Enterprise Agility - Not a Cakewalk
I worked as a coach and have experience ranging from team level to large scale agile transformation that involves:
- Multiple teams from different locations
- Different cultures
- Variety of structures
- Component teams
- Strong silo working culture
- Legacy code base
- Different release schedules and processes
- Wide range of tools
- And many other challenges
As part of working on the assignments to help the organizations transforming into agile, I had come across various anti patterns and road blocks at various
levels. These anti patterns are very critical to understand and help the organizations to tackle them effectively without compromising on the core agile
values and principles.
It is very easy for any organization to kick off the transformation but it is very hard to maintain the sustainability and become a matured agile organization. During this period there will be many traps that will force the organization to take a U turn and get back to where they started. Lot of effort, money and time gets wasted in this process. It is important to understand the key areas of enterprise agile pathway and decide the roadmap for the transformation with a clear vision and goal. Periodic inspection and adaption is also critical in this whole process to successfully achieve the vision and goal of transformation. top to bottom of the organization will play very vital role in this journey, without proper collaboration, communication and understanding among these teams, organization cannot transform.
Once the transformation kicked off, organization will go through a whole set of different challenges during their release planning, sprint ceremonies, collaboration issues, cross location team challenges, tools and processes and these are also critical humps to crossover successfully.
Another important area that usually will not get enough importance in transformation is the "communication" part. Agile emphasizes more on "face to face" communication. But is it just enough talking face to face? Conflict --> Communication --> collaboration --> Value delivery. This path has to be clearly understood at all levels of organization.
My topic is going to cover these anti patterns that I had come across in my coaching experience and share them with the audience. As part of this session, I am also planning to conduct a survey to see how many of these anti patterns are common to the organizations that are transforming into Agile. I will collect the survey information from the participants by providing them a quick hand copy of the survey form. This information will help me for my paper that is in progress on the "Enterprise Agile Transformation".
I am also planning to have some activities within the session by giving the audience some challenges of transformation and try to find suggestions to arrive at solutions to tackle those challenges. This part will make the session interactive and two-way knowledge sharing.
The anti patterns will be mostly around the following categories:
- Management responsibility
- Structural challenges
- Product teams
- Portfolio management
- Scrum teams
- Scrum Master
- Support teams (Sales, Marketing, HR, Admin etc)
- Continuous improvement
I will also cover, what was done for some of the key anti-patterns to address them as part of the transformation engagements.
Outline/Structure of the Talk
Setting up the expectations - 3 minutes
Explanation of the Survey - 2 minutes
Walkthrough of the presentation - 10 minutes
Commercial Break (Activity): 5 minutes
Continue with the presentation: 10 minutes
Special Guest (Activity): 5 minutes
Conclude the presentation: 5 minutes
Universal problems (Survey) - 5 minutes
Q & A and Closure: 5 minutes
Participants will get to know:
- The importance of balancing transformation across all roles/departments
- They key challenges and remedies (for some critical challenges) as part of the enterprise agile transformation
- They will also participate in group discussion activities and provide their point of views for some of the challenges
- Especially people who play roles like product owner, scrum master they can correlate their work with the anti-patterns discussed and can correct their way of work accordingly
1. Commercial breaks (this is the metaphor I am using for activity): During the talk, I will give some scenario challenge/anti pattern that I had come across in my experience for a specific role based (E.g: Management, Product Owner, Scrum Master) and ask the participants to brainstorm at their respective tables and come up with suitable solutions/suggestions that they think right to address that situation. From a couple of tables I invite one person and let them explain their points. This will create interactivity and active participation.
2. Special Guest (Name of the activity): At logical break point in the session, I will ask the audience, if there are any participants who play a specific role such as product owner, Scrum Master, Senior management representative to share their experiences about the anti patterns that I discuss and what they have done to solve those challenges.
3. Universal Problems (Name of the activity): I am preparing a short and simple survey with 15 to 20 questions related to enterprise agility and I place these survey forms on the table before the session starts. At the end of the session, I will ask the audience to fill those forms and give it back. This is to see what challenges and anti patterns are universal in nature for enterprise agility.
Senior management, product owners, coaches, scrum masters, managers, development teams
schedule Submitted 8 years ago
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