Post on 14-Apr-2017
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Agile Structure for Knowledge Workers
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A different way to think about organizational design
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The Hierarchical Organizational Model does not enable knowledge workers to effectively collaborate and deliver value in today’s environment of constant change
Scattering of responsibility Reliance on bureaucracy Part timer syndrome Conflicting priority
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Increasingly, enterprises are looking to group teams into cross-functional teams and empower them to self-organize to deliver value
Not always practical or economically feasible Suboptimal use of scarce expertise Cross cutting concerns get buried Loss of organizational cohesion
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Portfolio
Organizational Agility @ Scale can be achieved by setting up and nurturing an ecosystem of constantly evolving, self-organizing, and interdependent teams, along with the support structure required to enable those teams to deliver value
Value Center Integrated
Value Center (Delivery)
Services Center
Enablement Team
Enablement Core
Enablement Core
Enablement Core
Traveler PoolValue Center (Discovery)
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Enablement Core
Traveler Pool
Business Operations Portfolio
CommonServices
Enablement Teams
DevOps
HRTraining
Comp
Arch CI
Traveler Pool
Business Operations Portfolio
CommonServices
Traveler Pool
Business Operations Portfolio
CommonServices
Enablement Core • Advisory • Consulting• Providing a Platform
Value Discovery Team
Value Delivery Team
Value Discovery & Delivery Team
Value Discovery Team
Value Delivery Team
Value Discovery & Delivery Team
Value Discovery Team
Value Delivery Team
Value Discovery & Delivery Team
Traveler Pool
Business Operations Portfolio
CommonServices
Enablement Teams Value
Discovery Team
Value Delivery Team
Value Discovery & Delivery Team
Business Operations Portfolio
Traveler Pool
CommonServices
Enablement Teams
Value Discovery Team
Value Delivery Team
Value Discovery & Delivery Team
Enablement Teams
Value Discovery Team
Value Delivery Team
Value Discovery & Delivery Team
Traveler Pool
CommonServices
Business Operations Portfolio
Business Ops Portfolio• Transactional
• Domain Based(e.g. Payment, Trading)
An agile business can often be divided into discrete Business Operations Portfolios, with the aim of minimizing dependencies across portfolios
Enablement Teams
Enablement Teams
Work crosses distinct Portfolio boundaries by connecting them directly to each other or through Enablement Cores
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Teams Services Design Approach
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The following Steps can be followed to layout a structure for your Organization
1. Layout a service / team structure, defining the following for each team• Divide the Enterprise into Portfolios that can provide meaningful market value• Break down the portfolio into units (teams), laying out• The Service that the team provides• The Customers that those services are provided to• The Capabilities required to provide these services to the customer• What Dependencies each team has on another team
2. Add Service Delivery Patterns and Team Linker patterns to your team model to layout how mechanisms for knowledge workers to interact with each other• Select a Team Delivery Pattern to each Service that the team provides • For each cross team dependency, define the connection using one or more
Team Linking Pattern
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Service and Team Structure
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Delighted Customer 3
1 Awesome Team 1
5
Delighted Customer 1
2
Delighted Customer 2
Delighted Customer 4
Awesome Service 1
Awesome Service 2
Awesome Service 3
Outstanding Capability 1
Outstanding Capability 1
3 4
Ninja Guru
Samurai Rockstar
Awesome Team 1
Market Portfolio One
mission statement
Awesome Team 2
Awesome Team 3
Awesome Team 4
Awesome Team 5
Awesome Team 1
Market Portfolio Two
Awesome Team 2
Awesome Team 3
Awesome Team 4
Awesome Team 5
6
Define a clear compelling mission statement for each team in the portfolio
1
Outline the discrete service that the teams provides
2
List the capabilities required for the team to be successful, and map them to services, (if necessary get Specific on the people who will be in the team)
3
List the customers for each team
4
Organize teams into portfolios that have a higher, common purpose
5
Layout dependencies & interactions across teams in / across portfolios
6
Start by describing the services, clients, and capabilities of your teams, and organize them into higher order missions
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Regulators
Credit Card Foundation Team
Executives
Credit Expertise
Data / Analytics
Finance Expert X1 Credit Analyst X 3
Data Scientist X2 Credit Modeller X 1
