It is no secret that when an organization chooses to transition to Agile methodologies, it requires an enormous commitment to leadership and change management. Even in prescriptive methods of Agile transitions, such as SAFe, I have found this subject matter deficient, especially in the area of practical application. This presentation is based on a training class I developed and conducted with executive leadership at American Airlines. It focuses on how to apply Dr. John Kotter's 8-step model of change management and leadership to help transition an organization to support an Agile transformation. I have been involved in large scale Agile Transformations at Nokia, AT&T, American Airlines, Telogical Systems and VCE. I have successfully applied the principles of this process at several companies, most recently at American Airlines IT division to train executives in Agile Change Management. Dr. John Kotter is arguably the foremost authority on the subjects of Leadership and Change Management. He is a graduate of MIT and a professor emeritus at Harvard. Dr. Kotter's vast experience and knowledge on successful change and leadership have been proven time and again. The presentation was developed to apply the principles of Dr. Kotter's book: Our Iceberg is Melting, to Agile Organizational Change Management.

1. Applying
Organiza-onal
Change
and
Leadership
to
Agile
Transforma-ons

2. 3/3/14
|
2
|
©2012
Ciber,
Inc.

3. 3/3/14 | 3 | ©2012 Ciber, Inc.
Objec-ves
You
leave
here
today
with:
ü An
understanding
of
Dr.
John
KoAer’s
8
step
leadership
model
for
change.
ü An
understanding
how
to
apply
the
8-­‐step
model
when
changing
an
organizaKon
to
Agile.
ü Learn
how
to
measure
change
progress
in
this
model.
ü Learn
how
to
overcome
barriers
to
change
management
in
this
model.
ü Lesson’s
learned
when
applying
the
model
at
AA.

4. 3/3/14 | 4 | ©2012 Ciber, Inc.
Overview
• IntroducKon
• Overview
of
Dr.
KoAer’s
8-­‐Step
Model
• Synopsis
of
Our
Iceberg
is
Mel.ng
• Applying
Dr.
KoAer’s
Model
to
Agile
OCM
• Measure
the
change
• Lesson’s
Learned
from
AA
• Q&A

5. 3/3/14 | 5 | ©2012 Ciber, Inc.
My
Background
• Over
20
years
of
SoSware
Development
and
project
management
experience.
Agile
experience
since
2002
• Undergraduate
Engineering,
USF
• Graduate
MBA,
Cox
School
of
Business,
SMU
• CerKfied
SCRUM
Professional
(CSP,
CSM)
• Experience
leading
Agile
TransformaKons
at
Nokia,
AT&T,
American
Airlines
• Previous
Agile/Scrum
opponent
now
proponent
• CerKfied
SAFe
Program
Consultant
(SPC)
• Have
implemented
both
SAFe
and
CIF

6. Leading
Teams
Through
Change
Overview
of
Dr.
John
Ko9er’s
8-­‐Step
Model

7. 3/3/14 | 7 | ©2012 Ciber, Inc.
Many
Perspec-ves
for
Looking
at
Change

8. 3/3/14 | 8 | ©2012 Ciber, Inc.
Focus
Today
on
How
to
Apply
One,
and
how
we
applied
it
at
American
Airlines

9. 3/3/14 | 9 | ©2012 Ciber, Inc.
KoIer’s
Model
of
Change

10. 3/3/14 | 10 | ©2012 Ciber, Inc.
• Our
Hero
Fred,
a
curious
Emperor
Penguin
noKced
they
had
a
problem
–
their
iceberg
was
melKng
and
could
collapse
leaving
the
colony
homeless
and
endangered.
• Fred
wanted
to
warn
everyone
however,
when
Harold
tried
to
warn
people
of
the
same
thing
they
would
not
listen
and
ostracized
him.
• So
Fred
approached
Alice,
an
influenKal
member
of
the
Leadership
Council.
She
had
him
show
her
the
problem.
• He
explained
the
details
in
a
way
that
Alice
understood.
Alice
wanted
to
think
about
the
best
way
to
tell
the
colony.
She
also
warned
Fred
to
be
prepared
for
resistance.
The
Story
begins…

11. 3/3/14 | 11 | ©2012 Ciber, Inc.
Then…
• Alice
tried
unsuccessfully
to
get
the
Leadership
Council
to
make
the
trip
with
Fred
to
see
the
danger
first
hand.
She
did,
however,
get
Louis,
the
head
of
the
council,
to
invite
him
to
speak
the
next
Council
MeeKng.
• Fred’s
model
of
the
iceberg
got
the
aAenKon
of
the
Leadership
Council
.
However
one
council
member,
NoNo,
rallied
some
of
the
members
accusing
Fred
of
trying
to
cause
a
panic.
• Alice
came
to
Fred
‘s
defense
asking,”
how
would
they
feel
if
Fred
was
right
but
they
did
nothing?
How
would
they
explain
to
the
others
when
they
were
homeless
and
lost
loved
ones?”

