Agile Transformation Explained
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The document outlines the goals and processes of agile transformation, emphasizing adaptability, predictability, quality, early ROI, and innovation as key drivers. It discusses the importance of forming teams, building backlogs, and establishing governance to foster an agile culture and produce measurable results. Additionally, it highlights the challenges organizations face during transformation, including dependencies, resistance, and the need for clarity in roles and deliverables.
Agile Transformation Explained
- 3. W H Y A R E W E T R A N S F O R M I N G ?
- 4. 4 GOALS OF GOING AGILE
- 5. 5 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation
- 6. 6 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
- 7. 7 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
- 8. 8 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue
- 9. 9 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value INNOVATION As companies grow sometimes they slow down and loose the ability to innovate. Agile can help you get back your competitive edge. QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue
- 10. 10 GOALS OF GOING AGILE PREDICTABILITY Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation EARLY ROI Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value INNOVATION As companies grow sometimes they slow down and loose the ability to innovate. Agile can help you get back your competitive edge. QUALITY As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation. LOWER COSTS Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue PRODUCT FIT Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
- 11. W H A T A R E W E T R A N S F O R M I N G ?
- 12. 12
- 13. 13 CULTURE FOCUSED Focused on changing hearts and minds Focused on being agile rather than doing agile Focused on values and principles
- 14. 14 CULTURE FOCUSED 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
- 15. 15 PRACTICES FOCUSED Focused on the things that you do Focused on roles, ceremonies, and artifacts Can be management driven or technically driven
- 16. 16 PRACTICES FOCUSED 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
- 17. 17 SYSTEMS FOCUSED Focused on forming teams and governing the flow of value Focused on aligning the organization first
- 18. 18 SYSTEMS FOCUSED 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
- 19. 19 ... all three are essential, but where you start is also essential…
- 20. W H A T D O W E N E E D T O O V E R C O M E ?
- 21. 21 Single Team HOW BIG IS THE ORGANIZATION? Multiple Teams
- 22. 22 DO TEAMS HAVE DEPENDENCIES? Non-instantly Available Resources Too Much Work in Process Large Products with Diverse Technology Low Cohesion & Tight Coupling Technical Debt & Defects Shared Requirements Between Teams Limited Access to Subject Matter Expertise Matrixed Organizations
- 24. T H E N O N - N E G O T I A B L E C O R E
- 25. 25 THE 3 THINGS
- 27. 27 BACKLOGS TEAMS THE 3 THINGS
- 28. 28 THE 3 THINGS MEASURABLE PROGRESSBACKLOGS TEAMS
- 29. 29 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
- 30. 30 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
- 31. 31 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
- 32. 32 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
- 33. 33 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
- 34. 34 WHY ARE THEY IMPORTANT? • People have clarity around what to build • People understand how it maps to the big picture CLARITY ACCOUNTABILITY MEASURABLE PROGRESS • Teams can be held accountable for delivery • No indeterminate work piling up at the end of the project • 90% done, 90% left to do
- 35. 35 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
- 36. 36 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
- 37. 37 WHY ARE THEY IMPORTANT? • Understanding the backlog gives meaning to work PURPOSE AUTONOMY MASTERY • Local decision making gives people a sense of power and control over their work • People can demonstrate that they are good at what they do
- 38. 38 WHAT DO THEY LOOK LIKE AT SCALE? • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement? Metrics & ToolsStructureGovernance
- 39. 39 WHAT DO THEY LOOK LIKE AT SCALE? • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement? Metrics & ToolsStructureGovernance
- 40. 40 WHAT DO THEY LOOK LIKE AT SCALE? • Governance is the way we make economic tradeoffs in the face of constraints • They way we form teams and foster collaboration at all levels of the organization • What do we measure, how do we baseline performance and show improvement? Metrics & ToolsStructureGovernance
- 41. W H E R E A R E W E N O W ?
- 50. T R A N S F O R M A T I O N I S A J O U R N E Y
- 53. 53 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 54. 54 AE AC PE PC AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 56. 56 AE AC PE PC AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 57. 57 AE AC PE PC AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 58. A T H E O R Y O F T R A N S F O R M A T I O N
- 59. THEORY OF TRANSFORMATION // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
- 60. THEORY OF TRANSFORMATION // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
- 61. THEORY OF TRANSFORMATION // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
- 62. THEORY OF TRANSFORMATION // Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over time
- 63. W H E R E A R E W E G O I N G ?
