Tech Talk: How to Create and Steer an Agile Business
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This document summarizes a presentation on how to create and steer an agile business. It discusses how current business systems are problematic and advocates adopting agile principles like delivery, portfolio, and business agility. It also discusses how to use quarterly planning sessions and big room planning to align teams and optimize plans for business value. Visualizing dependencies, risks, and capacity helps create realistic plans and commitments. Data and automation can provide insights to continuously improve. Partnering with CA Technologies provides experience and products to help transform organizations.
Tech Talk: How to Create and Steer an Agile Business
- 2. 2 @CAWORLD #CAWORLD2 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Abstract From portfolio investments to releasing to the market, delivering business outcomes is the measure of your Agile transformation—and your success. If you’re ready to express your business vision and strategy through valuable features that your teams can predictably deliver, and want to know how to facilitate leadership sessions that foster co-creation, decision making and commitment, come to this session. Steve Demchuk VP of Product Management, CA Agile Central CA Technologies
- 3. 3 @CAWORLD #CAWORLD3 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Agenda THE PROBLEM THE NEW RULES OF BUSINESS AGILITY HOW WE DO IT 1 2 3
- 4. 4 @CAWORLD #CAWORLD4 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Current Business Systems Are the Problem What you need: ▪ Faster time to market ▪ Optimized for business value ▪ Sense and respond to customers & market needs, changing regulations What you have: ▪ Lengthy upfront planning and funding ▪ Resource-utilization focus ▪ Managed by stage gates and signoffs/handoffs ▪ Top-down, political, risk-averse ▪ Too much work in process
- 5. 5 @CAWORLD #CAWORLD5 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Delivery Agility Portfolio Agility Business Agility Performance Scale Growth Adaptive Planning Organize around Value Disciplined Exploration
- 6. 6 @CAWORLD #CAWORLD6 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Funding and Scope Require Structure and Coordination Features fit in releases Initiatives span releases Budget/Capacity Allocation Decision Stories fit in iterations, implemented by tasks
- 8. 8 @CAWORLD #CAWORLD8 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. True North - Mother Strategies - Product Strategy - Initiatives True North Unleash Customer Potential Company Strategy 1 Company Strategy 2 Product Strategy 2 Product Strategy 1 Product Strategy 4 Product Strategy 3 Initiative 1 Initiative 2 Initiative 3 Initiative 4 Initiative 5 Initiative 6 Initiative 7 Initiative 8 Initiative 9 Initiative 10 True North Mother Strategies Product Strategies Product Initiatives Company Strategy 3
- 9. 9 @CAWORLD #CAWORLD9 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED.
- 10. 10 @CAWORLD #CAWORLD10 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Highly effective enterprises… seek to minimize Run expenses and maximize Grow and Transform. These enterprises invest 48% in grow or transform initiatives.” – Gartner 52% 48% ex: GE removed 180,000 hrs ($7M) which they reinvested in multiple first-to-market initiatives “ 30% 70% Balancing Maintenance and Growth
- 13. 13 @CAWORLD #CAWORLD13 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Which of these is eating your budget? What % of budget? 1. Dependencies that block 2. Risks that explode 3. Unrealistic plans 4. Unstaffed priorities 5. Frequent pivots 6. Lack of commitment 7. Late delivery
- 14. 14 @CAWORLD #CAWORLD14 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. What Does Quarterly Planning in a Big Room Really Do? 1. Set business context 2. Collaborate with stakeholders 3. Visualize dependencies 4. Identify and ROAM risks 5. Create capacity-based plans 6. Structure communication plans 7. Make a shared commitment
- 16. 16 @CAWORLD #CAWORLD16 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. “Next Release” Planning Calendar 3 Next Quarter High Level Pass- 9 weeks 4 Initiatives broken down into Features to present to sizing team- 8 weeks 5 Features Estimates Due - Roadmap Review with Leadership- 7 weeks 6 The Why Kickoff with all of Engineering- 6 weeks 8 Features to Teams. Feature Estimates Finalized- 4 weeks 9 Story Breakdowns Begin / UX Mockups for Stories- 3 weeks 10 Roadmap Plan 3rd Draft. User Story estimates. Quarterly R&D Demo- 2 Weeks 12 Big Room Planning Hackathon Demo/Quarterly R&D RetrospectiveWeek Of 11
- 25. 25 @CAWORLD #CAWORLD25 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. Questions?
- 26. 26 © 2016 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Stay connected at communities.ca.com Thank you.
- 27. 27 @CAWORLD #CAWORLD27 @CAWORLD #CAWORLD © 2016 CA. ALL RIGHTS RESERVED. How to Create and Steer and An Agile Business? Create the organization structure, investment balance, cadences, work structures and ways of working that will foster the ability to sense and respond to your market. Use Quarterly Planning for your business and your product lines to create the business decision system to adaptively plan and deliver value to your customers. Partner with CA Technologies as we possess the experience, thought leaders and products to help you transform Summary A Few Words to Review