Oct 2012 Presentation for Agile NJ
-
Upload
ilio-krumins-beens -
Category
Technology
-
view
156 -
download
3
description
Transcript of Oct 2012 Presentation for Agile NJ
Rolling Out Agile to the EnterpriseIlio Krumins-Beens
Hi, I’m Ilio Krumins-Beens.
I am passionate about Agile.
My Objective
Photographer: familymwr
(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices
Photographer: Erich Stüssi
USING A REAL EXAMPLE
Satisfaction with current software practices(Baseline)
Producti
vity
Transp
arent
Alignment
Quality
Adaptability
Meets
Schedule
Rapid TTM
-90
-80
-70
-60
-50
-40
-30
-20
-10
0
-70
-44-54
-47-55
-75-83
Satisfaction with Technology (8 Months later)
Producti
vity
Transp
arent
Alignment
Quality
Adaptability
Meets
Schedule
Rapid TTM
0
10
20
30
40
50
60
70
80
90
100
71
86
60
79 8070
57
What Changed?
Producti
vity
Adaptab
ility
-90-80-70-60-50-40-30-20-10
0
-70
-44-54
-47-55
-75-83
Producti
vity
Alignment
Adaptability
Rapid TTM
0102030405060708090
100
7186
6079 80
7057
Implemented Dedicated Teams
Central Pool
Shared Services (IT Ops, DB, etc.,)
BAs PMs Dev QA
Production Support
Product Strategic Shared Services 1 2 3 4 5 6
1 2 3 4 5 6
1 2 3
Shared Services (ITOps, DB, etc.,)
15 Cross-Functional Teams
Implemented an Iterative Approach
Source: Evanetics
Time-To-Market(In Calendar Days)
2010 2011 (Pre-Agile) 2011 (Agile)
0
50
100
150
200
250
140
192
27
My Objective
Photographer: familymwr
(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices
Photographer: Erich Stüssi
Achieve Executive Buy-In• Prioritize your stakeholders• Get a transformation sponsor• Agree to what success will look like• Create and communicate your plan• Get external validation and help• Show incremental progress• Promote early success to build momentum• Be proactive and completely transparent
Agile Transition Roadmap as of 10/14/2011
2Q11 3Q11 1Q12 4Q12 4Q13
Phase 1 - Prototype 2 – Transition to Dedicated Teams
3 – Roll Out Agile Management (Scrum) Practices
4 – Establish Agile Practices Beyond Tech
5 – Technical Excellence
Features Pilot Agile and Agile Inspired practices on ATA Fixes, Nursing RN OC LSAT 2.5, MCAT Catalyst
• Dedicated Teams • Select Product
Owners• Comm. Program• Develop
Assessments• Healthy PBL for
Tier1-2 Teams• Focused support
for 7 teams
• Focused Support for 8 teams
• Product owners tools• Healthy PBL for Tier 3-4
Teams• Sync with IMO• Dashboard Reporting• Improve Off-shore
vendor Agility• Co-locate Teams• Set up Agile Team
Rooms
• Performance Management •Compensation practices•Integration into Budget Cycle•Develop Better Product Visioning / Road mapping techniques
•Automated Regression test implemented•Continuous integration•Automated builds•Increased deployments to production
Users Grad Apps, Nursing, LSAT, and Catalyst Stakeholders
Tier 1-3 teams Tier 1-4 TeamsKaplan ExecsGeneral Kaplan audienceOffshore Vendors
Kaplan ExecsGeneral Kaplan audienceTier 1-4 Teams
Tier 1-4 TeamsKaplan ExecsGeneral Kaplan audienceOffshore Vendors
Tools Jira, Daptiv Jira, ConfluencePlanetK, Daptiv,
Jira,Confluence,PlanetK,Daptive,Virtual Meeting Tools
Jira,Confluence,PlanetK,Virtual Meeting Tools, Success Factors
TBD
Q4 2011 Agile CoE Release PlanRelease Goals
Get teams to minimum level of self- sufficiency on Product Owner (Product Vision, Roadmap, Release Planning, and Backlog management) and team practices.
