Shift Happens : From Scaled Agile to Agile at Scale
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- Scaling Agile refers to implementing Agile practices in large organizations with multiple teams, rather than just individual teams. It allows for delivering business value across programs and portfolios. - There are several scaled Agile frameworks that provide options for large-scale implementation while delivering business value, such as SAFe and LeSS. - "Agile at Scale" focuses more on empowering people and having a servant leadership culture than just doing Agile practices. It values adopting an Agile mindset over forming teams and processes. - An Agile organization requires empowering people as servant leaders to model behavior changes. It also means evolving the leadership to support an Agile culture.
Shift Happens : From Scaled Agile to Agile at Scale
- 1. Introduction Ashish Mahajan Agile Coach Ford Motor Company Yash Piplani Agile Project Manager Ford Motor Company
- 2. Shift Happens : From Scaled Agile to Agile at Scale
- 3. Quick Survey – What do you think about being Agile in your organization? 5: Excellent. 4: I think we are doing good, needs a little more.. 3: I can live with that and support it. 2: I have some reservations about Agile 1: I am very opposed and not working
- 4. Scaling Agile Agile at Scale Empowered people ,Servant Leaders and Agile Organization Shift Happens Agenda
- 5. What is “Scaling Agile”
- 6. “In my organization there are lot of Agile teams” “In my Program all my teams have adopted all the Agile practices” “In my organization, development department, if not all, work together to create agile outcomes” “In my portfolio we have multiple Agile teams and each one have their own cadence” What it is not?
- 7. Scaled Agile Frameworks All of the below agile scaling frameworks provide numerous options for implementation and delivering business value
- 8. 8 Did we miss something? TDD Refactoring CI Test Automation Pair Programming User Stories Collaboration Customer Involvement Ownership Performance management Appraisals Roles and Responsibilities Small releases Trainings Infrastructure Culture Ref: http://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
- 9. 9 Structure Practices Culture Agile at Scale Focused on being agile rather than doing agile. Values and principles Focused on roles, ceremonies, and artifacts Can be management driven or technically driven Focused on forming teams and governing the flow of value The intelligence that emerges from the collective is what allows our organization to be ‘Agile’.
- 10. Ref: An Agile Adoption and Transformation Survival Guide: Michael Sahota
- 11. Successive stages of human and organizational consciousness Ref: http://agilitrix.com/2015/01/laloux-culture-model/
- 12. Hire for attitude Train for aptitude Organizational Restructuring Performance Management Sustaining Motivated Employees The Agile HR Model Supporting Agile Structure an Culture
- 13. The level of happiness says quite a lot about a group and how well everything is going regarding its goals General belief is that the teams have to be successful to be happier. On the contrary happy team and members are more productive , motivated and perform significantly better as compared to when they are negative ,neutral or stressed. Happiness Index(Are you serious?)
- 14. Empowered people and servant leaders are key to an Agile Organization Leaders role-model their behavior changes they ask employees to make Managers know that their primary role is to lead and develop their teams Changing mindset is a personal choice .We cannot change mindset of people, at most we can create environments that are safe and conducive for people to experiment and change Leaders put in place the org structure, practices and culture. That means org cannot evolve beyond its leadership stage of development Empowered People, Servant Leaders and Agile Organization
- 15. Shift Happens…….. • Adoption • Process Focused • Hierarchical • Fear • Micromanagement • No Authority • Risk ? No Way! • Predict and Control • Scaled Agile • Transformation • People Focused • Servant Leadership • Trust • Empowerment • Self Managed • Risk ? Try it! • Sense and Respond • Agile @ Scale
- 17. Questions ?
Editor's Notes
- #6: The industry term Scaling Agile is about how can we scale Agile practices to support the Enterprise. It is focused on adoption in large-scale environments where we have multiple teams and programs and may be spread geographically and we want to aggregate the work of teams to deliver business value collectively.
- #7: Some times orgs fall into the trap that they have lots of agile teams and have adopted agile practices When all parts of organization work together to create Agile outcomes
- #10: There are 3 key components for an organizations Agility .. structure, practice and culture…and all 3 are important prospective. “All models are wrong, but some are useful.”
- #11: The Schneider Culture Model defines four distinct cultures: 1. Collaboration culture is about working together 2. Control culture is about getting and keeping control 3. Competence culture is about being the best 4. Cultivation culture is about learning and growing with a sense of purpose Culture Model Lets Us Ask Useful Questions What is the culture in my company now? ● How well is the culture aligned with Agile? ● What problems can I expect due to misalignment?
- #12: http://agilitrix.com/2015/01/laloux-culture-model/ Successive stages of human and organizational consciousness on a timeline as helped me tremendously in getting a deeper understanding of the work I have been doing with culture for the last few years and helped me see the larger pattern of organizational evolution much more clearly. Red : constant exercise of power : division of labour, command authority E;g : mafia, street gangs ( wolf pack) Amber : highly hierrachical, formal roles, processees e/g govt agencies,military(army) Orange : achieve profit , growth ,define what, freedom on how: inoovation,accountability,meritocracy (machine) MNC Green : culture and empwerement to achive extraordinary employee motivation ,values driven culture , empowerement eg southwest, ben and jerry’s Teal :
- #13: Provide Motivated Individuals to the organization by having a right Hiring Strategy Enable Culture for self organization by making roles and responsibilities flexible and redesigning infrastructure Move towards latest performance management system eliminating compensation based on individual performance Enable Policies that helps in sustaining motivated individuals Org restructuring : Matrixed management Shared services.. Non-instantly available resources Changing project teams…keeps team stable and move projects around teams Project funding models Limited access to subject matter expertise Shared requirements between teams Tightly coupled architectures
- #15: Senior managers communicated openly across the organization about the transformation’s progress and success Leaders role-modeled the behavior changes they were asking employees to make The organization develops its people so that they can surpass expectations for performance Managers know that their primary role is to lead and develop their teams Roles and responsibilities in the transformation were clearly defined Sufficient personnel were allocated to support initiative implementation At every level of the organization, key roles for the transformation were held by employees who actively supported it Leaders of initiatives received change-leadership training during the transformation A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation Make teams stable , make projects around them