mission statement
Credit Data Services
Credit ModelManagement
Credit Model Features Management
Card Customers
Card Feature Pod
Card Foundations
Team
Partner Cards LOB
Customer Engagement
Card ActivateTeam
Data
Marketing / Creative
Tech / Digital
Mkt Execution Studio 1
Horizontal Ops
Mkt Execution Studio 2
Mkt Execution Studio 3
…
Mobile & Web Pod
CRM Pod…
Achieve Top rated customer NPS without sacrificing Profitability
Provide market valid features for the business in a rapid manner @ scale
Software Studio
An example of a real life BizOps Pod within a large FSI
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Team Service Delivery Patterns
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Team Patterns provide a set a concepts that can be used to guide how to organize and connect knowledge workers into an Integrated Value Network
Team Service Delivery Patterns • Describe how knowledge workers can provide a discrete type of
value to set of internal or external customers• A different pattern can be assigned to each service• Review the Team Service Delivery Pattern Cards to get a more in
depth understanding of each pattern• Annotate your models using the stickers provided
Credit Card Foundation Team
Credit ModelFeatures
Card Feature Pod
Other Card Pods
Credit & Terms Consulting
Customer Value Center
Shared Service Center
Traveller Pool Enablement Team
Community Of Practice
Dynamic Swat Team
Portfolio
Team Linker Patterns • Describe methods that teams can use to coordinate and collaborate
across team and organizational boundaries• Each connection between teams can be annotated with a linking
pattern• Review the Team Linking Pattern Cards to get a more in depth
understanding of each card• Annotate your models using the stickers provided
Collaboration Time
Rotating Standup
Participation
Travelling Intent Owner
Synchronization Ceremony
Shared Discovery & Grooming
Story Acceptance Criteria Injection
Business Risk Office
Credit Card Foundation Team
Credit ModelFeatures
Card Feature Pod
Other Card Pods
Credit & Terms Consulting
Portfolio Synchronization
Stable Replenishment Ceremony
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Each Table will be given one Team Service Design toolkit, please unpack the contents and start laying out your model
Team Service Delivery Pattern Cards and Stickers
Team Linker Pattern Cards and Stickers
Design Instructions
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Open Space (1X Week)
Service and Linker Patterns Applied
Bus SME
Product Owner
Architect
Scoping / Estimating
Tech Alignment
Opportunity Discovery
Opportunity Validation
Int. Payments Product
Domestic Payments Product
Payments Discovery
Team
Discovery Consulting
OnlineEngineering
Payments Hub
Engineering
Payments Admin
Engineering
BA
TesterFeature Delivery
Pod 1
BA Tester
Feature Delivery
Pod 2
BA TesterFeature Delivery
Pod 3
Story Definition
Story Engineering
Story Validation
Dev x2 - 3
Dev x2 - 3
Dev x2 - 3
Payments Technology Lab
Server Provisioning
Payments Feature Delivery
Payments Feature Delivery
Payments Feature Delivery
Shared Standup ( 3 X
week)
Lab GovernanceCompliance
EALegal
Online Defects
Hub Defects
Admin Defects
Cust Support
Shared Grooming
Rotating Standups
Continually analyzing demand and reorganize the ecosystem around deliver of value
Sept (4) Aug (4)
Next Team Structure
August(5)
We Are Done(3) In MarketSept
(5)Oct(5)
Oct(5)
Current Team Structure
Team A
Team B
Team C
Keep your Agile Ecosystem design up to date by integrating it with deliberate Portfolio level practices
Partially Started
(3)
All Started(3)
Team A
Team B
Team C
Team D
Team A
Team BSept (3) Aug (3)
Team C
Sept (3) Aug (3)
Idea Shaping (3)Idea Pool
1
2
4
High (10 Stories)High (10 Stories)Med (5 Stories)
3
4
Leads prioritize the next two months’ worth of work and does an initial• Thin Slice / Break
down• Assess Impact on
Capability• Estimate Cost of
Delay and Value and Profile
Existing team or swat team completes the exercise
1Team structure may be updated to organize around the highest priority valueChanges are validated with impacted Team members
Work is placed in Teams backlog using explicit Work In progress Limits to enable focus and quick delivery
Leads replenish the immediate backlog and commit to the work to start as a PortolioTeams influence and validate all commitment decision
2 3Teams level visual management is used to track backlogs and workflow. Team productivity, impediments, and insight often feeds leader meetings rather than the other way around `1
4
Expedite(Emergency)
Fixed(Regulatory)
Standard(Revenue)
Intangible(Investment)
COD Profile
Cost of Delay: 50k mthLead Time: 10 mthsCD3: 5K
Portfolio Lead Time
Agility is measured as:• The lead time
for the Portolio to do their work
• lead time for the entire organization to get the work to market
5
5Market Lead Time
Team commit here Team delivery PointE2E delivery Point
Putting Portfolio level practices in place can be the first step to enabling participants to self-form into teams
• How do we deliver on Key Outcomes?
