Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.

1. A Brief Orientation
AGILE AT ENTERPRISE SCALE:
FLIPPING STICKY BITS
@berniemaloney 1

2. IN THIS PRESENTATION, YOU GET…
• 5 key points for success at
Enterprise Scale by slide 12
• A sense for
why Agile is growing
where Agile fits
• How applying the concepts
of ‘Crossing the Chasm’ to
Agile at Enterprise Scale
leaves clues to address the
challenges
• Design Patterns to address
key challenges when
Scaling Agile
• A reference list for those
who want further study
@berniemaloney 2

3. “I ESTIMATE THAT 75% OF THOSE
ORGANIZATIONS USING SCRUM
WILL NOT SUCCEED IN GETTING
THE BENEFITS THEY HOPE FOR
FROM IT”
Ken Schwaber
Agile Software Development
with Scrum
@berniemaloney 3

4. “I ESTIMATE THAT 75% OF THOSE
ORGANIZATIONS USING SCRUM
WILL NOT SUCCEED IN GETTING
THE BENEFITS THEY HOPE FOR
FROM IT”
Ken Schwaber
@berniemaloney 4

5. VIRGINIA SATIR’S CHANGE MODEL
Performing
Bruce Tuckman’s Stages of Team Development
5
Forming
Storming
Norming
http://www.stevenmsmith.com/images/satir_graph.png
@berniemaloney

6. AGILE FOR BUSINESS SURVIVAL
6
14 mo design cycle
3 mo shelf life
SW + HW
Breakeven
$B/y
Products / qtr
20
All with WEEKLY iterations of the plan
HP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpg
SW Bits: http://www.newpackettech.com/software_bits.jpg
6 in USA
200
in EU alone
@berniemaloney

7. Bernie Maloney, CSP
PE, CSM, CSPO
Agile Coach
Accelerating Genius
Turning Strategies into Results
From Startup to Beyond $100M
@berniemaloney 7

8. FLIPPING STICKY BITS:
A QUICK TOUR
@berniemaloney 8

9. 1 GET THE FUNDAMENTALS SOLID
SHOW TEAMS HOW TO MAKE DECISIONS
WORK IN THE BUSINESS
9
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
Operate
@berniemaloney

10. 2 CLARIFY DECISION AUTHORITY
1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate
10
Select Team
Name Team
Scope
Release
Set Schedule
Determine
Architecture
Document
APIs
@berniemaloney

11. 3 ANTICIPATE 3 ITERATIONS AHEAD
V2
Cupertino
Berkeley
V2
V3
Berkeley
V1
Atlanta
V3
Cupertino
Anticipate 3 iterations
AND tune direction over time
To address RISK
AND maintain
Market responsiveness
X
Time
@berniemaloney 11

12. 4 CLARIFY ROLE OF ‘MANAGERS’
Why What (result)
Product
Backlog
Team
Potentially
Shippable
Iteration
PSI
Iteration
aka
Sprint
Iteration
Backlog
1d
ScrumMaster
Product
Owner
Daily
Standup
AGILE: MANAGER ROLE = ?
(NATURE ABHORS A VACUUM)
@berniemaloney 12

13. 5 APPLY LEAN: SEE THE WHOLE
Marketing Engineering
Need /
Market
Start
Run
Solution /
Technology
G&A
Operations
@berniemaloney 13

14. DOING AGILE APPEARS EASY
@berniemaloney 14

15. DOING AGILE APPEARS EASY
BEING AGILE TAKES DISCIPLINE
@berniemaloney 15

16. DOING AGILE APPEARS EASY
BEING AGILE TAKES DISCIPLINE
& COURAGE
@berniemaloney 16

17. An Incredibly Brief Orientation
WHY AGILE IS GROWING
@berniemaloney 17

18. ASSUMED FAMILIARITY
Build
Measure
Learn
LEAN SCRUM
KANBAN WATERFALL
@berniemaloney 18

19. STACEY MATRIX
Far From
Agreement
Agreement
Close To
Agreement
Certainty Close To
Certainty
Far From
Certainty
Simple
Technically
Complicated
Socially
Complicated
Complex
Chaotic
@berniemaloney 19

20. FASTER CYCLES IN TECH & MARKET
Requirements
Technology
Simple
Complex
Chaotic
Complicated
Waterfall
Far From
Known
Agile / Kanban
Known Far From
Known
Agile / scrum
@berniemaloney 20

