Lean Agile Center of Excellence (LACE)Drinking our own champagne

Deema DajaniFebruary 2017

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“it was like the tide came, and washed all away”

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the eco system

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Transform the eco systemto sustain the change

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A shift

Early Agile

pilots

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A shift

and now…

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Why does it get harder?

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Depends on where they are

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Need a Lean Agile transformation group

Enterprise

BusinessUnit

BusinessUnit

BusinessUnit Group

Shared Service Unit

Corporate Functions

Enterprise

LACE

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How Agile is your Agile transformation initiative?

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Rate your transformation effort:not the teams you launch or coach!

Team, dedicated? 1……2……

3……4……5

Adaptive planning? 1……2……

3……4……5

Principles of flow applied? 1……2……3……

4……5

Feedback loops? 1……2……

3……4……5

Systems thinking? 1……2……

3……4……5

20-25 Lean machine 15-19 On the right track 5-14 Time to drink your own Champagne

Absolutely!No

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The executive sees

an investment– How much– How long– How will I know I’m making a return on this investment

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It’s a change initiative

Institutionalize the change

Consolidate & build on the gains

Create short-term wins

Empower people to act on the vision

Communicate the vision

Develop a clear shared vision

Create a guiding coalition

Establish a sense of urgency or sense of Purpose

Source: John Kotter

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What does any successful initiative need?

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What does any successful initiative need?

LACE

Vision

Team

Sponsorship

Roadmap

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Empowering LACE

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Is it at the right level:

Not high enough?

IT only?

Business only?

Project only?

Driven by the CEO, reporting to the Board of Directors?

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Form a guiding Coalition

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Back to basics

LACE

Vision

Team

Sponsorship

Roadmap

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ideas from SAFe

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Vision (example)

Our Agile CoE:

Is • Evolution of how we deliver business value• Alignment across silos• Creating an environment for evolution

Is not • Solution for everything, a silver bullet• A central management office to take over execution responsibility• A Cost cutting play

Customers • Xyz IT• XYZ Business

Value Prop - Why • Attract and retain talent• Ability to sense and respond to change• Better work prioritization and execution decision making

Success Measures • Adoption: % people• Sustainability: # persistent program teams• Scalability: # solutions for constrains• Time to Market: initiative/project cycle time• Business Value: TBD business value measure

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Change Canvas

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Team

Advisory / Sponsorship

CD/CI

Product Owner

Core Team

Deema

Michael

AlexCapitalization

Joe

Agile Architecture

ColocationReal estate

Agile HR roles

Richard

Drew

Core LACE team

Epic Owners

Sponsorship

Product Ownership

Scrum Master

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Backlog & Roadmap

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Synchronize and adapt plans

PI Planning

Limit WiP

Capacity based Planning

Alignment

Adapt your plan

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Cadence & Decision Making

Meeting Frequency Purpose Audience

Mid range Planning(PI Planning)

Quarterly Align on Priorities,Limit WiP

Everyone

Sponsorship Monthly Update sponsor on progress, impediments, key decisions

CIO

LACE Sync Daily Standup Core LACE Team

Epic LACE Owners 1/wk Scrum of Scrums Core LACE TeamEpic LACE Owners

Broadcast Communications

Quarterly Knowledge sharing, voluntary forum for anyone interested

All Unit

Staff Updates -- Provide updates into various ELT staff updates

Manager staff

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Portfolio Management for LACE

GovernanceProgram

management

Strategy & investment

funding

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Measurement & Baseline

Group Structure Launch State

# People # Teams

xxxxxxx ART ## 5

xxxxxxxx ART part of VS xxxx ## 7

xxxxxxx ART part of VS xxxx ## 5

xxxxxxxxx Kanban ## 8

Dimension Measure Value Q4 2016

Adoption % xyz People on Kanban/Lean/XP/Scrum/SAFe teams %

Sustainability # Persistent Teams ##

Scalability # Roadmap solutions achieved ##

Time to Market Project or Initiative cycle time ##

Business Value Realized Net promoter score, Business success measure ##

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Evolving the transformationfor large enterprises

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Scaling the Transformationfor larger enterprises

Enterprise LACE

Local LACE

Local LACE

Local LACE

Local LACE

Local LACE

Local LACE

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From this…

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a city that thrives no matter the tide!