12. 3/3/14 | 12 | ©2012 Ciber, Inc.
• Louis
suggested
forming
a
commiAee
to
analyze
the
situaKon
and
develop
a
plan
while
keeping
the
problem
from
the
colony.
• Alice
urged
it
was
far
to
serious
and
should
be
discussed
quickly
at
an
assembly
of
the
full
colony.
The
Council
wanted
more
evidence
to
take
to
the
colony
so
Fred
proposed
an
experiment
to
prove
the
iceberg
was
in
danger.
• A
glass
boAle
of
water
was
leS
to
freeze
overnight.
When
the
boAle
shaAered
from
the
expanding
ice,
they
would
have
proof
that
the
iceberg
is
in
danger.
• The
Assembly
was
held
to
let
the
penguins
know
what
was
about
to
happen.
Everyone
had
a
chance
to
see
Fred’s
model
and
the
evidence
of
boAle.
You
could
feel
a
difference;
the
start
of
the
change
process
had
begun…
So…

13. 3/3/14 | 13 | ©2012 Ciber, Inc.
Step
1:
Create
a
Sense
of
Urgency
• The
assembly
reduced
the
level
of
complacency
and
created
a
sense
of
urgency.
Every
penguin
knew
swiS
acKon
was
required.
• In
our
world
we
can
do
this
by
§ Helping
people
understand
why
the
change
is
important
§ IdenKfying
what
is
in
it
for
them
as
well
as
the
organizaKon
• As
leaders,
how
would
you
create
a
sense
of
urgency
for
your
Agile
transforma-on,
but
not
panic?
§ Our
customers
were
demanding
more
§ Our
compeKKon
was
tough
§ The
business
didn’t
trust
us
to
deliver
§ We
needed
to
deliver
quicker
§ Change
was
needed
to
keep
pace

14. 3/3/14 | 14 | ©2012 Ciber, Inc.
Next…
• NoNo
told
Louis
it
was
his
duty
to
solve
the
problem
as
the
Leader
of
the
colony.
Louis
knew
he
could
not
do
it
alone.
• Other
penguins
thought
he
should
delegate
to
experts
but
they
lacked
credibility
with
the
colony.
• Louis
thought
and
was
ready
for
the
next
step…

15. 3/3/14 | 15 | ©2012 Ciber, Inc.
Step
2:
Pull
Together
the
Guiding
Team
• Louis
assembled
a
diverse
team
• Louis
–
experienced
leader,
wise,
paKent,
well
respected
• Alice
–
pracKcal,
aggressive,
smart,
not
easily
inKmidated
• Fred
-­‐
level-­‐headed,
curious
and
creaKve
• Buddy
-­‐
trusted
and
well
liked
• Jordan
-­‐
the
Professor,
logical
and
intelligent
• Louis
then
dedicated
some
Kme
for
them
to
form
as
a
team
• For
AA’s
organizaKon
Agile
Leadership
team
• IdenKfy
early
adopters
in
all
roles
• Make
sure
the
team
is
diverse
with
leadership
skills,
credibility,
communicaKon
skills,
authority,
analyKcal
skills
and
a
sense
of
urgency
• Include
your
business
partners!

16. 3/3/14 | 16 | ©2012 Ciber, Inc.
Example
Scope
for
Agile
Leadership
Team
Succeeding
with
Agile
TransformaKon
ConKnuous
Improvement
Starter
Kit
S.W.A.T

17. 3/3/14 | 17 | ©2012 Ciber, Inc.
Example
-­‐
What’s
our
long
term
purpose?
• To
bring
structure
to
achieve
conKnuous
improvement
in
four
focus
areas
Efficiency
Quality
Porpolio
Process

18. 3/3/14 | 18 | ©2012 Ciber, Inc.
Example
-­‐
What’s
our
current
focus?
• To
bring
structure
to
achieve
conKnuous
improvement
in
three
focus
areas
Efficiency
Process
Porpolio