21. Stage Gate
Whenever there’s
a step function
increase in risk
(think
“funding round”)
WHERE EACH HAS VALUE
Agile
scrum
Kanban
XP
Lean
Waterfall
@berniemaloney 21

22. WHERE EACH HAS VALUE
Agile
Whenever the
next objective
is clear
(think “between
funding rounds”)
Agile
scrum
Kanban
XP
Lean
Waterfall
@berniemaloney 22

23. AGILE IS EXPERIENCING
LAW OF DIFFUSION OF INNOVATION
23
Agile
@berniemaloney

24. DOING AGILE APPEARS EASY
@berniemaloney 24

25. DOING AGILE APPEARS EASY
BEING AGILE TAKES DISCIPLINE
& COURAGE
@berniemaloney 25

26. Accelerating Performance
FORMING TEAMS:
1 GET THE FUNDAMENTALS SOLID
@berniemaloney 26

27. A TEAM IS NOT A GROUP OF PEOPLE
WHO WORK TOGETHER.
Simon Sinek
@berniemaloney 27

28. A TEAM IS NOT A GROUP OF PEOPLE
WHO WORK TOGETHER.
A TEAM IS A GROUP OF PEOPLE
WHO TRUST EACH OTHER.
Simon Sinek
@berniemaloney 28

29. VIRGINIA SATIR’S CHANGE MODEL
Performing
Bruce Tuckman’s Stages of Team Development
29
Forming
Storming
Norming
http://www.stevenmsmith.com/images/satir_graph.png
@berniemaloney

30. TECH BUSINESS: FORMING
Engr
Mkt
Need /
Market
Solution /
Technology
Team
@berniemaloney 30

31. FORMING
ROLES
• Often 2 @ start: CMO, CTO
• Consider 3 @ start for Scale:
CMO, CTO, COO
• Play any role, any time
including CEO (generalist)
• Eventually become
functions (specialized)
DECISIONS
• Decide “how to decide”
• Eliminate SME bias
– Timebox to focus
– Thumb Voting:
Simultaneous Reveal
Surfaces Objections
Oppt’y to be heard = buy in
@berniemaloney 31

32. THUMB VOTING
Three States
UP
Let’s Go!, I’m in!
SIDEWAYS
I can support it
DOWN
No, wait, stop
Simultaneous Reveal
• Addresses
Subject Matter Expert Bias
• Surfaces Objections FAST
• Opportunity to be heard
@berniemaloney 32

33. THUMB VOTING
Three States
UP
Let’s Go!, I’m in!
SIDEWAYS
I can support it
DOWN
No, wait, stop
Simultaneous Reveal
• Addresses
Subject Matter Expert Bias
• Surfaces Differences FAST
• Opportunity to be heard
33
Agile Values
Openness / Transparency
Courage
@berniemaloney

34. STORMING & NORMING
Meetings Actually, there’s a great book
http://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-by-meeting-part-ii.html
http://leadingsmart.blogspot.com/2010/05/book-review-death-by-meeting-patrick.html
@berniemaloney 34

35. STORMING & NORMING
We have so many… We ought to get better
• Most are poorly run
• Meetings are how we
accomplish work as a team
• Most run as if only one type
• Lencioni Notes 4 types
(parallels scrum)
– Daily Check-in
– Weekly Tactical
– Monthly Strategic
– Quarterly Retreat
@berniemaloney 35

36. STORMING & NORMING
A STOCK AGENDA (60 min)
• 5 Hot Topics
• 5 Tune Agenda
• ~½ Long Term / Strategic
• ~½ Short Term / Tactical
• 5 Next Steps
• TOTAL
“GROUND RULES”
• Basic
– Start on Time = Stop on Time
– OK to be late
– Catch up to the Conversation
– 3s of Silence implies consent
• Advanced
– Picard > Kirk
Analysis & Recommendation
beats simple Information
– Synthesize info
– Propose Alternates / Solns
55
@berniemaloney 36

37. INITIALLY WITH AGILE:
WORK IN THE BUSINESS
37
Operate
Business
Themes
Architectural
Vision
Feature
Story
Story
Story
Team
“Storytime”
Grooming
Sprint Plan
Demo
Standups
Retro
@berniemaloney

