1907 30 AND LeanAgileCAN

rethinking
AGILE
30 July 2019, LeanAgileCan Webinar
Why Agile Teams Have Nothing
To Do With Business Agility
Dr. Klaus Leopold

twitter: @klausleopold
web: www.LEANability.com
mail: klaus.leopold@LEANability.com
AGILE REALIZAT
ION
The Problem
@klausleopold www.LEANability.com
INITIAL SITUATION
a company wants to improve
time to market of projects
— be proactive on the market —

— exploit opportunities in the market —
— be prepared for continuous change—
OVERVIEW OF THE AGILE TRANSFORMATION
• cross functional teams
• product teams
• teams can chose their Agile method
•minimum requirements for teams:

-visualization (board)
-standup meetings AWESOME
-retrospectives
- measurements: lead time, throughput
HOW WAS THE TRANSFORMATION DONE?
1.5 year transformation project was set up
• 600 people received basic agile training

“Agile Mindset”
• reorganization was carried out
• AGILE was implemented team by team
• support of 16 external coaches
• 11 internal Agile Coaches were established
RESULTS AFTER ~12 MONTH
~80% teams were “fully transformed”
EVERYTHING IS GREAT, ISN’t IT
✓ collaboration
✓ retrospectives ✓ metrics
✓ communication
✓ standups
✓ boards
velocity Scrum Sprint Velocity (throughput)
trend, team level
expected
actual
time
lead time
Kanban Lead Time
trend, team level
actual
expected
time
lead time
WT*?!?
Time-to-Market Initiatives
trend
actual
expected
time
the search for the causes
About dependencies and agile interactions
a typical (simplified) team board
BACKLOG NEXT DEVELOP DONE
EXTERNAL
WAITING
te am 1 BACKLOG NEXT DEVELOP DONE
EXTERNAL
WAITING
team 2 BACKLOG NEXT DEVELOP DONE
EXTERNAL
WAITING
team dependency graph
why are there still so many dependencies?
—> multiple teams work on one product

—> products are not completely independent
—> we are talking about 600 people
customer wish: write a love letter
team 1
team 2
team 3
team 4
customer wish: write a love letter
Great to see But does
the teams working team 3 know
so well. what team 2 is
doing?
no agile interactions
between the teams
About the workflow
another typical team board
BACKLOG NEXT DEVELOP DONE
EXTERNAL
WAITING
WAITING 4
BACKLOG NEXT DEVELOP INTEGRATION DONE
EXTERNAL
WAITING
WAITING 4 WAITING 4
BACKLOG NEXT DEVELOP INTEGRATION ACCEPTANCE DONE
EXTERNAL
WAITING
quarterly
monthly
WAITING 4 WAITING 4 WAITING 4

BACKLOG NEXT DEVELOP INTEGRATION ACCEPTANCE RELEASE DONE
EXTERNAL
WAITING
monthly quarterly
WAITING 4 WAITING 4 WAITING 4

BACKLOG NEXT DEVELOP INTEGRATION ACCEPTANCE RELEASE DONE
EXTERNAL
WAITING
PRODUCT DEVELOPMENT WAITING 4 WAITING 4 WAITING 4
BACKLOG ANALYZE BACKLOG NEXT DEVELOP INTEGRATION ACCEPTANCE RELEASE DON
WAITING WAITING
WAITING 4
POOL OF IDEA ROUGH STEERING  DETAIL WAITING 4 PRODUCT DEVELOPMENT
NEW IDEAS TRIAGE CONCEPT COMMITTEE CONCEPT APPROVAL BACKLOG ANALYZE BACKLOG NEXT
WAITING WAITING WAITING
we are so fucking AGILE, yay!!
quarterly yearly quarterly
monthly monthly
WAITING 4
POOL OF IDEA ROUGH STEERING  DETAIL WAITING 4 PRODUCT DEVELOPMENT WAITING 4 WAITING 4 WAITING 4
NEW IDEAS TRIAGE CONCEPT COMMITTEE CONCEPT APPROVAL BACKLOG ANALYZE BACKLOG NEXT DEVELOP INTEGRATION ACCEPTANCE RELEASE DONE
WAITING WAITING WAITING WAITING
we are so fucking AGILE, ya
y!!
maybe this is Agile software development
this company is as lame
but this has NOTHING to do with  on the market as before
business agility!!
WAITING 4
POOL OF IDEA ROUGH STEERING  DETAIL WAITING 4 PRODUCT DEVELOPMENT WAITING 4 WAITING 4 WAITING 4
NEW IDEAS TRIAGE CONCEPT COMMITTEE CONCEPT APPROVAL BACKLOG ANALYZE BACKLOG NEXT DEVELOP INTEGRATION ACCEPTANCE RELEASE DONE
WAITING WAITING WAITING WAITING
no end-2-end management
of the value STREAM
About the strategic portfolio
and another typical team board Work In Process limits - A
WESOME!!
(2) (8) (4)