19. 3/3/14 | 19 | ©2012 Ciber, Inc.
Example
-­‐
How
do
we
get
started?
Create
a
guiding
Scrum
Team!
Iden-fy
Ini-al
Team
Members
• Recommend
3
to
5
people,
including
business
and
PMO
representaKon
• Run
this
as
an
Agile
team
on
a
modified
schedule
• Main
goal
–
remove
impediments
to
the
Agile
transformaKon
Conduct
ini-al
kickoff
session
to
•
Introduce
the
concept
•
Define
the
vision
•
Brainstorm
backlog
ideas
•
Define
working
agreements
(e.g.,
iteraKon
and
standup
cadence,
Kme
commitment,
condiKons
for
involvement)
•
Determine
if
addiKonal
team
members
are
needed
at
this
Kme
(and,
if
so,
idenKfy
and
recruit
candidates)
•
IdenKfy
a
Product
Owner
•
IdenKfy
a
Scrum
Master
•
Determine
how
to
make
the
team’s
acKviKes
and
progress
visible
to
the
organizaKon
Conduct
second
kickoff
session
• Introduce
new
team
members
(if
applicable)
• Define
a
roadmap
with
quarterly
release
cycles
• Create
iniKal
backlog
• Define
a
release
plan
(even
this
can
be
a
challenge
when
starKng
from
zero,
but
the
CIF
overviews
can
help
to
prompt
thinking
on
this)
• Schedule
the
first
iteraKon
planning
session

20. 3/3/14 | 20 | ©2012 Ciber, Inc.
Example
-­‐
How
do
we
succeed?
Diversity
in
roles
and
levels
represented
within
the
team
Time
&
Commitment
Involvement
of
Agile
Coach
&
Mentor

21. 3/3/14 | 21 | ©2012 Ciber, Inc.
Example
–
Por^olio
Purpose:
Organize
roadmaps,
releases,
and
iteraKons
of
work
to
opKmize
return
on
investment;
they
also
focus
on
total
cost
of
ownership
of
the
product,
as
well
as
its
long
term
viability
and
value.
This
is
accomplished
by
implemenKng
changes
that
opKmize
the
organizaKon’s
return
on
investment
of
product
work.
Example
Stories:
-­‐
Create
visualizaKon
of
projects
in
progress
-­‐
Establish
a
backlog
of
prioriKzed
concepts
-­‐
Establish
project
work
capacity
limit
-­‐
Establish
relaKve
business
value
scale
and
evaluate
projects
-­‐
Establish
project
selecKon
criteria
and
process
-­‐
Determine
maximum
project
size
Poten-al
Strategies
for
Execu-on:
-­‐
Create
and
enforce
a
list
of
criteria
to
start
a
project
-­‐
UKlize
Go/No
Go
aSer
project
IteraKon
Zero
-­‐
Evaluate
current
speed-­‐to-­‐market
to
deliver
value
more
frequently
Metrics:
-­‐
Cycle
Kme
-­‐
Concepts
in
the
pipeline
-­‐
Work
in
Progress
(
#
of
projects)
-­‐
Return
on
investment
(
Partnering
with
Finance
)
-­‐
Usage
of
funcKonality
delivered
-­‐
Number
of
people
shared
on
more
than
one
project

22. 3/3/14 | 22 | ©2012 Ciber, Inc.
Example
-­‐
Process
Purpose:
Ensure
that
agile
principles
and
pracKces
for
Agile
@
American
are
employed.
Work
closely
with
leadership
and
teams
to
opKmize
producKvity
while
increasing
agility
by
ensuring
that
the
Product
Owner
and
Development
teams
know
how
to
and
do
work
effecKvely.
Example
Stories:
-­‐
AAend
Project
Management
in
an
Agile
World
training
-­‐
Request
agile
assessments
-­‐
Conduct
lunch
and
learn
sessions
(e.g.,
about
effecKve
retrospecKve
techniques)
Poten-al
Strategies
for
Execu-on:
-­‐
Ensure
team
members
and
leaders
have
aAended
all
relevant
agile
trainings
-­‐
Review
project
KPIs
at
MD
Leadership
meeKng
-­‐
Walk-­‐a-­‐mile
in
a
different
team
role
Metrics:
-­‐
%
of
non-­‐agile
to
agile
projects
in
progress
-­‐
%
of
projects
reporKng
KPIs
-­‐
%
of
teams
within
threshold
KPI
iteraKon
performance
trends
-­‐
%
of
teams
within
threshold
KPI
product
owner
saKsfacKon
trends
-­‐
%
of
funding
documents
that
cycle
within
an
acceptable
Kmeframe

