9780135853191

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Design Your Organization for Maximum Agile Success at Scale

"[A] unique view of organizational agility. Cesario and Ilia first describe the [foundational] tools and vocabulary to think about agile enterprise-level change. The second section is a practical approach to adoption. It marries the foundational elements into a people and customer centric approach to change. The book is epic in scope ... but it manages to present a cookbook for agile adoption and change."
--From the Foreword by Dave West, CEO, Scrum.org

"Cesario and Ilia ... understand that a key element of successful change to being adaptive at scale is Organizational Design (OD)--and that OD is something senior managers need to own, master, create, and lead, not delegate. ... [F]ast delivery and learning isn’t enough at scale. Without other adaptive OD elements in place, there might not be any concrete change. ... [A] wonderful book from two passionate people with years in the trenches involved in large-scale adaptive development."
--From the Foreword by Craig Larman, co-creator, Large-Scale Scrum (LeSS)

For Agile to succeed at scale, strategy, structures, processes, reward systems, and people practices must align with and reinforce each other across the entire organization. Creating Agile Organizations is about making that happen. Whether you're a leader, Scrum Master, or trainer, this book will help you use effective Organizational Design (OD) to achieve successful Agile transformation at the enterprise level.

Drawing on years of experience scaling Scrum, renowned Large-Scale Scrum (LeSS) experts Cesario Ramos and Ilia Pavlichenko present proven techniques for use with any technology, in any large environment. In the context of a true systems-thinking approach, they provide specific solutions for challenges such as preparing and facilitating large-scale Scrum meetings, honing newly relevant leadership skills, and addressing challenges that cut across the entire organization.

This book includes a library of tested tools for effective Agile leadership, including Product Definition Guides for describing any new product and a Feature Heat Map for designing teams and entire organizations.

Organizing for adaptability, making strategic optimization choices, and choosing informed tradeoffs
Exploring and applying proven OD principles at the leadership level
Taking a birds-eye view of the activities most crucial to large-scale adoption
Coaching to make Agile transformation successful across your organization
Planning, designing, and facilitating Agile workshops that work
Preparing and launching highly effective, well-aligned Product Groups
Coaching teams and guiding product ownership in large groups

Cesario Ramos works worldwide as a senior management consultant on large-scale Agile adoptions in the financial and high-tech industries. His international experience, a strong background in technology, and passion for people make him an influential partner in organization design and in leading the adoption of Agile. Cesario has a MSc in mathematics and computing science from the University of Eindhoven and is also a Certified LeSS Trainer and Professional Scrum Trainer from Scrum.org. Outside of his consulting work, Cesario has served as a Java/C# developer, lead software architect, CTO, and as a product manager. He is also the author of Create Agile Organizations, A Scrum Book, and EMERGENT -- Lean & Agile Adoption for an Innovative Workplace. Ilia Pavlichenko leads Agile transformations in companies around the world. He is an organization design consultant with a rigorous focus on coaching senior management. Ilia regularly speaks at international Agile/Scrum conferences. Ilia is also a Certified LeSS (Large-Scale Scrum) Trainer and a Professional Scrum Trainer from Scrum.org. In the past he was a programmer, project manager, Scrum Master, and an Agile Coach at multiple product organizations. Ilia is a candidate for the Master of Sports in table tennis and streetlifting, and is a fan of Queen and Brian May.

Foreword by Craig Larman xix
Foreword by Dave West xxi
Preface xxiii
Introduction xxvii
Acknowledgments xxxv
About the Authors xxxvii

Part I: Foundational Concepts 1
Chapter 1: Organizing for Adaptability 3

Hello, VUCA World! 3
What Is an Agile Organization Design? 4
Typical Problems When Adopting Agility 6
Avoid Copy–Paste Scaling: A Typical Scaling Approach 10
Overview of an Agile Organization Design 11
Summary 16
References 17

Chapter 2: Systems Thinking 19

Basics of Systems Thinking 19
Applying Systems Thinking 31
Summary 48
References 49

Chapter 3: Optimize for Adaptiveness 51

What It Means to Be Adaptable 53
Flow Efficiency 54
Behavior of Queues 54
Queueing System Structures 61
Algorithm for Dealing with Queues 62
Choose an Operational Strategy 63
Summary 67
References 68

Chapter 4: Agile Organizational Design 69

Why Organizational Redesign? 70
Business Strategy Drives Organizational Design 71
Overview of a Design Process 72
Agile Organization Design Guidelines 73
Agile vs. Traditional Human Resources Management 101
Summary 104
References 105

Chapter 5: An Agile Adoption Approach 107

Principles of an Agile Adoption 107
Overview of an Adoption Approach 109
Overarching Adoption Guidelines 111
Applying Systems Thinking in Organizational Coaching 120
Summary 130
References 131

Chapter 6: Coaching for Change 133

Guideline 1: Influence People 134
Guideline 2: Co-Create the Change 136
Guideline 3: Voluntary Participation 139
Guideline 4: Acknowledge the Loss 144
Guideline 5: Deliver the Message Continually 147
Guideline 6: Help People to Cross the Edge 149
Guideline 7: Axes of Change 153
Guideline 8: Find the Right Balance of Radical/Incremental Change 159
Summary 161
References 162

Part II: Applying the Concepts 165
Chapter 7: Group Facilitation 167

Principles of Facilitation 167
Workshop Design 172
Facilitating Scrum Events 178
Summary 195
References 196

Chapter 8: Preparing the Product Group 197

Areas of Concern for Successful Preparation 197
Area 1: Involve the Managers 198
Area 2: Understand the Current Reality 204
Area 3: Create a Vision of the Future 221
Area 4: Identify the Product Group 233
Organizational Design to Eliminate Dependencies 242
Summary 249
References 250

Chapter 9: Launching the Product Group 251

Menu of Available Choices 252
Initial Product Backlog Refinement 253
Define the Definition of Done 257
Feature Team Adoption Map 260
Self-Designing Team Workshop 265
Team Lift-Off 270
Identify and Launch Communities 282
Identify Coordination Mechanisms 284
Create Useful Checklists 286
Summary 288
References 289

Chapter 10: Coaching Teams 291

The Building Blocks of the Agile Organization 291
Observations of an Agile Team 292
Building on the Team Lift-Off: Coaching Multifunctional Learning 296
Dealing with Recurrent Complex Problems in Teams: Systems Team Coaching 315
Improving Team Dynamics: Trust 329
Facilitate Feedback Loops for Learning: Learning New Practices 332
Summary 335
References 335

Chapter 11: Guiding the Product Ownership 337

What Makes a Team Product Owner? 337
The Product Owner in a Senior Position 341
Product Ownership Measures 345
Customer Understanding 347
The Product Owner Process 349
Stakeholder Alignment 351
Product Owner Leadership 354
Summary 356
References 357

Appendix Case Studies and Workshop Examples 359

Index 413

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Creating Agile Organizations A Systemic Approach

Creating Agile Organizations A Systemic Approach

0135853192

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