Improve alignment of SBU objectives to projects through:•Creation of uber roadmap(roadmap of roadmaps)•Involving Product Owners and Finance leads in project creation and tracking •Introduction of portfolio management practices
Straw man Performance management practices for agile teams
Collocate teamsSprint 7 Sprint 8 Sprint 9 Sprint 10 Sprint 11
Dates 10/19 – 11/1 11/2 – 11/15 11/16 – 11/29 11/30 – 12/13 12/14 – 1/10
Sprint Themes Project Process and Alignment Kickoff
Introduce Product Owners and Finance
Populate Roadmap of Roadmap
Confirm Roadmap of Roadmaps with Senior Execs
Performance and Portfolio Practice Recommendations
Epics •Remote Training•New Project Workflow•Roadmap Repository•KBS / Kaptest Process•Jira – User mgmt, Carry-over Guidance, Training
•PO and Finance Mtg•Inc. Visit•Why Uber Roadmap Mtg
•Team Specific Metrics•Populate Uber Roadmap•Release Plans added to Daptiv•Collocate teams
•Roadmap Review with Senior Execs•Performance mgmt process•Cost Per Team •Review 2012 teams with PO and Exec Sponsor
•Continue Performance management proposal•Portfolio planning proposal
My Objective
Photographer: familymwr
(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices
Photographer: Erich Stüssi
Eat Your Own Dog Food
Photographer: JnL
Run your transformation effort like an Agile Project
Source: 3back.com
Release Planning
Sample Epics / User Stories• As the CTO, I have roadmap to Technical Excellence that
lays out the priority and timing of implementing Agile Development, Quality, and Release Practices, so that I can track progress against implementing these.
• As a Product Owner, I am educated on the budget monitoring process, so that I can work with the Financial Lead effectively.
• As a Scrum master, I attend a workshop to learn best practices around meeting facilitation and conflict resolution, so that I can do my job more effectively.
• As the Resource Manager, I have gotten all remaining Agile Team members up on time sheets, so that time reporting will cover all team members.
Transition Team’s Wall
Recent Sprint Review
Process / Governance: • 2011 Performance Evaluations• Update Time Reports• Update Resources in Daptiv• Creating New Projects In Daptiv• Scrum of Scrums Survey
Recommendations• Post-Mortem on Team Composition• Release Planning Best practices
Training / Workshops:• Product Owner and Effective
Stakeholder Management – APLLE• Research and Agile Teams - APLLE• Facilitation Techniques for Scrum
Masters
Alignment• Budget Monitoring• Technical Excellence Roadmap• Roadmap of Roadmaps
Coaching / Support• Observe Pre-College Ceremonies• SF1 Sprint 0 Support• Monitor Scrumban• Attend Demos• Team coaching• New Product Owner support
Communication• Blog posts (2)
Performance management• Implement Recognition Program
EXAMPLES OF INFORMATION SHOWN IN SPRINT REVIEWS
High Level Assessment (HLA)
HLA Burndown
Challenges Identified
• Fractional assignments• Off-Shore Vendors• External Factors affecting team velocity• Product Owner Empowerment• Adopting new roles still a challenge• Resource Constraints limiting amount of
team support
Scrumban Implementation
PO and Fin Lead Alignment Session
Objectives: Agree on process for roadmaps, CERs, and IMO requestsIdentify 2012 Projects that need CERs
“BUT, YOUR NOT DELIVERING WORKING SOFTWARE”
Why it works?
