Enabling Enterprise Business Agility

Transcription

Enabling EnterpriseBusiness Agility

The EBA Transformation Journey Team of Teams Agility:- Scaling Agile (SAFe)- DevOps Maturity- Leadership & CultureTeam Agility:- Agile Adoption (Scrum, Kanban)- Cross Functional Stable Teams- Agile Tools and Workspace Talent Development, Innovation & OperationalAgility:- Customer Seat at the Table- Talent Dev, HR Transformation- Ops, Finance, Legal, Audit, Sales/MktgOrg Agility:- Lean Portfolio Mgmt.- Value Stream Structure- Lean Product MaturityEnterprise Business Agility:- Anticipate Customer Needs- Sustain Learning & Culture- Continuous GrowthMeasuring What Matters Team Agility (Outcomes, Maturity, Performance) Enterprise Agility (Flow, Value, Quality)Copyright Agile Transformation Inc.

Enterprise Business ght Agile Transformation Inc.

EBA Workshops By opsCustomerSeat at theTableLeanPortfolioManagementOrg.Structure &DesignAgileFramework &MindsetLeadership &CultureMake It Stick/ SustainProduct MaturityAssessment &Growth PlanPortfolio TeamDesign &DeliveryOptimizationOrg & ValueStream DesignOverviewTeam HealthAssessment &Growth PlanLeadershipAgility OverviewBuild InternalEBA Leaders(EBAS)BusinessOutcomes &OKRs (Product)BusinessOutcomes &OKRs (Portfolio)SAFe ValueStream DesignBasic &Advanced Agilefor Teams,POs & SMsRole of AgileLeader/ManagerMeasuring WhatMatters StrategyCustomer SeatDeep DiveLean PortfolioManagementPlanningScaling AgileAcross the Org.LeadershipAgility HealthAssessment &Growth tionProgramAgile Talent & HR5 Day DiscoverySprintEnablingPortfolio FLOWValue StreamDiscoveryCopyright Agile Transformation Inc.

Lean Portfolio Mgmt

Enterprise Value StreamStrategic OutcomesOperations & SupportDemand ManagementOpportunity AssessmentDelivery ManagementAgile DeliverySolution DiscoveryCustomer Insights and FeedbackIs this the right marketopportunity?What’s the business value?Who are the customers?What problem are we solving?What’s the risk, cost,constraints?Grow or transform?Do we need to experiment(learn), nail it (MVP) or scaleit (MMP)?What should we build andfor whom?What metrics will help usvalidate/test ourassumptions?Build the min features that quickly achievethe outcomes and key resultsMeasure resultsValidate, learn and pivotShare insightsCopyright Agile Transformation Inc.

TeamTeam ofTeamsPortfolioEnterpriseStrategyAlign and Achieve OutcomesToday wecreate 3 yearstrategy thenfocus all oureffort on the‘Work’alignmentcolumn.Tomorrow, weneed to shiftfocus to‘Strategy’alignmentand outcomedelivery overoutput.Funding3 Yrs.3 YearOutcomesBudget 1 Yr.1 Year Outcomes3 MonthsQuarterlyOutcomes 3 MonthsOutcomes& GoalsWorkResultsGrowth1 Yr.KPIs &EnterprisePerformanceEnterpriseGrowth ItemsPortfolioOutcomes &PerformancePortfolioGrowth ItemsTeam of TeamsOutcomes &PerformanceTeam of TeamsGrowth ItemsIterationOutcomes &PerformanceTeamGrowth ItemsPortfolioBusiness Plan3 – 12 MonthsInvestmentTeam of TeamsCapacityTeamCapacityEpics andCapabilities1 - 3 MonthsFeatures IterationUser StoriesCopyright Agile Transformation Inc.Roll-up and Remove ObstaclesAlign Through the Levels

Shifting from OUTPUT to OUTCOMESCopyright Agile Transformation Inc.