• How can we organize to deliver value?
• What are the quickest paths to value?
Command Center Stand-up
(1 X day)
Portfolio Prioritization & Commitment
Portfolio Retrospective
Portfolio Shaping
• What do we want to deliver next?
• Are we ready to deliver?• Who will
• Are we delivering the value we expected ?• What are our biggest impediments and how
can we solve them? value?• IS the Ecosystem working?
• What Teams are blocked across the Portfolio and how can we help?
• How can we align to deliver?• Are we collaborating across the
ecosystem
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Team Service Delivery and Linker Cards
Think about organizing teams through application of one or more Team Delivery Patterns
• Dedicated, cross functional and hopefully co-located• perform activities necessary to create market value• Work enters and is completed without minimal
external dependencies. • The team is self-organized and empowered
• demand can be serviced by stable combination of capabilities that can form a team
• High degree of collaboration required to service demand
• Output of the team can be consumed by the market
Usage Criteria
Customer Value Center
Service Delivery Patterns
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Think about organizing teams through application of one or more Team Delivery Patterns
• More specialized workers that support “internal” demand
• Work often travels from a value center, to be processed by the service team, with outputs delivered back to the value center
• Highly specialized skills that are hard to transfer and take significant time to learn
• Workers require high degree of internal alignment within the service
• Work is manual, and effort intensive, and benefits less from market feedback
Usage Criteria
Shared Service Center
Service Delivery Patterns
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Traveler Pool
• Groups of more specialized workers who are organized into pools in order to meet high demand across a number of value centers
• Requests are fulfilled by pool members joining the team who made the request for services, staying until work is completed
• Highly specialized skills that are hard to transfer and take significant time to learn
• Demand from a value center tends to be ad hoc• High degree of collaboration between the worker
and the value center is critical
Usage Criteria
Think about organizing teams through application of one or more Team Delivery Patterns
Service Delivery Patterns
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Enablement team
Usage Criteria
• Owners of an enterprise concern or capability, • Often provides a platform to enable teams• Deployed at the portfolio level providing guidance
over a specific set of interrelated teams
• Deploy oversight and guidance in a way that enables and empowers
• Focus on the application of advice and governance • Teaching team members how to adopt to new
capabilities • Value from teams using a common platform
Think about organizing teams through application of one or more Team Delivery Patterns
Service Delivery Patterns
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Community Of Practice
• A connected network of individuals who benefit by collaborating on a shared capability
• Often virtual, membership comes from interested contributors from other teams.
• Build through consensus and foster learning
• Support grass-roots development of a shared understanding and learning
• Information flows primarily from employees to the center
• Opportunity to motivate and volunteer
Usage Criteria
Think about organizing teams through application of one or more Team Delivery Patterns
Service Delivery Patterns
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Think about organizing teams through application of one or more Team Delivery Patterns
Swat team
• Is created just in time from a collection of teams• a temporary overlay on the existing team
structure• Has a common backlog and members agree to
hold common agile ceremonies
• Individuals from different teams need to collaborating together on highly integrated Intent
• Requirement to keep the original team structure in place.