23. 3/3/14 | 23 | ©2012 Ciber, Inc.
Example
-­‐
Efficiency
Purpose:
Remove
waste
that
teams
discover
as
they
develop
product,
increase
producKvity,
raise
quality,
and
ensure
value.
This
is
accomplished
by
implemenKng
changes
that
streamline
and
opKmize
the
organizaKon
to
increase
agility
and
funcKon
in
the
best
possible
manner
with
the
least
waste
of
Kme
and
effort.
Example
Stories:
-­‐
Business
doesn’t
realize
the
Kme
required
to
be
a
PO
–
can
the
Efficiency
team
help
train
the
PO’s
and
get
buy-­‐in,…
-­‐
Change
the
way
release
planning
is
done
(e.g.
,
mulK-­‐team
release
planning)
-­‐
Coordinate
with
Corporate
Real
Estate
to
establish
collaboraKve
environments
-­‐
Establish
info
radiator
-­‐
HR
related
acKviKes
(
onboarding,
terminaKon
-­‐
impacts)
Poten-al
Strategies
for
Execu-on:
-­‐
Conduct
training
and
workshops
on
how
to
define,
recognize,
and
reduce
waste
-­‐
Collocate
teams
a
couple
of
Kmes
a
week
-­‐
Implement
reward
system
for
teams
that
embrace
transparency
-­‐
Remove
project
delay
by
reducing
cross-­‐team
dependencies
-­‐
Leverage
collaboraKon
tools
(e.g.,
video
conferencing,
screen
sharing)
Metrics:
-­‐
Number
of
projects
deployed
to
prod/quarter
-­‐
Number
of
new
hires/churn
of
employees
-­‐
Employee
engagement
(
saKsfacKon
is
a
subset
of
engagement)
-­‐
Customer
SaKsfacKon

24. 3/3/14 | 24 | ©2012 Ciber, Inc.
Step
3:
Develop
a
Change
Vision
• Clarify
how
the
future
will
be
different
from
the
past
and
how
you
can
make
that
future
reality
• Treat
the
Agile
TransformaKon
as
a
project
o Use
the
templates
and
create
a
Vision
and
Roadmap
o Build
a
backlog
o Plan
small
releases

25. 3/3/14 | 25 | ©2012 Ciber, Inc.
Example – Vision Template
Guides
the
development
process
Gives
direcKon
in
what
the
product/project
is
about
why
we
are
doing
it
what
we
expect
from
it.
FOR
AAdvantage
Members
and
Guests
WHO
are
looking
for
opportuniKes
to
redeem
their
miles
on
a
wider
network
of
ciKes/airlines
THE
All
Partner
Awards
Program
IS
A
redempKon
opKon
within
the
AAdvantage
Program
THAT
WILL
allow
them
to
search,
view
and
book
redempKon
flights
on
AAdvantage
parKcipaKng
carriers
in
a
self
service
mode
on
AA.com.
UNLIKE
Northwest
Airlines
and
other
AA
compeKtors
OUR
PROGRAM
will
allow
customers
to
book
AAdvantage
Partner
Awards
online.
25

26. 3/3/14 | 26 | ©2012 Ciber, Inc.
Example - Road Map Template
<product>
Release 1 Release 2 Release 3 Release 4
mm/yyyy
-­‐
mm/yyyy
mm/yyyy
-­‐
mm/yyyy
mm/yyyy
-­‐
mm/yyyy
mm/yyyy
-­‐
mm/yyyy
Market /
Customers
Themes
Benefits
Architecture
Impact
Events and/or
Cycles
•
What
are
we
planning
to
deliver
when
Market/Customers
served
by
the
addiKons,
modificaKons
planned
for
the
product
Themes
represent
a
group
of
features
or
capabiliKes
to
be
incorporated
into
the
product
List
quanKfiable
business
benefits
be
for
each
release
Expected
impact
on
the
IT
architecture
and
infrastructure
What
events
and/or
seasonal
cycles
affect
the
release
or
the
Kming
of
the
release
26

27. 3/3/14 | 27 | ©2012 Ciber, Inc.
Step
4:
Communicate
for
Buy-­‐in
• Make
sure
as
many
others
as
possible
understand
and
accept
the
vision
and
strategy
• Communicate,
communicate,
communicate
o Use
communicaKon
style
that
works
for
the
receiver
o Ask
the
receiver
what
works
for
them
• How
would
you
get
buy
in?
• Share
the
vision
with
everyone
§ Make
results
“visible”
§ Bracelets
§ Agile
Reminder
Cards
§ ConKnuous
Training