38. GET THE FUNDAMENTALS SOLID
SHOW TEAMS HOW TO MAKE DECISIONS
WORK IN THE BUSINESS
38
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
Operate
@berniemaloney

39. RACI/DACI Matrices; Delegation Boards
DELEGATION
2 CLARIFY DECISION AUTHORITY
@berniemaloney 39

40. ROLE CLARIFICATION W/ RACI
Responsible
Does the work
Consulted
Influencer
Accountable
Single “hand to shake”
Informed
Needs to know
in order to collaborate
@berniemaloney 40

41. A COMPARISON: DACI
Accountable
Does the work
Consulted
Influencer
Decider
Arbiter for Decisions
Recieves Consequensces
Informed
Needs to know
in order to collaborate
@berniemaloney 41

42. SITUATIONS
Typical
Accountable
Responsible
Consulted
Informed
Ideal Practical
Informed
Responsible
Consulted
Accountable
Informed
Accountable
Responsible
Consulted
@berniemaloney 42

43. CHART EXAMPLE – ACROSS A PLC
SCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HW
CGR IGR DGR RQA (FC) MR FCS EOL EOSL
SYS System Mgr C C A C C C A I I
MKT Product Mkt A + R A + R C C C C R A C
Front End Mkt (Channel/Sales) C C C I I I R C C
R&D Project Manager C C R A A A R I I
Architect C C C R R R C I
Electrical Eng C C R R R C I
Mechanical Eng C C R R R C I
Software Eng C C R R R C I
Component Owners I C R R R C I
Project Coordinator I R R R R
QA Quality Program Manager C C C R R R C I
Audit Manager C C C C R R C I
Certification/regulatory Expert C C R R R R C I
Proc Partner Biz Mgr C C R R R R R C C
Component Mgr C C R R R R C C
MFG New Prod Intro I C C C R R I
Business Planner I C C C R R C
SUP Support Manager C C C R R R C C A
Escalation Manager C C C C C C I R
Sustaining engineering C C C R R R
FIN Finance C C C C C C C I I
@berniemaloney 43

44. KEYS
• Distinguish do
from
• Clearly separate
influence
• Emphasize (& reward)
information
decide
action
opinion
• Prioritize & over &
objectives results structure process
@berniemaloney 44

45. DELEGATION BOARDS
1. Tell: decisions made from Manager Role
2. Sell: while seeking team commitment, Manager decides
3. Consult: get team input before decision
4. Agree: make decisions with team (equal voice)
5. Advise: influence decision made by team
6. Inquire: team decides, convinces Manager after
7. Delegate: no Manager influence; let team work it out
45
1 Tell
2 Sell
3 Consult
4 Agree
5 Advise
6 Inquire
7 Delegate
http://www.slideshare.net/jurgenappelo/management-30-in-50-minutes
@berniemaloney

46. DELEGATION BOARD: EXAMPLE
1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate
46
Select Team
Name Team
Scope
Release
Set Schedule
Determine
Architecture
Document
APIs
@berniemaloney

47. DOING AGILE APPEARS EASY
@berniemaloney 47

48. DOING AGILE APPEARS EASY
BEING AGILE TAKES DISCIPLINE
& COURAGE
@berniemaloney 48

49. Surfing Emerging Requirements
SCALING THE PRODUCT PLAN
3 ANTICIPATE 3 ITERATIONS AHEAD
@berniemaloney 49

50. V2
Berkeley
?
You Are Here
V1
Atlanta
V3
Cupertino
?
V3
Cupertino
?
V2
Berkeley
?
Time
Horizon
X
Waves
Time
Horizon
@berniemaloney 50

51. V2
Berkeley
?
You Are Here
V1
Atlanta
V2
Berkeley
?
Time
Waves
X
Surfboard
momentum’s
direction
V3
Cupertino
?
V3
Cupertino
?
@berniemaloney 51

52. V2
Berkeley
?
You Are Here
V1
Atlanta
V2
Berkeley
?
Time
X
V3
Cupertino
?
whenever
objectives slip outside
the cone of
momentum
RISK creeps in
Anticipate 3 iterations to
Manage “Cone of Uncertainty”
V3
Cupertino
?
@berniemaloney 52

53. You Are Here
Time
X
CHALLENGE
Unchecked momentum
continues unconscious direction
Best direction?
V2
Berkeley
?
V1
Atlanta
V2
Berkeley
?
@berniemaloney 53

