Bottom-Up Implementation & Top-Down Intent

This content is syndicated from LeadingAgile by Andrew Fuqua. To view the original post in full, click here.

A good strategy that I have used for dealing with complex agile transformations in large enterprises has two parts: bottom-up implementation and top-down intent. As Mike puts it, this is “where leadership sets the direction and establishes constraints, but with teams that are empowered to operate within those constraints.”

Bottom up implementation means helping teams be as successful as they can within their constraints. It means getting them mature enough to report out significant performance information like velocity, story ratios, resource shortages, quality and blocking issues on a reliable cadence. It means gaining transparency about the challenges in an actionable way. Due to extreme constraints in many organizations, this isn’t easy. What’s constraining agile in your organization?

Bottom up means helping the teams factually communicate the impact of obstacles on team performance. I use assessments to identify and communicate the “non-agile” behaviors and practices that are reducing the potential performance of the teams. Because we know that Agile/Lean practices work, we know that the teams that assess higher will perform better against their business drivers and performance metrics. Have you identified the obstacles in your company?

This approach of team and organizational assessments and improvement road-mapping tied to team metrics is a very mature way to help sustain the changes and to highlight where my clients aren’t getting the success they want. All this information from the ground credibly expresses the impacts of the organizational and management obstacles that arise from management decisions. In many organizations, you can’t simply create change in the larger environment to make the team stuff easy without first producing the information needed to justify change to management. This brings us to…

Top down intent requires helping management understand how they can be successful with Agile teams. They often are not in a good position to be successful with agile, they are under tremendous duress, and they need to work through a ton of challenges. Sound familiar? But we can still make progress. This requires explaining at the upper management levels and in other parts of the organization why they need stable teams. It requires data to demonstrate the impact of the organizational design in order to support moving toward the recommended org design. Understand the system, how it creates value, and its constraints. Build Scrum teams around the constraints.

As part of top down intent, it’s important to build awareness of the capabilities required in the program office that will be necessary in order to maintain the changes after the external agile coaches leave. They need to hire people to sustain momentum with internal training and coaching. And they should do this early on so these new people can get up to speed, spending time with the external coaches.

So there you have it: one way of approaching complex agile transformations in the enterprise. There is more, so stay tuned.

* Thanks to Doug Brophy for his help with this post, and to Dennis Stevens for providing the fodder.

The post Bottom-Up Implementation & Top-Down Intent appeared first on LeadingAgile.

Leave a Reply

What is 6 + 9 ?
Please leave these two fields as-is:
Please do this simple sum so I know you are human:)

There are 101 ways to approach anything.
To find the best way, sometimes you need expert help

What People Say

“Kelly revolutionised the way our digital department operated. A true advocate of agile principles, he quickly improved internal communication within our teams and our internal clients by aligning our business and creating a much enhanced sense of transparency in the decisions the business was making. Kelly also introduced a higher sense of empowerment to the development teams...”

PETER SILVA-JANKOWSKI
IPC MEDIA

“Kelly’s a leading program director with the ability to take charge from day one and keep strong momentum at both a program and project level driving prioritisation, resourcing and budgeting agendas. Kelly operates with an easy-going style and possesses a strong facilitation skill set. From my 5 months experience working with Kelly, I would recommend Kelly to program manage large scale, complex, cross company change programs both from a business and IT perspective.”

LUKE SHARKEY /STRATEGY & IMPLEMENTATION LEADER
SUNCORP

“Kelly is an extremely talented and visionary leader. As such he manages to inspire all around him to achieve their best. He is passionate about agile and has a wealth of experience to bring to bear in this area. If you're 'lucky' he might even tell you all about his agile blog. Above all this, Kelly is great fun to work with. He is always relaxed and never gets stressed - and trust me, he had plenty of opportunity here! If you get the chance to work with Kelly, don't pass it up.”

GILES BENTLEY, DEVELOPMENT & OPERATIONS DIRECTOR
TIME INC

“Kelly is an Agile heavy-weight. He came in to assess my multi-million $ Agile development program which wasn’t delivering the right throughput. He interviewed most of the team and made some key recommendations that, when implemented, showed immediate results. I couldn’t ask for more than that except he’s a really nice guy as well.”

DAN PULHAM, DIGITAL DIRECTOR
TELSTRA

“Kelly and I worked together on a very large project trying to secure a new Insurer client. Kelly had fantastic commercial awareness as well as his technical expertise. Without him I would never had secured this client so I owe a lot to him. He is also a really great guy!”

GINA MILLARD
GLASS'S INFORMATION SERVICES

“Kelly came to the department and has really made a huge impact on how the department communicates, collaborates and generally gets things done. We were already developing in an agile way, but Kelly has brought us even more into alignment with agile and scrum best practices, being eager to share information and willing to work with us to change our processes rather than dictate how things must be done. He is highly knowledgable about agile development (as his active blog proves) but his blog won't show what a friendly and knowledgeable guy he is. I highly recommend Kelly to anyone looking for a CTO or a seminar on agile/scrum practices - you won't be disappointed!”

ANDY JEFFRIES/TECHNICAL LEAD
IPC MEDIA

“Kelly was a great colleague to work with - highly competent, trustworthy and generally a nice bloke.”

HANNAH JOYCE
GLASS'S INFORMATION SERVICES

“Kelly was engaged as a Program Director on a complex business and technology transformation program for Suncorp Commercial Insurance. Kelly drew on his key capabilities and depth of experience to bring together disparate parties in a harmonised way, ensuring the initiate and concept phases of the program were understood and well formulated. Excellent outcome in a very short time frame. ”

BRUCE WEIR/EGM
SUNCORP

“I worked with Kelly on many projects at IPC and I was always impressed with his approach to all of them, always ensuring the most commercially viable route was taken. He is great at managing relationships and it was always a pleasure working with him.”

BEATRIZ MONTOYA/CONSUMER MARKETING DIRECTOR
IPC MEDIA

“I worked with Kelly whilst at Thoughtworks and found him to be a most inspiring individual, his common-sense approach coupled with a deep understanding of Agile and business makes him an invaluable asset to any organisation. I can't recommend Kelly enough.”

PETER THATCHER, SENIOR ACCOUNT DIRECTOR
ThoughtWorks

“Kelly was a brilliant CTO and a great support to me in the time we worked together. I owe Kelly a great deal in terms of direction and how to get things done under sometimes difficult circumstances. Thanks Kelly.”

JULIE PEEL
GLASS'S INFORMATION SERVICES