• Duration not long enough to reconfigure teams• Insufficient buy in to form more stable teams
Usage Criteria
Service Delivery Patterns
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Description
• A grouping of interrelated agile teams aligned to a common mission
• Cohesive domain of a customer valued engine that provides a market offering
• Managed through an integrated backlog and dedicate management, and portfolio level ceremonies
• Provide structure and direction necessary to deliver value at scale
• Enable a collection of teams to align towards a common goal
• Contain dependencies into a manageable grouping of teams
Usage Criteria
Think about organizing teams through application of one or more Team Delivery Patterns
Portfolio
Service Delivery Patterns
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Team Linker Patterns
• Dedicated space and time for team members to come together and collaborate and synchronize across team boundaries in an open, unstructured way
• Scheduled at a set reoccurring cadence• Participants self organize to solve problems
• Group of interrelated teams benefit from a high collaboration in a way that is hard to predict
• Want teams to innovate and share on higher level mission objectives
Think about Connecting teams through application of one or more Team Linking Patterns
Open Space
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns
• Teams participation on other teams daily standups• Need often identified when analyzing team
backlogs for dependencies• Participant often chosen on a rotating basis
• Work on two teams contain identifiable dependencies
• Need for moderate synchronization of work across teams
• Opportunities for teams to provide timely assistance to other teams
Rotating Standup Participation
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns
=
• One team member brings a unit of work to another team in order to facilitate it’s completion
• The owner of the intent travels to the other team and works closely with the team, owning the definition and validation of done for the work
• Intent forming teams require the help of more delivery focused teams
• Teams need to support multiple business areas, and bring in the business expertise required at the right time
Travelling Intent Owner
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns
=
• Two teams agree to meet to synchronize work across the teams
• Meeting follows a repeatable ceremony• Meeting can be scheduled at a set cadence or
triggered through a pull system
• Need to manage a predictable dependency across two teams
• Dependency requires thoughtful coordination across the teams
Synchronisation Ceremony
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns
=
• Two teams agree to plan and scope work together• Share a common backlog of work• Triage work across the teams
• Teams have a shared business objective• Common pool of customers and stakeholders• Share a common platform
Shared Discovery & Grooming
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns
=
• Members responsible for governance or auditing the teams work examine backlogs of teams for risk and tag work that required closer examination
• They may inject additional acceptance criteria into stories as they are being groomed by the team
• Governance members validate that stories pass their enhanced definition of done as a part of story validation
• Want to address governance, compliance, or address enterprise concerns
• Don’t want to slow teams down by forcing them through Gates and check points
Story Acceptance Criteria Injection
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns
=
• Multiple teams synchronize work by replicating team ceremonies to better collaborate at the portfolio or enterprise level
• Portfolio level planning, standups, and reviews are attended by delegates from each team
• Managed through portfolio level backlogs, status reports and other information radiators
• Running a program or supporting a portfolio of demand with shared capacity
• Delivering value required traversing numerous dependencies across teams
• Need to escalate impediments and risks that impact the portfolio quickly
Portfolio Synchronization
Usage Criteria
Team Linking Patterns
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Think about Connecting teams through application of one or more Team Linking Patterns 3
4
Stable Replenishment Ceremony
• A team needs to service multiple stakeholder• Stakeholders attend a replenishment meeting held
at a stable cadence to determine what work gets prioritized into the teams immediate backlog
• Often different replenishment cadences and ceremonies are used for different classes of service or market risk
• A need to service multiple stakeholder with different types of demand
• Need to provide different types of services that have different market risk, urgency, or risk profiles
Usage Criteria
Team Linking Patterns
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Agile by Design
Inc.Jeff Anderson, President
647.381.5932
jeff.anderson@agilebydesign.comTaimur Mohammad, Partner
416.230.8814
taimur.mohammad@agilebydesign.comAndrew Larosa, Partner
416.801.8205
andrew.larosa@agilebydesign.com