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Some Essential Steps Of An Agile Transformation Journey
TAKE AGILE TO NEXT LEVEL
Saikat Das - CSP, CSD, CSM, DAD-Yellow Belt, SAFe AgilIst, KMP I
Holy Grail To Upstream And Downstream Activities Is Cross Functional Team
Source-: The 10th annual State of Agile™ survey – VersionOne
February 2012 “Justify Agile With Shorter, Faster Development”
August 2015 “Build Right Things Better And Faster With Modern Application Delivery Metrics”
Source: Forrester The 2015 State Of Agile Development
What Are Your Stumbling Blocks In Enterprise Agile Transformations ??
• Not sure why and what Agile Transformation
• Inadequate Support from Leadership
• No Cross Functional Agile teams with required skillset
• Zero or No Change in organizational agility
• Mindset/Culture Blockage
HOW CAN WE ADDRESS THESE AND MORE?
• Bottom up Approach with team or agile by stealth
• Low customer engagements
• Top-down approach by the C-level Execs
• No Objectives for next Level of Agile success
“Its how we
perceive to be
the Dragon
Warier”
Set A Clear Goal -Performance Based, Focused On Release
Frequency, Quality, Value To Be Delivered , And Return On Investment
Adopt Minimal Best Practices That Serve Your Goals?
Manage Expectations Of Agile Transformation In The Organization
Some Quick Wins To Accelerate Agile Transformation
Get Rid Of Projects And Align To Product And Sub
Products
Use Feature Teams –Each Team Work On The Whole Product
Shift Focus From Number Of Teams Trained, Number Projects Using Agile, Number Of Classes Taught TO
Amount Of Values Delivered
Deliver Customer Values Not Just Stories
Some Essential
Steps Of An Agile
Transformation Journey
Theme: Deliver Value Early And Often - Optimize The Value Stream
• Understand your of Value Streams (Product line)
• Plan how and when the values are delivered to their customers
• Get People, Process and technology aligned to deliver value to the customers
• Optimize each steps in the value streams to achieve in shortest lead time to market
• MAKE THAT SUSTAINABLE
Today Enterprises want to make their OODA (observe, orient, decide, and act) loops for product development much faster - Adrian Cockcroft (ex-Cloud Architect Netflix)
AnalyzeDesign
& Develop
Test
Plan and Sequence
Deploy
Business Budgeting
Business Implementation
IdeaValue
Realization
Achieve and SustainShortest Lead Time
Support
Orient
ActDecideObserve
Referred from CA Agile conference 2015
Optimize The Horizontal And Vertical Value Stream And Deliver Value Faster
Level 0: Stabilize Agile Engineering Practices And Delivery
Build right cross functional agile team
Manage dependencies
Take right Design decisions
Work for Scaling Agile
Stop Starting, Start Finishing
Integration of work – timely and often.
Use automation to save cost
Small batch size and manage WIPs
Reduce wasteful work
Delay work till most responsible time
AnalyzeDesign
& Develop
Test
Plan and Sequence
IdeaValue
Realization
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Ex
ec
utio
n
Achieve and SustainShortest Lead Time
Business Budgeting
Deploy
Budget to value Implementation
Support
Most Critical Level of Agile Transformation
Referred from CA Agile conference 2015
Optimize The Horizontal And Vertical Value Stream And Deliver Value Faster
Level 1: Streamline Planning, Deliver and Deploy
Align Team to clear Vision ad
Roadmap for product, service etc.