- 64. 64 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 65. 65 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 66. 66 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 67. 67 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 68. 68 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 69. 69 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 70. 70 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 71. 71 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 72. 72 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 73. 73 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 74. 74 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 75. 75 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 76. 76 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 77. 77 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 78. 78 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 79. 79 METHODOLOGIES & FRAMEWORKS Waterfall Rational Unified Process (RUP) DSDM FDD SAFe DAD LeSS Nexus Scrum XP Kanban Crystal Lean Lean Startup
- 81. 81 LEAN/ AGILE Gartner Mode Two AE AC PE PC AD-HOC LEAN STARTUP AGILE Gartner Mode One EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 82. M A P P I N G T H E J O U R N E Y
- 83. 83 AE AC PE PC AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 84. 84 AE AC PE PC BASECAMP 1 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 85. 85 AE AC PE PC BASECAMP 2 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 86. 86 AE AC PE PC BASECAMP 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 87. 87 AE AC PE PC BASECAMP 3 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 DevOps EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 88. 88 AE AC PE PC BASECAMP 4 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 BC4 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 89. 89 AE AC PE PC BASECAMP 5 AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE TEAMS BC1 BC2 BC3 BC4 BC5 EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
- 90. O R G A N I Z A T I O N A L S T R U C T U R E
- 91. 91 Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 92. 92 Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 93. 93 Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 94. 94 Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 98. G O V E R N A N C E
- 99. 99 3-TIER GOVERNANCE EPIC ALIGNMENT MAKE READY EPIC PRIORITIZATION FEATURE DEFINITION STORY READY SOLUTION VALIDATION RELEASE TARGETING STORY MAPPING RELEASE PLANNING IN PROGRESS IN PROGRESS IN PROGRESS EPIC VALIDATION INTEGRATION VALIDATION STORY DONE STORY ACCEPTED FEATURE DEVELOPMENT FEATURE COMPLETED COMPLETED PORTFOLIO TEAM PROGRAM TEAM DELIVERY TEAM STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED DEMAND PLANNING EXECUTION & ACCOUNTABILITY INTAKE E p ic | K a n b a n F e a t u r e | K a n b a n S t o r y | S c r u m
- 100. 100 4-TIER GOVERNANCE MAKE READY STORY READY IN PROGRESS STORY DONE STORY ACCEPTED EPIC ALIGNMENT EPIC PRIORITIZATION SOLUTION VALIDATION RELEASE TARGETING IN PROGRESS EPIC VALIDATION COMPLETED PORTFOLIO TEAM PROGRAM TEAM DELIVERY TEAM STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED DEMAND PLANNING EXECUTION & ACCOUNTABILITY FEATURE DEFINITION STORY MAPPING RELEASE PLANNING IN PROGRESS INTEGRATION VALIDATION FEATURE DEPLOYMENT FEATURE COMPLETED INTAKE INVESTMENT DECISION INVESTMENT TARGETING IN PROGRESS INITIATIVE VALIDATION COMPLETED INITIATIVE DEFINITION INITIATIVE ROADMAP MEASUREABLE PROGRESS INVESTMENT I n it ia t iv e | K a n b a n E p ic | K a n b a n F e a t u r e | K a n b a n S t o r y | S c r u m
- 101. M E T R I C S
- 103. 103 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change
- 104. 104 Scrum Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Kanban Kanban Cycle Time Features Blocked Rework/Defects
- 105. 105 Takt Time/ Cycle Time Time/Cost/Scope/Value ROI/Capitalization PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects
- 106. I N C R E M E N T A L T R A N S F O R M A T I O N
- 108. 108 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Increment One AGILE ROLLOUT Increment Two AGILE PILOT
- 109. 109 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Increment One Three - N AGILE ROLLOUTAGILE PILOT
- 110. I T E R A T I V E T R A N S F O R M A T I O N
- 113. 113 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Three AGILE PILOT
- 114. 114 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Four AGILE PILOT
- 115. 115 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Five AGILE PILOT
- 116. E X P E D I T I O N S & B A S E C A M P S
- 119. 119 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Three Iteration One AGILE ROLLOUTAGILE PILOT
- 120. 120 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Four Iteration Two AGILE ROLLOUTAGILE PILOT
- 121. 121 PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban Iteration Five Iteration Three AGILE ROLLOUTAGILE PILOT
- 122. T H E E X E C U T I V E S G U I D E
- 123. 123 STEP ONE WHY HOW WHAT Agile transformation isn’t something that can be done to an organization. They have to be full participants Executive Steering Committee Transformation Leadership Team Holding the organization accountable Remove Impediments Plan the work Review Progress Inspect and Adapt
- 124. 124 STEP TWO WHY HOW WHAT We have to have some idea of where we are going before we start We will accept the plan will change Create a working hypothesis for structure, governance, and metrics Plan to progressively elaborate Transformation Workshop Pilot Broad Organization Rollout Create Feedback Loops
- 125. 125 STEP THREE WHY HOW WHAT We have to be able to give the organization some idea of what we are doing, when, and how long Expeditions Basecamps Sequenced in Time What teams are going to be formed? What training do they need? What coaching do they need? When will this all happen?
