Prod-like support of non-Prod regions to avoid
costly delays• Teams own their code; less separation between L2/L3
and dev team• Build support requirements/docs into "Definition of
Done"
Do:•Standards, automation, cloud, containers
Do:• Improve non-Prod SLAs•Shift some Prod support to teamScott Richardson
12
Finance/Investment Management• Top-down budgeting based on corporate priorities• Fund the Team not the Project (e.g., SAFe Portfolio view)• Use light bottoms-up business cases for local portfolio
decisions• Measure business results against strategic metrics• Changing investment management is very difficult
PMOs• Shift most PMO responsibilities to Product Owners and
related roles• Shift PMOs to coordinating Portfolio Roadmaps, tracking
KPIs• Eliminate the BCP (Big Complex Program): Value
streams, Epics• Eliminate the Project: Bring work to the teams• Shift teams to new corporate priorities as needed
(infrequently)
Do:•Unit of investment is the team
Do:• Lean out•Be more strategic
Scott Richardson [email protected]
13
Key Takeaways
Scott Richardson [email protected]
• Corporate Shared Services often become sources of friction
• Federate where possible, lean out
• This is hard work and requires influence!
• Only senior leaders have the authority to make these changes