28. 3/3/14 | 28 | ©2012 Ciber, Inc.
Step
5:
Empower
Others
to
Act
• Remove
as
many
barriers
as
possible
so
that
those
who
want
to
make
the
vision
reality
can
do
so
• Ask
for
possible
soluKons
when
presented
with
roadblocks
• Work
together
to
remove
roadblocks
and
impediments
§ E.g.
Coaches
teaming
with
PMO
• Holding
each
other
accountable
o Ask:
What
will
prevent
you
from
taking
100%
responsibility?
• Delegate
decisions
and
acKons
to
the
teams
§ Let
the
teams
decide!

29. 3/3/14 | 29 | ©2012 Ciber, Inc.
Step
6:
Produce
Short
Term
Win
• Create
some
visible,
unambiguous
successes
as
soon
as
possible
§ AdverKse!
Create
a
newsleAer
• Demand
transparency
§ E.g.
Open
and
honest
communicaKon
during
retrospecKves
• Keep
focus
on
short
term
goals
• Don’t
sacrifice
the
long
term
vision!

30. 3/3/14 | 30 | ©2012 Ciber, Inc.
Step
7:
Don’t
Let
Up
• Press
harder
and
faster
aSer
the
first
successes.
Be
relentless
with
iniKaKng
change
aSer
change
unKl
the
vision
is
reality
• Failure
does
occur
and
is
accepted,
as
long
as
you
understand
why
• Keep
the
forward
momentum
-­‐
don’t
allow
the
“old
ways”
to
conKnue
• RetrospecKves
–
Inspect
and
Adapt
• Welcome
Change!

31. 3/3/14 | 31 | ©2012 Ciber, Inc.
Step
8:
Make
It
S-ck
–
Create
a
New
Culture
• Hold
on
to
the
new
ways
of
behaving
and
make
sure
they
succeed,
unKl
they
become
strong
enough
to
replace
old
tradiKons
• Build
trust
• Value
results
• Hold
the
date
sacred

32. Making
It
S-ck
Tracking
Project
Health
via
Key
Performance
Indicators

33. 3/3/14 | 33 | ©2012 Ciber, Inc.
What
are
KPIs?
• Metrics
to
help
idenKfy
opportuniKes
for
support
§ Time
to
Market
• Length
of
Release
• Length
of
IteraKon
0
§ ProducKvity
• By
Release
• By
IteraKon
§ Planning
Predictability
§ Business
SaKsfacKon

34. 3/3/14 | 34 | ©2012 Ciber, Inc.
Time
to
Market
–
Release
• Goal:
Deliver
Business
Value
Sooner
• Determined
by
comparing
planned
length
of
releases
against
overall
project
planned
length
• Target:
• P
>
25m
R
<
9m
• 13m
<
P
>
24m
R
<
6m
• P
<
12m
R
<
3m
Project
Length
12
m
Release
3
m
Project
Length
12
m
Release
5m
NA
>
target
≤
target

35. 3/3/14 | 35 | ©2012 Ciber, Inc.
Time
to
Market
–
Itera-on
0
• Goal:
Deliver
Business
Value
Sooner
• Determined
by
comparing
planned
length
of
iteraKon
0
against
planned
length
of
the
release
• Target:
• R
≤
3m
I
≤
2w
• R
≤
6m
I
≤
4w
• R
≤
9m
I
≤
6w
NA
>
target
≤
target
Equal
to
or
Less
than
Max
Greater
than
Max

36. 3/3/14 | 36 | ©2012 Ciber, Inc.
Produc-vity
-­‐
Release
• Goal:
ConKnuous
Delivery
by
the
team
§ This
KPI
projects
the
%
of
the
release
that
will
be
completed
by
the
end
of
the
project
based
on
team
performance
to
date.
• Determined
by
comparing
the
%
of
Release
points
completed
thus
far
to
the
%
of
schedule
completed
thus
far.
• Target:
§ Deliver
more
than
85%
of
planned
release
points
<
75%
or
>
125%
75%
–
84%
or
116%
–
125%
85%
–
115%

37. 3/3/14 | 37 | ©2012 Ciber, Inc.
Produc-vity
-­‐
Itera-on
• Goal:
ConKnuous
Delivery
by
the
team
• Determined
by
comparing
the
number
of
points
accepted
at
the
end
of
the
iteraKon
to
the
number
of
points
commiAed
by
the
team
at
iteraKon
planning
• Target:
§ Deliver
more
than
85%
of
commiAed
points
<
75%
or
>
125%
75%
–
84%
or
116%
–
125%
85%
–
115%