- 126. 126 STEP FOUR WHY HOW WHAT Very similar to an agile release plan, we want a rolling 90-day, fairly specific view of what is going to take place Transformation leadership team meets periodically to plan forward, assess progress, and adjust as necessary Week by week training and coaching plans Detailed resource planning Expected activities and outcomes.
- 127. 127 STEP FIVE WHY HOW WHAT Very similar to a sprint cycle in Scrum We want to periodically assess progress, retrospect, and adjust ELT reviews progress against strategy and outcomes TLT focuses on how well the plan is moving along Scheduled recurring meetings Review planning artifacts Review metrics Improvement plans
- 128. 128 STEP SIX WHY HOW WHAT The whole reason we are doing this is to get better business outcomes This is where we begin justifying the investment Create hypotheses Conduct experiments Demonstrate outcomes Pivot based on what we learn Assessments Status Reports Coaching Plans
- 129. 129 STEP SEVEN WHY HOW WHAT We want to be able to trace improvements in the system to tangible business benefits Business metric baselines Regularly show progress Update coaching plans as necessary Assessment Outcomes Transformation Metrics Business Metrics
- 130. 130 STEP EIGHT WHY HOW WHAT Our understanding will evolve throughout the transformation Re-assess the End-State Vision based on the evolving understanding Refine the End-State Vision and the Roadmap
- 131. 131 STEP NINE WHY HOW WHAT Letting everyone know what is going on and the success of the program will create excitement and energy Regular communication from leadership Be transparent about progress and impediments Town Halls Executive Roundtables Signage Information Radiators Cadence of Accountability
- 132. 132 STEP TEN WHY HOW WHAT Understand what’s in it for everyone involved and help them see where they fit in the new organization Clarity Accountability Measureable progress Team assignments Staffing plans Job descriptions Job aids Communities of Practice
- 133. A T H E O R Y O F T R A N S F O R M A T I O N
- 134. THEORY OF TRANSFORMATION // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
- 135. THEORY OF TRANSFORMATION // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
- 136. THEORY OF TRANSFORMATION // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
- 137. THEORY OF TRANSFORMATION // Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over time
- 139. AGILE TRANSFORMATION
Editor's Notes
- #26: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #27: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #28: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #29: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #30: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #31: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #32: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #33: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #34: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #35: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #36: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #37: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #38: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #39: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #40: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #41: 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- #100: This graphic shows an overall delivery and organization structure and approach for an agile enterprise. Walk through each of these sections with class attendees and discuss the phases and steps involved, starting with the portfolio teams’ decisions around investment prioritization, demand validation, release feasibility analysis and planning, through to development and production. By starting at the top left and working your way through the graphic, you should be able to hit each of the critical steps along the way that matter to an enterprise. Since this is a Fundamentals class, you don’t need to dive into each of the steps in detail. Rather, the point to be made here is that there is a way to structure an enterprise to be agile in its’ planning and delivery.
- #101: This graphic shows an overall delivery and organization structure and approach for an agile enterprise. Walk through each of these sections with class attendees and discuss the phases and steps involved, starting with the portfolio teams’ decisions around investment prioritization, demand validation, release feasibility analysis and planning, through to development and production. By starting at the top left and working your way through the graphic, you should be able to hit each of the critical steps along the way that matter to an enterprise. Since this is a Fundamentals class, you don’t need to dive into each of the steps in detail. Rather, the point to be made here is that there is a way to structure an enterprise to be agile in its’ planning and delivery.