Outcomes vs OutputObjective:Create an Awesome Customer ExperienceKey Results: Improve Net Promoter Score from X to Y. Increase Repurchase Rate from X to Y. Maintain Customer Acquisition Costunder Y.Output (Epic/Capability): Launch MVP2. Redesign the customer journey. Analyze existing UX experience gaps.

Example: Annual OutcomeTitle:Hypothesis:New & Compelling Non-medical SMB productsOverall Progress:We believe that by launching new SMB non-medical benefitsinsurance products to the market we will increase our marketshare for small business members.Key Results / Metrics:TitleProgressMetricNowTargetTeamsIncrease SMBmembershipActiveMembers30K60kSMB SalesIncrease Conversion RateActivation72%85%SMBDeliveryQuote applications fornew productsQuotes045KSMBMarketingCustomer/org Impact metricCopyright Agile Transformation Inc.

Outcome Definition Team of Teams LevelObjective Title:Overall Progress:Improve customer satisfaction60%We believe that by addressing the top 3 painpoints for our top 3 customers we will achievehigher customer satisfaction.HypothesisStatement/Description:Key Results / Metrics:TitleProgressIncrease NPS score above 8Conduct 3 customerinterview meetingsFix top 3 pain points for top 3customers60%66%55%MetricNowGoalGroups/ Team(s)NPS(4)58MktgInterviewmeetings(0)23MktgPain Points(0)59Program Alpha(5 sub teams)Customer/org Impact metricCopyright Agile Transformation Inc.

Outcome Definition Team LevelObjectiveTitle:Increase quality and reduce escaped defectsHypothesisStatement/Description:We believe that by investing in test automationfor our critical path customer journey use caseswe will decrease the number of escaped defectsin production.Overall Progress:43%Key Results / /Team(s)NPS(5)69CustomerSuccessTest automation coverage 20%for critical path use cases55%Automation(0%)20%100%LAVA TeamReduce escaped defects inproductionEscapeddefects(14)70LAVA TeamCustomer satisfaction60%50%Customer/org Impact metricCopyright Agile Transformation Inc.

Types of Key ResultsIMPACT/LAGGINGIMPACT/LAGGINGMeasure the Business orCustomer results you aim toachieve, make take more than aAcquisition, Activation,Revenue, Retention, Referral,Cost Reduction, Market sharequarter to measure.LEADINGMetrics we have controlover that we can measurewithin the quarter/PI tovalidate we’re on track.BALANCINGGuardrail metrics defined toprotect against unintendedconsequencesExamplesLEADINGSuccessful experiments,confidence of pilot users,page performanceimprovement, search resultsmatching new offering,BALANCINGEnsure quality doesn’t decreaseif you have a ‘go faster’ metric.Copyright Agile Transformation Inc.

Types of Quarterly OutcomesTEST IT (EXPERIMENTS)Your idea is new and hasn’t been proven so youshould focus this quarter on running experimentsand validating your assumptions. This outcome isusually owned by your Discovery team members.NAIL IT (MVP)You’ve validated the idea and are now ready to buildan MVP so you should pick metrics that prove theMVP is valuable, usable, feasible. Also considerperformance and quality metrics.SCALE IT (MMP)You’re ready to hit the market so now you canmeasure Pirate like metrics and market shareexpansion, revenue and customer success metrics.Consider balancing metrics.Copyright Agile Transformation Inc.

Mapping Output to OutcomesTeamTeam ofTeamsPortfolioEnterpriseStrategy & OutcomesWork(AgilityHealth)(Jira, Agile Central, V1)3 Yrs.3 Year Outcomes 1 Yr.3 – 12 Months1 Year OutcomesEpics10 – 12 weeks10-12 weeksQuarterly/PIOutcomesCapabilities Features 3 Months IterationOutcomes& GoalsUser StoriesCopyright Agile Transformation Inc.

