The results are in, and the conclusion is clear: Agile methods produce better results for knowledge work. Corporations have initiated large-scale Agile transformations in order to achieve these benefits across the entire organization. These transformations often involve retraining, retooling, re-organizing into “squads” and hiring dozens or hundreds of Scrum Masters and Agile coaches. Sadly, these efforts are rarely successful. Why?
Simply put, team agility does not produce business agility. By focusing exclusively on the team level, the organization fails to solve three main problems: no Agile interactions between teams, no end-to-end management of the value streams, and no Agile strategic portfolio management. In addition, the organization has failed to realize that the Agile team structure does not have to match the reporting structure. While it may ultimately make sense to reorganize reporting relationships, that should be done last, not first.
In this talk, I will introduce the Flight Levels model and the Kanban Maturity Model. The Flight Level framework recognizes that there are three different levels on which work should be visualized and coordinated: the strategy/portfolio level, the coordination/value-stream level, and the operational/team level. The Kanban Maturity Model helps us understand the current level of organizational maturity and choose practices that take us to the learning zone and avoid the “panic” zone of emotional resistance. Working with Agile teams who may be using Kanban, Scrum, SAFe, LeSS, or Disciplined Agile, we will explore how this model dramatically simplifies the problem and show how it has enabled real business agility.