54. ISSUE
Unconscious
forward motion
= RISK
of squandered momentum
and short timeline
delivery pressure
Time
V2
Berkeley
X
V1
Atlanta
V3
Cupertino
54
X
@berniemaloney

55. V2
Berkeley
SURFING
X
V2
Berkeley
V1
Atlanta
Anticipating 3 iterations
Helps smooth shifts
V3
Cupertino
A guess at 3rd iteration
Helps set 2nd iteration
and channel momentum
@berniemaloney 55

56. V2
Berkeley
ANTICIPATE
X
V2
Berkeley
V1
Atlanta
Even if directions
shift over time
V3
Cupertino
V3
Cupertino
A guess at 3rd iteration
Helps set 2nd iteration
and channel momentum
@berniemaloney 56

57. OUTSURF COMPETITION
V2
Cupertino
Berkeley
V2
V3
Berkeley
V1
Atlanta
V3
Cupertino
Anticipate 3 iterations
AND tune direction over time
To address RISK
AND maintain
Market responsiveness
X
Time
@berniemaloney 57

58. INITIALLY:
WORK IN THE BUSINESS
58
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
Operate
@berniemaloney

59. AS VISION & THEMES EXPAND…
59
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
@berniemaloney

60. ANTICIPATE TO LEAD THE MARKET
60
Anticipate
Product
Roadmaps
Releases
X
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
@berniemaloney

61. WORK ON THE BUSINESS
61
Anticipate
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
Team Portfolio
“Storytime”
Ongoing Grooming
@berniemaloney

62. ENABLE SELF DIRECTED TEAMS
4 CLARIFY ROLE OF ‘MANAGERS’
@berniemaloney 62

63. REMEMBER THIS?
Requirements
Technology
Simple
Complex
Chaotic
Complicated
Waterfall
Far From
Known
Known Far From
Known
Agile / scrum
Agile / Kanban
@berniemaloney 63

64. TYPICAL COVERAGE: MARKETING
Requirements
Technology
Chaotic
Far From
Known
Known Far From
Known
Product
Management
@berniemaloney 64

65. TYPICAL COVERAGE: ENGINEERING
Requirements
Technology
Chaotic
Far From
Known
Engineering
Management
Known Far From
Known
65
Project
Management
@berniemaloney

66. AGILE: MANAGER ROLE NOT EXPLICIT
Why What (result)
Product
Backlog
Potentially
Shippable
Iteration
PSI
66
Iteration
aka
Sprint
Team
Iteration
Backlog
1d
ScrumMaster
Product
Owner
Daily
Standup
@berniemaloney

67. NATURE ABHORS A VACUUM
@berniemaloney 67

68. MANAGERS: REMOVE OBSTACLES
Addressing whatever slows a team down
will increase their ability to deliver
A relentless focus on removing obstacles will
increase the organization’s ability to perform
@berniemaloney 68

69. GROW LEADERSHIP
69
http://managewell.net/?p=611
http://@berniemaloney en.wikipedia.org/wiki/Situational_leadership_theory

70. CHARACTERISTICS
70
Mentoring Coaching
Direction
We Talk
You Decide
You Decide
I Trust You
Delegation
Followers Own: Result / Outcome Task / Output
We Talk
I Decide
I Talk
I Decide
@berniemaloney

71. GREAT LEADERS GIVE US
SOMETHING TO BELIEVE IN,
NOT SOMETHING TO DO.
Simon Sinek
http://youtu.be/u4ZoJKF_VuA
Start With Why
@berniemaloney 71

72. AGILE GOAL: SELF DIRECTED TEAMS
72
Mentoring Coaching
Direction
You Decide
I Trust You
Delegation
Followers Own: Result / Outcome Task / Output
@berniemaloney

73. WELL RUNNING AGILE LIBERATES
MANAGERS FOR BROADER SCOPE WORK
Mentoring Coaching
Direction
73
Delegation
Followers : Grasp “WHY”
Make Decisions
Own Outcomes
Managers: Plan Ahead
Take On Strategy
Greater Complexity
@berniemaloney