• Demonstrate the practices you are asking teams to follow
• Creates transparency of progress• Enables short feedback loops• Able to effectively Respond to Change
Trust me, you’ll like eating your own dog food
Photographer: Brain E. Ford
My Objective
Photographer: familymwr
(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices
Photographer: Erich Stüssi
Scaling Agile Practices
• Coaching a must• Develop support mechanisms for agile teams• Align Roadmaps• Extend Agile beyond internal tech teams• Focus on Technical Excellence that enables
agility• Collocate Teams (If Possible)
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9Sprint 10
Sprint 11
Support Ranking
7/27-8/9
8/10-8/23
8/24-9/6
9/07-9/20
9/21-10/4
10/5-10/18
10/19-11/1
11/2-11/15
11/16-11/29
11/30-12/13
12/14/-1/10
Pilot Team
Pilot Team
Tier 1
Tier 1
Tier 1
Tier 1
Tier 2
Tier 2
Tier 2
Tier 2
Tier 3
Tier 3
Tier 3 Tier 3 Tier 3
Tier 4
Tier 4
Legend
Focused support (over 10 hours of dedicated team support within a sprint)
Basic support (5-10 hours of dedicated team support per sprint)
Limited support (less than 5 hours of dedicated team support within a sprint)
How much coaching support do you have?
“People support a world they help create.”
- Dale Carnegie
Quote Taken from : Building an Elite Product Development Team workshop, 2/3/2012
Agile Transition Teams provide an opportunity for those who will be going through a transformation to provide feedback and feel listened to.
SCRUM SCRUMS OF
1 2 3 4 5 6
1 2 3 4 5 6
1 2 3
15 Cross-Functional Teams
Photographer: Philippe Heckel
Scrum of Scrum Wall
IMPEDIMENT REMOVAL TEAMIRT
Align Roadmaps
Objective:Create alignment across Business Systems Roadmaps. Focus business goals, identify
cross-team dependencies, risks, and provide holistic view of the features being delivered
Extend Agile Beyond Teams
• Annual Reviews• Hiring Practices and Career Paths• Recognition programs• Pay / Incentives• Alignment to Budgeting and Finance Processes
Technical Excellence that Enables Agility
– Development practices (TDD, BDD, Pair Programming, Refactoring, Emergent Design)
– Automated testing– Continuous Integration– Frequent delivery
Collocate if possible
Tips if your transformation is under resourced
• Attend all demos• Create a “Community of Practices”• Develop targeted workshops / materials• Share books, blogs, white papers, resources • Promote change agents• Encourage participation in agile community
My Objective
Photographer: familymwr
(1) Adapt to Changing Needs(2) Achieve Executive Buy-In(3) Scale Agile Practices
Photographer: Erich Stüssi
ADAPT
Awareness that there is room for improvement
Desire to change
Ability to work in an agile manner
Promote early success to build momentum and get others to follow
Transfer the impact of agile throughout the organization so it sticks
Source: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.
Mike Cohn’s ADAPT ToolsAwareness• Communicate that there’s a problem• Use metrics• Provide exposure to new people and experiences• Focus attention on the most important reasons
or two for changing
Desire• Communicate that there’s a better way• Create a sense of urgency• Build momentum• Get the team to take agile for a test drive• Align incentives (or, at least, remove
disincentives)• Focus on addressing any fears• Help people let go• Don’t discredit the past• Engage everyone in the transition
Ability• Provide coaching and training• Hold individuals accountable• Share information• Set reasonable targets• Just do it
Promote• Publicize success stories• Host an agile safari• Attract attention
Transfer• Transfer the effects of agile beyond the current
group• A team transfers to its department• A department transfers to its division, etc.• If you don’t transfer, the transition will eventually
and inevitably fail• Too much organizational gravity pulling us back
toward the status quo• Example: - f you don’t align promotions, raises,
annual reviews, those will work against youSource: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.
Agile Enterprise Adoption: Observed Anti-patterns
• Insufficient depth/competency in the product owner role
• Inadequate coordination of vision and delivery strategies
• Waterscrumming-Agile development in a non-agile portfolio/governance model
• Insufficient refactoring of testing organizations, testing skills (TDD), test automation
• Lack of basic team proficiency in agile technical practices
Adapted from: Dean Leffingwell, Scaling Software Agility: Agile Portfolio Management, March 17, 2009, Slide 30
Additional ResourcesDean Leffingwell’s Blog: http://scalingsoftwareagilityblog.com/Portfolio Management in the Scaled Agile Framework : YouTube and presentation deck
Thank You!
www.iliokb.com @iliokbagile