BACKLOG NEXT REALIZE REVIEW DONE
EXTERNAL WAITING
Creating Focus is AWESOME!!
- reduce switching overhead - reduce delivery risk
- reduce cycle time & time to market - increase predictabilit
y
- reduce cost of delay - increase system stabilit
y
-…
Work In Progress limits are AWESOME!!
- reduce switching overhead - reduce delivery risk
- reduce cycle time & time to market - increase predictabilit
y
You need to focus on
- reduce cost of delay - increase system stabilit
-… y
work items where

you want to achieve
the benefits!
story task
epic
area of influence at team level
initiative
(project)
don’t be surprised when you
don’t see any improvement in
TTM if you don’t focus on
TTM elements
no agile strategic
portfolio management
no agile interactions no agile strategic
between the teams portfolio management
THE PROBLEMS
of the value STREAM
First Solutions Awesome!
NO agile interactions between teams
product 1 product 2
we built product boards to

manage intra-product
dependencies
do NOT optimize
organizational structures (=teams)!
product 3 optimize
value delivery (=products/services)!
We've found a
dependency to
you guys.
Maria is an
expert on it. She is
currently working on
X. What do we
do?
FEE DBA CK LOO PS
—> product standups
—> product retrospectives
product 1 product 2
only inter-product dependencies remain
we established operational
portfolio management to
manage inter-product
dependencies
product 3
Analyze Realize Accept Delivery DONE
Product 3 Product 2 Product 1
External waiting
The Operational Portfolio Board

FEE DBA CK LOO PS
—> portfolio standups
—> portfolio retrospectives
no end-2-end management of the value stream
we brought business on board biweekly we simplified the upstream
ROUGH WAITING 4 DEV  

BACKLOG CONCEPT APPROVAL READY ANALYZE DEVELOP UA SHIP DONE
PRODUCT 3 PRODUCT 2 PRODUCT 1

WIP LIMITS APPLY HERE!!
FEE DBA CK LOO PS
—> standup + business
—> retrospectives + business
no agile strategic portfolio management
information radiator ideation & prioritization development & measurement
EVALUATE NEXT TOP 5 MEASURE  ADAPT  IMPACT

COMPANY BIZ  IN & 
IDEAS EVALUATED SUCCESS & (NOT)
STRATEGY METRICS IDEAS DEVELOPMENT TWEAK TWEAK ACHIEVED
MAKE MONEY
IDEAS IIP REALIZATION REVIEW DONE

INVESTMENTS
The Strategic Portfolio Board

FEE DBA CK LOO PS
—> standup —> strategy review

—> retrospectives
no agile interactions no agile strategic
between the teams portfolio management
THE PROBLEMS
of the value STREAM
business agility is no
team sport!
it’s company sport!!
FLIGHt levels Level 1: operational
team 1
A B C DONE
team 2 team N
A B C DONE A B C DONE
FLIGHt levels A B C DONE
A B C DONE
Level 2: end-2-end coordination

A B C DONE
team 1 team 2 team N Level 1: operational

A B C DONE A B C DONE A B C DONE
FLIGHt levels

A B C DONE
coord 1 concept realize deliver DONE
coord N

Level 3: strategy
FLIGHt levels A B C D

A B C DONE
coord N

Level 3: strategy
FLIGHt levels
A B C D
A B C D FOCUS

A B C DONE
coord 1 concept realize deliver DONE COORDINATE
coord N
team 1 team 2 team N

Level 1: operational
A B C DONE A B C DONE A B C DONE DELIVER
…
LEANability GmbH | Rögergasse 36/16 | A-1090 Vienna
o f f i c e @ L E A N a b i l i t y. c o m | + 4 3 6 7 6 3 3 0 4 8 0 3
www.LEANability.com | facebook.LEANability.com
Upcoming Flight Level Courses:

26-27 Sep, London, UK
09-10 Oct, Frankfurt, DE
28-29 Oct, Sao Paulo, BR
27-28 Nov, Bangkok, TH
18-19 Dec, Munich, DE
rethinkingagile.com

1907 30 AND LeanAgileCAN

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rethinking

Dr. Klaus Leopold

— be proactive on the market —

•minimum requirements for teams:

• 600 people received basic agile training

BACKLOG NEXT DEVELOP DONE

team 2 BACKLOG NEXT DEVELOP DONE

why are there still so many dependencies?

—> multiple teams work on one product

BACKLOG NEXT DEVELOP DONE

WAITING 4 WAITING 4 WAITING 4

WAITING 4 WAITING 4 WAITING 4

WAITING WAITING WAITING

WAITING WAITING WAITING WAITING

WAITING WAITING WAITING WAITING

(2) (8) (4)

work items where

we built product boards to

—> product retrospectives

only inter-product dependencies remain

Product 3 Product 2 Product 1

The Operational Portfolio Board

—> portfolio retrospectives

ROUGH WAITING 4 DEV

PRODUCT 3 PRODUCT 2 PRODUCT 1

EVALUATE NEXT TOP 5 MEASURE ADAPT IMPACT

IDEAS IIP REALIZATION REVIEW DONE

The Strategic Portfolio Board

—> standup —> strategy review

Level 2: end-2-end coordination

team 1 team 2 team N Level 1: operational

Level 2: end-2-end coordination

team 1 team 2 team N Level 1: operational

Level 2: end-2-end coordination

team 1 team 2 team N Level 1: operational

Level 2: end-2-end coordination

team 1 team 2 team N

Upcoming Flight Level Courses:

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ROUGH WAITING 4 DEV  

EVALUATE NEXT TOP 5 MEASURE  ADAPT  IMPACT