74. DOING AGILE APPEARS EASY
@berniemaloney 74

75. DOING AGILE APPEARS EASY
BEING AGILE TAKES DISCIPLINE
& COURAGE
@berniemaloney 75

76. Scaling the Business
EVOLVE BY DESIGN NOT DEFAULT
5 APPLY LEAN – SEE THE WHOLE
@berniemaloney 76

77. TECH BUSINESS: EARLY / SMALL
Engr
Mkt
Need /
Market
Solution /
Technology
Team
@berniemaloney 77

78. TECH BUSINESS: MEDIUM
Fin $
Legal
IT
Build
Arch
Client
SW
Sales
Biz Dev
Tech
Partner
QE
HW
Mfg
Product
Mgt
UX
@berniemaloney 78

79. TECH BUSINESS: LARGER / LATER
Product
Mgt
User
docs
Build
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
@berniemaloney 79

80. COORDINATING THIS = COMPLEX
Product
Mgt
User
docs
Build
IT appl
IT ops
Support
Cloud
Services
Arch
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
HW
Mfg
UX
Fin $
Legal
@berniemaloney 80

81. SCALE BY ABSTRACTING THE PATTERN
Marketing Engineering
Product
Mgt
Market Technology
User
docs
Build
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
@berniemaloney 81

82. TECH BUSINESS: EARLY / SMALL
Engr
Mkt
Need /
Market
Solution /
Technology
Team
@berniemaloney 82

83. ABSTRACTING THE PATTERN
Marketing Engineering
Product
Mgt
Start
Market Technology
User
docs
Build
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
@berniemaloney 83

84. ABSTRACTING THE PATTERN
Marketing Engineering
Product
Mgt
User
docs
Build
IT appl
IT ops
Support
Legal
Cloud
Services
Start
Arch
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
Operations
G&A
HR
Run
@berniemaloney 84

85. APPLY LEAN: SEE THE WHOLE
Marketing Engineering
Need /
Market
Start
Run
Solution /
Technology
G&A
Fin $
Legal
HR
Operations
@berniemaloney 85

86. SCALE THROUGH SYNTHESIS
Marketing Engineering
Operations
@berniemaloney 86

87. COORDINATE THE SYSTEM
87
Coordinate
“Storytime”
Ongoing Grooming
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
System Team
Scrum of Scrums
Release
N+2
Release
N+1
Release
N
@berniemaloney

88. The Big Picture
SHIFT THE ORGANIZATION’S
BE-ING
@berniemaloney 88

89. INITIALLY (HOW AGILE STARTS):
WORK IN THE BUSINESS
89
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
Operate
@berniemaloney

90. AS VISION & THEMES EXPAND…
90
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
@berniemaloney

91. HAVE TEAM GRASP THE PURPOSE
WORK ON THE BUSINESS
91
Anticipate
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
Team Portfolio
“Storytime”
Ongoing Grooming
@berniemaloney

92. [DR. MARTIN LUTHER KING] GAVE THE
“I HAVE A DREAM” SPEECH,
NOT THE “I HAVE A PLAN” SPEECH.
Simon Sinek
http://youtu.be/u4ZoJKF_VuA
Start With Why
@berniemaloney 92

93. EVENTUALLY: STEER THE SYSTEM
93
Coordinate
“Storytime”
Ongoing Grooming
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
System Team
Scrum of Scrums
Release
N+2
Release
N+1
Release
N
Scrum Kanban Kanban
@berniemaloney

94. AT ENTERPRISE SCALE – USE FLOW
http://www.slideshare.net/mcottmeyer/scrum-gathering-vegas-agile-program-and-portfolio-management
Inception Elaboration Construction Transition
EVT
DVT
PVT
kanban
Analyze Design Build Test Deploy
Feature
Feature
Feature
kanban
Story Backlog Task Backlog In Process Task Done Story Done
Story
Story
Operate Anticipate
Coordinate
scrum
@berniemaloney 94

95. Culture Eats Strategy for Lunch
SUMMARY: FLIPPING STICKY BITS
@berniemaloney 95

96. FASTER CYCLES IN TECH & MARKET
Requirements
Technology
Simple
Complex
Chaotic
Complicated
Waterfall
Far From
Known
Agile / Kanban
Known Far From
Known
Agile / scrum
@berniemaloney 96

97. AGILE IS EXPERIENCING
LAW OF DIFFUSION OF INNOVATION
97
Agile
@berniemaloney

98. GET THE FUNDAMENTALS SOLID
SHOW TEAMS HOW TO MAKE DECISIONS
WORK IN THE BUSINESS
98
Feature
Story
Story
Story
Team
“Storytime”
Ongoing Grooming
Operate
@berniemaloney