38. 3/3/14 | 38 | ©2012 Ciber, Inc.
Planning
Predictability
• Goal:
Consistent
execuKon
by
the
team
• Determined
by
comparing
the
number
of
unfinished
hours
at
the
end
of
the
iteraKon
to
the
total
esKmated
hours
• Target:
At
iteraKon
end
no
more
than
20%
of
hours
esKmated
are
unfinished
>20%
NA
≤
20%
22%
Unfinished

39. 3/3/14 | 39 | ©2012 Ciber, Inc.
Business
Sa-sfac-on
• Goal:
Business
Value
Achieved
§ Is
the
business
seeing
meaningful
progress
toward
§ delivering
value?
• Determined
by
a
raKng
delivered
to
the
team
by
the
Product
Owner
at
the
end
of
the
iteraKon
• Target:
§ Score
8
out
of
a
possible
10
<
5
6-­‐7
8-­‐10

40. 3/3/14 | 40 | ©2012 Ciber, Inc.
Example
Release
KPI
&
Burn
Up
What
is
this
saying?
0%
20%
40%
60%
80%
100%
120%
140%
160%
1
2
3
4
5
6
Release
Produc-vity
%
Scope
Complete
vs.
%
Schedule
Complete
What
is
this
saying?
16
points
not
accepted

41. 3/3/14 | 41 | ©2012 Ciber, Inc.
Example
Release
KPI
&
Burn
Up
What
happened?
• IniKally,
the
Release
1
backlog
was
not
fully
defined
and
esKmated
so
it
appeared
we
could
accomplish
more
than
planned
in
the
release
• Refined
backlog
grooming
discipline
in
IteraKons
2
&
3,
which
increased
the
backlog
point
values
• Adjusted
Release1
deliverables
at
the
end
of
IteraKon
4
based
on
average
velocity
and
Kme
remaining
in
release
0%
20%
40%
60%
80%
100%
120%
140%
160%
1
2
3
4
5
6
Release
Produc-vity
%
Scope
Complete
vs.
%
Schedule
Complete
What
happened?
• EnKre
backlog
was
not
sized
at
start
of
release
• Re-­‐evaluated
point
values
of
backlog
in
IteraKons
2
&
3
based
on
experience
• Adjusted
Release
1
deliverables
at
the
end
of
IteraKon
4
• Added
points
in
IteraKon
6
for
producKon-­‐related
issues
16
points
not
accepted

42. 3/3/14 | 42 | ©2012 Ciber, Inc.
Example
Itera-on
KPIs
What
is
this
saying?
What
is
this
saying?
0%
20%
40%
60%
80%
100%
120%
140%
160%
180%
200%
1
2
3
4
5
6
Itera-on
Produc-vity
Points
Accepted
vs.
Points
Planned
-­‐100%
-­‐80%
-­‐60%
-­‐40%
-­‐20%
0%
20%
40%
1
2
3
4
5
6
Planning
Predictability
Remaining
To
Do
Hours

43. 3/3/14 | 43 | ©2012 Ciber, Inc.
Example
Itera-on
KPIs
What
happened?
• 80%
of
hours
planned
in
IteraKon
3
not
completed
due
to
unexpected
data
clean
up
• 40%
of
hours
planned
in
IteraKons
5&
6
not
completed
due
to
unforeseen
complexiKes
of
adding
verKcal/porpolio
filter
which
led
to
addiKonal
task
hours
and
more
hours
remaining
at
the
end
of
the
iteraKon
What
happened?
• Accepted
80%
more
points
than
planned
in
IteraKon
1
due
to
addiKonal
resource
availability
to
pull
in
a
story
from
the
backlog
• Did
not
accept
all
stories
planned
in
IteraKons
2
&
3
due
to
clean
up
data
• Did
not
accept
verKcal/porpolio
filter
story
in
IteraKons
5
&
6
0%
20%
40%
60%
80%
100%
120%
140%
160%
180%
200%
1
2
3
4
5
6
Itera-on
Produc-vity
Points
Accepted
vs.
Points
Planned
-­‐100%
-­‐80%
-­‐60%
-­‐40%
-­‐20%
0%
20%
40%
1
2
3
4
5
6
Planning
Predictability
Remaining
To
Do
Hours

44. 3/3/14 | 44 | ©2012 Ciber, Inc.
Example
Itera-on
KPI
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
Business
Sa-sfac-on
1-­‐10
scale
(10
is
best)
What
are
the
Lessons
Learned?