Sample Calendar for Aligning the CadencesJanuaryFebruaryMarchPI 19.1 Planning PI Execution PI Demo, I&API 19.2 Discovery & Validation RefinementPI 19.3 Portfolio Outcomes Planning (portfolio team 2 PIs ahead)AprilMayJunePI 19.2 Planning PI Execution PI Demo, I&API 19.3 Outcomes Planning Discovery & Validation RefinementJulyAugSeptPI 19.3 Planning PI Execution PI Demo, I&API 19.4 Outcomes Planning Discovery & Validation RefinementOctNovDecPI 19.4 Planning PI Execution PI Demo, I&AEnterprise & Portfolio: 2020 Yearly PI 20.1 Outcome Planning & DiscoveryCopyright Agile Transformation Inc.

Enterprise Visibility Room (EVR)Where Quarterly Portfolio Planning OccursCopyright Agile Transformation Inc.

Enterprise Visibility Room (EVR)impediments / ObstaclesHealth &MaturityCustomerSegments &PersonasPerformanceKPIsStrategic Intent &ThemesBudget &ThemeAllocationCopyright Agile Transformation Inc.QuarterlyOutcomes

AgilityHealth Outcome Alignment Dashboardhttps://d7u6i3.axshare.com/gfc enterprise.htmlCopyright Agile Transformation Inc.

Lean Portfolio Mgmt Team Aligns Strategic Intent & ThemesPortfolioOwner(s) Aligns outcomes & initiatives (epics) Reviews, approves & prioritizes portfoliowork Manages the Portfolio Kanban & backlogPortfolioMgt. Team Performs quarterly planning Reports progress toward outcomes,investment & performance targetsEnterpriseArchitect Or LeanGovernance Remove portfolio-level obstaclesCopyright Agile Transformation Inc.PortfolioManager(s)

Enterprise Demand LPM TeamPortfolioOwner(s)Use this as aguide and adjustthese jobs to bedone as neededSponsorAlignment to strategic intent (3 yr outcomes)Portfolio business planOpportunity assessmentDefine 1 year outcomes & EpicsQuarterly outcome alignment to outputMake tradeoff decisionsRemove obstaclesRisk, Ops, Mktg,Legal .etcCapacity planning and allocationInvestment allocationPerformance measurementForecastingRemove t Agile Transformation Inc.Alignment of delivery teams to outcomesVisibility and measurement of outcomeprogress (manage dashboard)Visibility and removal of obstaclesSchedule and facilitate portfolio ceremonies

Delivery LPM TeamPortfolioOwner(s)Use this as aguide and adjustthese jobs to bedone as neededAlignment to strategic intent (3 yr outcomes)Define 1 year outcomes & EpicsQuarterly outcome alignment to outputMake tradeoff decisionsRemove obstaclesPortfolioMgt. TeamArchitectural vision and runwayOpportunity assessment andfeasibilityAlignment and mentorship ofsolution architectsRemove technical right Agile Transformation Inc.Alignment of delivery teams to outcomesVisibility and measurement of outcomeprogress (manage dashboard)Visibility and removal of obstaclesSchedule and facilitate portfolio ceremonies

Planning Cadence: EnterprisePortfolioTeam ofTeamsTeamAlign & ElaborateEnterpriseStrategy1 – 3 Yrs.Strategic IntentPart 1Enterprise 1LevelYr.Strategic Themes& Outcomes3 MonthsQuarterlyOutcomes 3 MonthsOutcomes& GoalsAnnual Planning with Quarterly Check-InsPart 1: Vision & Strategy- Clarity on 3 year Vision & Strategic Intent- Define market strategy and how to win ( market segment,product, customer experience, channels)- SWOT and market analysis data- Define 1 year outcomes and investment allocation (run, grow,transform)- Define investment pool- Identify delivery portfolios needed and shared outcomesPart 2: Delivery Portfolio Alignment.- Review vision, strategy and 1 year outcomes with deliveryportfolio leaders- Alignment of delivery portfolios to 1 year outcomes- Optimize delivery portfolio teams design to enable flow- Identify risks, gaps and mitigation plan- Seed initial enterprise risks/obstacle boardCopyright Agile Transformation Inc.