99. CLARIFY DECISION MAKING
1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate
CGR IGR DGR RQA (FC) MR FCS EOL EOSL
SYS System Mgr C C A C C C A I I
MKT Product Mkt A + R A + R C C C C R A C
Front End Mkt (Channel/Sales) C C C I I I R C C
R&D Project Manager C C R A A A R I I
Architect C C C R R R C I
Electrical Eng C C R R R C I
Mechanical Eng C C R R R C I
Software Eng C C R R R C I
Component Owners I C R R R C I
Project Coordinator I R R R R
QA Quality Program Manager C C C R R R C I
Audit Manager C C C C R R C I
Certification/regulatory Expert C C R R R R C I
Proc Partner Biz Mgr C C R R R R R C C
Component Mgr C C R R R R C C
MFG New Prod Intro I C C C R R I
Business Planner I C C C R R C
SUP Support Manager C C C R R R C C A
Escalation Manager C C C C C C I R
Sustaining engineering C C C R R R
Select Team
Name Team
Scope
Release
Set Schedule
Determine
Architecture
Document
APIs
FIN Finance C C C C C C C I I @berniemaloney 99

100. ANTICIPATE 3 ITERATIONS AHEAD
V2
Cupertino
Berkeley
V2
V3
Berkeley
V1
Atlanta
V3
Cupertino
Anticipate 3 iterations
AND tune direction over time
To address RISK
AND maintain
Market responsiveness
X
Time
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101. EVOLVE THE ROLE OF ‘MANAGERS’
Mentoring Coaching
Direction
101
Delegation
Shift from Direction to Delegation
Take On Strategy
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102. HAVE TEAM GRASP THE PURPOSE
WORK ON THE BUSINESS
102
Anticipate
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
Team Portfolio
“Storytime”
Ongoing Grooming
@berniemaloney

103. APPLY LEAN: SEE THE WHOLE
Marketing Engineering
Need /
Market
Start
Run
Solution /
Technology
G&A
Operations
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104. STEER THE SYSTEM…
104
Coordinate
“Storytime”
Ongoing Grooming
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
System Team
Scrum of Scrums
Release
N+2
Release
N+1
Release
N
Scrum Kanban Kanban
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105. VIRGINIA SATIR’S CHANGE MODEL
Performing
Bruce Tuckman’s Stages of Team Development
105
Forming
Storming
Norming
http://www.stevenmsmith.com/images/satir_graph.png
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106. DOING AGILE APPEARS EASY
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107. DOING AGILE APPEARS EASY
BEING AGILE TAKES DISCIPLINE
& COURAGE
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108. REFERENCES 1/2 BIT.LY/SVCCTRICKY
AGILE
• Michael Sahota: Success patterns because Agile = process + culture
• Mike Cottemeyer : Agile Portfolio Management
• Juergen Appelo: Management 3.0 – for Agile environments
• Jeff Patton: Story mapping – scaling a product to multiple releases
• Andrea Tomasini: ideas for moving Mgt from Push to Pull
LEAN
• Mary & Tom Popendiek – seminal book on Lean, great reading list
STARTUPS
• Steve Blank: Customer Development
• Eric Ries: The Lean Startup
• Startup Genome Project: Study of success factors in startups
• Patrick Lencioni: “Death by Meeting” – effective meetings
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109. REFERENCES 2/2 BIT.LY/SVCCTRICKY
LEADERSHIP
• Simon Sinek:
Start with Why – Inspiring with Purpose
• Situational Leadership Theory:
30+ year history, management as more than direction / delegation
OTHER
• Business Model Generation / Canvas:
Tool for iterating business (like Agile iterates development cycles)
• Holacracy:
Comprehensive structure for organizational governance based in Agile
(purpose driven, emergent design, clear accountability)
• Scaled Agile Framework:
Detailed, prescriptive structure for Agile programs/enterprises
• Spotify:
Case Study: multi-team, multi-location; matrixed by skills AND product
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110. Bernie Maloney, CSP
PE, CSM, CSPO
Agile Coach
Accelerating Genius
Turning Strategies into Results
From Startup to Beyond $100M
bit.ly/speedmygenius
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111. Ut Prosim. Namaste.
FIN
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