45. 3/3/14 | 45 | ©2012 Ciber, Inc.
Example
Itera-on
KPI
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
Business
Sa-sfac-on
1-­‐10
scale
(10
is
best)
Lessons
Learned:
• Allot
Kme
for
ensuring
data
is
clean
• Consider
the
impact
of
re-­‐tesKng
when
determining
story
prioriKzaKon
• Create
a
stage
environment
to
test
for
potenKal
producKon
issues
throughout
the
release
• Break
large
point
stories
into
smaller
stories
to
focus
team
efforts
and
see
small
“wins”
early
in
the
iteraKon

46. Appendix
Introduc.on
to
Maturity
Assessments
-­‐
Zanshin,
Shu,
Ha,
Ri

47. 3/3/14 | 47 | ©2012 Ciber, Inc.
KPI:
Time
to
Market
–
Release
Dura-on
Deliver
business
value
sooner
GOAL:
MEASUREMENT
Release
duraKon
WHAT
9
months
or
less
per
Release
(projects
25
or
more
months)
6
months
or
less
per
Release
(projects
13-­‐24
months)
3
months
or
less
per
Release
(projects
12
or
less
months)
TARGET
Release
1
Release
2
Release
N
Roadmap
Release
IteraKon
Daily
Vision
Max
9
months
Max
9
months
Max
9
months
Release
Release

48. 3/3/14 | 48 | ©2012 Ciber, Inc.
KPI
workbook
–
Release
Dura-on
• Enter the “Release Start Date” "
• The “Release End Date” is calculated based on the “Release Start Date”, “Iteration
Length” and “Iterations in Release” for the project"
• KPIs will color red or green as appropriate"
– If duration is equal to/less than maximum allowed, the KPI will be green"
– If duration is greater than maximum allowed, the KPI will be red"

49. 3/3/14 | 49 | ©2012 Ciber, Inc.
KPI:
Time
to
Market
–
Itera-on
0
Dura-on
Deliver
business
value
sooner
GOAL:
MEASUREMENT
IteraKon
0
duraKon
WHAT
Maximum
2
weeks
for
a
Release
of
3
months
or
less
Maximum
4
weeks
for
a
Release
of
6
months
or
less
Maximum
6
weeks
for
a
Release
of
9
months
or
less
TARGET
Equal
to
or
Less
than
Max
Greater
than
Max

50. 3/3/14 | 50 | ©2012 Ciber, Inc.
KPI
workbook
–
Itera-on
0
Dura-on
• Enter the “Iteration 0 Start Date” and “Iteration 0 End Date”"
• KPIs will color red or green as appropriate"
– If duration is equal to/less than maximum allowed, the KPI will be green"
– If duration is greater than maximum allowed, the KPI will be Red"

51. 3/3/14 | 51 | ©2012 Ciber, Inc.
KPI:
Planning
Predictability
Consistently
execute
to
a
realisKc
plan
based
on
team
capacity
GOAL:
MEASUREMENT
Burn
down
variance
at
end
of
iteraKon
WHAT
Remaining
To
Do
hours
no
more
than
20%
of
planned
TARGET
A
team
creates
a
plan
that
reflects
reality
and
follows
that
plan.
When
new
informa.on
is
discovered
the
plan
is
adjusted
immediately.
Task
hours
Time
Hours
planned
Hours
remaining
KEY
Burn
down
variance

52. 3/3/14 | 52 | ©2012 Ciber, Inc.
KPI
workbook
–
Planning
Predictability
• Columns for each Iteration are created automatically based on “Iterations in Release”"
• Iteration Start/End dates are calculated based on “Release Start Date” and “Iteration Length”."
• Enter “Total Task Hours Planned” which includes all estimated hours for the Iteration. This number may change as work
is found during the iteration."
• Enter “Remaining Task Hours” at the end of the iteration before stories are moved or split"
• KPIs will color red or green as appropriate"
– If variance is equal to/less than 20%, the KPI will be green"
– If variance is greater than 20%, the KPI will be red"
This data can be
found on the “Track
Iteration” view in the
Rally tool.