Have good Architectural Runway
Regular Big room planning stating:-
Why we need this product
What is team committing to
Pick work high on priority /value
Continuous Delivery Pipeline
Keep Clearing Tech Debts
Frequent releases with cadence
Plan for Scaling Agile
Regular prioritization and sequencing
AnalyzeDesign
& Develop
Test
Plan and Sequence
Business Budgeting
IdeaValue
Realization
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Pla
nn
ing
an
dEx
ec
utio
n
Ex
ec
utio
n
Achieve and SustainShortest Lead Time
Deploy
Budget to value Implementation
Support
Referred from CA Agile conference 2015
Vision
Roadmap
Release
Iteration
Day1 Day
Weeks (2-4)
Months (1-3)
Quarters (2-6)
Years (1-5)
Clear Product Vision and Roadmap
Referred from CA Agile conference 2015
Level 2: Interlink Strategy and Execution
Connect and coordinate big
initiatives across value streams
Measure Ratio of Funding Decision
vs Customer Value outcomes
Control ‘work in progress’
Value Stream based Funding and
Capacity allocation for highest
impact
AnalyzeDesign
& Develop
Test
Plan and Sequence
Business Budgeting
IdeaValue
Realization
2. Bring Dynamicity in Strategy
Integrated Engineering and Business Operations
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Str
ate
gy
to
su
pp
ort
Pla
nn
ing
a
nd
Ex
ec
utio
n a
nd
re
ve
rse
Pla
nn
ing
an
dEx
ec
utio
n
Ex
ec
utio
n
Achieve and SustainShortest Lead Time
Deploy
Budget to value Implementation
Support
Referred from CA Agile conference 2015
Value Stream based funding
Level 3: Business Agility throughout the value stream
Organized customer value flows
Assess Flow vs Resource Efficiency
Identify wasteful Ideas and reduce
Reduced waiting of Idea in pipelines
Early and often value based releases
Customer Satisfaction Index/ NPS
3. Making Full Value Stream Agile
AnalyzeDesign
& Develop
Test
Plan and Sequence
IdeaValue
RealizationHear customer voice, alignment around customer value
Measure and optimize for shortest sustainable lead time
2. Bring Dynamicity in Strategy
Integrated Engineering and Business Operations
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Str
ate
gy
to
su
pp
ort
Pla
nn
ing
a
nd
Ex
ec
utio
n a
nd
re
ve
rse
Pla
nn
ing
an
dEx
ec
utio
n
Ex
ec
utio
n
Achieve and SustainShortest Lead Time
Bu
sin
ess
Ag
ility
to
Su
pp
ort
Id
ea
to
Ca
sh
Business Budgeting
Deploy
Budget to value Implementation
Support
Referred from CA Agile conference 2015
Level 4: Persist Business Agility Organization Agility becomes nature of doing business not process changes in dispersed pockets
Transformation steering Group like Community of Practice etc. to share and follow best practice.
Leadership Teams to direct Transformation teams, remove their impediments and measure progress/success
4. Achieve and persist Agile Transformation
3. Making Full Value Stream Agile
AnalyzeDesign
& Develop
Test
Plan and Sequence
IdeaValue
RealizationHear customer voice, alignment around customer value
Measure and optimize for shortest sustainable lead time
2. Bring Dynamicity in Strategy
Integrated Engineering and Business Operations
1. Plan, Sequence and bring in DevOps
Fit for purpose, reduced release risk, reliable product &
roadmap
Meet commitments and improve quality for Deliverables.
Measuring 4 types of Success:
Agile Maturity, Quality, Predictability, Productivity
0. Adopt, Transform and Scale Agile and start using
Lean principles
Str
ate
gy
to
su
pp
ort
Pla
nn
ing
a
nd
Ex
ec
utio
n a
nd
re
ve
rse
Pla
nn
ing
an
dEx
ec
utio
n
Ex
ec
utio
n
Achieve and SustainShortest Lead Time
Bu
sin
ess
Ag
ility
to
Su
pp
ort
Id
ea
to
Ca
sh
Cu
ltu
ral Su
pp
ort
to
En
terp
rise
Ag
ility
Business Budgeting
Deploy
Budget to value Implementation
Support
Referred from CA Agile conference 2015
Experts Said It Couldn't Be Done In The Given Timeline- (But PayPal Did It Good And Did It Fast)Those experts clearly didn’t know PayPal as organization and the kind of people driving changes here!
- PayPal's technology VP Kirsten Wolberg May, 2013 )
Paypal Enterprise Agile Transformation – Statistics
150 PayPal volunteers supported transform 17 product lines, 31 sub-product lines, and 87 delivery groups defined 304 Agile scrum teams formed globally 7 two-week sprints completed Over 550 daily stand ups held 2 release planning sessions executed 1 product model adopted 22 teams achieved CI maturity level 4. 257 teams in various stages of agile 500+ Change Champions |165 Transformation team 2,484 employees trained 663 employees passed the agile assessment w/o test 192 Agile & CDI training classes held (across 15 cities) 33 "Change Champion" training sessions held Unlimited [tool] licenses procured […] 1,247 […] projects mapped to migration plans 500 desks in the new workspace similar to startup
SolutionsIQ have been a key contributor to Pay Pal’s
extremely successful “big bang” Agile transformation.
It took about seven months to do all of the planning and the training.
In 9 months they increased their Agile maturity from 18% to 76%
They did big bang, where they went from about 20% Agile to 100% of teams being able to work within Agile.
Very Important -- What Else Did They Do Differently?
Spend a lot of time talking to Engineering and leaders on the product to understand the
pain points within the organization.
Customer-driven innovation or CDI to bring in key connection of engineering to the
customer.
Have engineers sitting with product managers [and] sitting with user experience
designers who are putting together and building the products for our customers.
Self-managed team making the decisions that drive the product roadmap.
Decisions taken to aggressively launch all teams at once and introduce enterprise
standards for planning, tooling, and assessing progress.
Today PayPal is experienced in the practice of Agile at enterprise scale, with over 400
product-aligned teams delivering customer value every two-week Sprint.
Resources/ References
The 10th annual State of Agile™ survey – VersionOne 2015
CA Agile conference 2015
Forrester The 2015 State Of Agile Development
Four pillars of PayPal's 'big bang' Agile transformation - 2015