Planning Cadence: PortfolioPortfolioTeam ofTeamsTeamAlign & ElaborateEnterpriseStrategy1 – 3 Yrs.Strategic Intent 1 Yr.Part 2-Strategic Themes&PortfolioOutcomes /ValueStream3 MonthsQuarterlyLevelOutcomes 3 MonthsOutcomes& GoalsDay 1: Demand Mgmt.- Review Vision & Strategic Intent- Review and align on Strategic Themes (AnnualOutcomes)- Create quarterly outcomes- Outcome readout and refinement- Build/Update Visibility Room /Outcome DashboardDay 2: Delivery Mgmt.- Review/modify allocation & investments- Review/modify current team of teams design- Align team of teams to outcomes- Update obstacle board- Retro on meeting planning, ceremonies, roles, etc.- Agree on next stepsCopyright Agile Transformation Inc.

Planning Cadence: Team of TeamsPortfolioTeam ofTeamsTeamAlign & ElaborateEnterpriseStrategy1 – 3 Yrs.Strategic Intent 1 Yr.Strategic Themes& Outcomes3 MonthsQuarterlyPart 3OutcomesTeam ofTeam Level 3 Months(PI/BigRoomOutcomesPlanning)& GoalsDay 1:- Vision & strategic themes- Present quarterly outcomes and topdeliverables/features- Architecture vision and practices- Team breakouts & planning- Draft plan reviewDay 2:-Team breakouts & planningFinal plan review and alignmentTeam capacity, roles and allocation adjustmentsReview dependencies, risks, skill gapsConfidence votePlanning retrospectiveCopyright Agile Transformation Inc.

Org & Team DesignLeadership Triangle TeamsCopyright Agile Transformation Inc.

Organizational & Team DesignConsiderations PortfolioTeam of TeamsTeam 1Team 2 Logical/virtual not physical re-orgDemand Portfolios vs DeliveryPortfoliosHow to optimize for ‘FLOW’?Capability Strategy Teams?Journey Owners?Enablement teams?Skill and knowledge gaps?RUN GROW TRANSFORMallocationCopyright Agile Transformation Inc.

Team – “Leadership Triangle”Business VisionWhat? Why?Backlogorem ipsum dolor sitamet, co nse cteturorem ipsum dolor sitamet, co nse cteturorem ipsum dolor sitamet, co nse cteturorem ipsum dolor sit amet,co nse cteturorem ipsum dolor sitamet, co nse cteturorem ipsum dolor sit amet,co nse cteturHow?orem ipsum dolor sitamet, co nse cteturorem ipsum dolor sitamet, co nse cteturorem ipsum dolor sitamet, co nse cteturProcessFacilitatorTechnicalVisionCopyright Agile Transformation Inc.

Team of Teams LevelProduct ManagerSystem / SolutionArchitectStakeholdersProgram Mgr. / RTECopyright Agile Transformation Inc.PULL from the BacklogTeam of Teams Backlog

Portfolio – LPM TeamPortfolio Owner / LeaderEnterprise ArchitectTeam of Teams 1Portfolio Mgr.Team of Teams 2Copyright Agile Transformation Inc.Team of Teams 3PULL from the BacklogPortfolio Backlog

Enterprise TeamExec. Sponsors TeamEnterpriseArchitectsPortfolio 1Enterprise Strategy &Portfolio Mgmt. (APMO)Portfolio 2Copyright Agile Transformation Inc.Portfolio 3PULL from the BacklogEnterprise Backlog

Conceptual Design6 Ways to Integrate Demand and Delivery PortfoliosEnterprise Demand PortfoliosP2P3P4P5P6Shared DeliveryPortfoliosP1Shared Delivery teamssupport demandportfolios by:1.2.3.4.5.6.Copyright Agile Tra

- Scaling Agile (SAFe) - DevOps Maturity - Leadership & Culture Talent Development, Innovation & Operational Agility: - Customer Seat at the Table - Talent Dev, HR Transformation - Ops, Finance, Legal, Audit, Sales/Mktg. Measuring What Matters Team Agility (Outcomes, Maturity, Performance) Enterprise Agility (Flow, Value, Quality) Team Agility: - Agile Adoption (Scrum, Kanban) - Cross .