53. 3/3/14 | 53 | ©2012 Ciber, Inc.
KPI:
Itera-on
Produc-vity
ConKnuous
delivery
of
accepted
product
GOAL:
MEASUREMENTS
WHAT
TARGET
A
produc.ve
team
incrementally
develops,
tests,
and
delivers
working
soQware
that
is
accepted
by
the
business
–
throughout
every
itera.on
and
release.
points
accepted
points
planned
%
Scope
complete
Planned
points
Accepted
points
KEY
%
complete
of
IteraKon
scope
planned
Time
Scope
(Story)
Points
100%
scope
125%
115%
85%
75%

54. 3/3/14 | 54 | ©2012 Ciber, Inc.
KPI
workbook
–
Itera-on
Produc-vity
• Enter “Iteration Points Planned” at the start of the Iteration. This number remains unchanged even if
stories are moved in or out during the iteration."
• Enter “Iteration Points Accepted” at the end of the Iteration. This is the total points for stories that have
been completed by the team and accepted by the Product Owner."
• KPIs will color red, yellow or green as appropriate"
– If “% Complete” is 85% – 115%, the KPI will be green"
– If “% Complete” is 75% – 84% or 116% – 125%, the KPI will be yellow"
– If “% Complete” is less than 75% or more than 125%, the KPI will be red"
Points planned can be found on
the “Track Iteration” view in the
Rally tool.
Filter the state to see
“Points Accepted”

55. 3/3/14 | 55 | ©2012 Ciber, Inc.
KPI:
Release
Produc-vity
ConKnuous
delivery
of
accepted
product
GOAL:
MEASUREMENTS
WHAT
TARGET
A
produc.ve
team
incrementally
develops,
tests,
and
delivers
working
soQware
that
is
accepted
by
the
business
–
throughout
every
itera.on
and
release.
%
Scope
Completed
%
Schedule
Completed
%
Scope
projected
Planned
points
Accepted
points
KEY
%
of
Release
scope
projected
Time
Scope
(Story)
Points
100%
scope
125%
115%
85%
75%

56. 3/3/14 | 56 | ©2012 Ciber, Inc.
KPI
workbook
–
Release
Produc-vity
• Enter “Release Points Planned” at the end of the Iteration. This number should remain unchanged from
the Release plan unless a change of Release scope has been agreed to by the team, the PO and
stakeholders. "
• “Total Release Points Accepted to Date”, “Scope % Complete” and “Schedule % Complete” calculate
automatically"
• KPIs will color red, yellow or green as appropriate"
– If “% Release Scope Projected” is 85% – 115%, the KPI will be green"
– If “% Release Scope Projected” is 75% – 84% or 116% – 125%, the KPI will be yellow "
– If “% Release Scope Projected” is less than 75% or more than 125%, the KPI will be red"

57. 3/3/14 | 57 | ©2012 Ciber, Inc.
KPI:
Business
Sa-sfac-on
Business
value
achieved
every
IteraKon
and
Release
GOAL:
MEASUREMENTS
Is
the
business
seeing
meaningful
progress
toward
delivering
value?
WHAT
Rated
on
a
scale
of
1-­‐10,
ten
being
the
best
TARGET
Measurement
of
the
value
of
each
itera.on
demo
or
Release
may
vary
widely.
The
business
ul.mately
determines
sa.sfac.on
with
demonstrated
progress
and
each
new
product
release.

58. 3/3/14 | 58 | ©2012 Ciber, Inc.
KPI
Workbook
–
Business
Sa-sfac-on
• Enter the score given by your Product Owner as the response to the question “ Is the
business seeing meaningful progress toward delivering value?”!
• KPIs will color red, yellow or green as appropriate"
– If Business Satisfaction score is 8-10, the KPI will be green"
– If Business Satisfaction score is 6-7, the KPI will be yellow "
– If Business Satisfaction score is 5 or less, the KPI will be red"

59. 3/3/14 | 59 | ©2012 Ciber, Inc.
Lesson’s
Learned/Observa-ons
• IniKally,
strong
resistance
from
Business
Leaders
o …but
Agile
is
an
“IT
Thing”
o “Here’s
the
requirements.
See
you
in
6
months”
• Create
an
Agile
Leadership
team,
that
is
focused
on
removing
impediments
to
Agile
adopKon.
o Run
as
a
[modified]
Scrum
Team
• Be
mindful
of
execuKve’s
Kme
• Take
what
you
can
get
–
not
everyone’s
schedule
can
be
in
sync
• Needs
to
be
sold
to
leadership
§ What
is
the
return
on
Time
Invested?
§ How
will
this
help
the
transformaKon
succeed?