Scaling and Measuring Agile Success
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Transcript of Scaling and Measuring Agile Success
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Scaling and Measuring Agile Success
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Damon Poole
• Chief Agilist, Eliassen Group’s Agile Practice– Coaching: Transformation and Tune-ups– Training
• 22 years of process change: small co-located teams to multi-hundred team global enterprises
• Founder and past CTO and CEO of AccuRev• Creator of multiple Jolt-award winning products• Past President of Agile New England• Author of “DIY Agile Kickstart”• Consulted with Ford IT, Orbitz, Fidelity, Capital One,
ING Direct, and many others• Taught Agile techniques to thousands of people
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Agenda
• Scaling Agile• Organizational Support for Scaling Agility• Cycle Time – The Agile Adoption Forcing Function• Measuring Success
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Scaling Agile
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“Scaling”
• What do we mean by “scaling?”• A typical definition of scaling:
– Adding more resources adds proportionally more capacity for doing work
• Does traditional development scale?
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A Typical Iteration#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
Traveller wants to see their upcoming trips
Traveller wants to see their upcoming trips
2
Tom
Traveller wants to delete a booking
Traveller wants to delete a booking
1
Sue
Traveller wants to enter a booking
Traveller wants to enter a booking
3
Bob
Traveller wants to register with the system
Traveller wants to register with the system
3
Sue
Admin wants a report of site-wide activity
Admin wants a report of site-wide activity
5
Bob
Traveller wants to edit a bookingTraveller wants to edit a booking
2
Tom
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
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“One Piece Flow”
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
#define a b/** This is great code.*/
bool doStuff ( ) {index++;
}
Done! Done! Done!
Done!
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One Piece Flow All the Time – Kanban
Customers / Market
Product Mgmt
$$
Always Deliverable
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Organizational Support for Scaling Agility
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High Level SDLC Overview
RELEASE VEHICLE
SYNCHRO
NIZATIO
N
LOB CUSTOMERS / MARKETS
BUSINESS STRATEGY & PLANNING
BUILD, TEST, DEPLOY, & MAINTAIN
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AgileTraditional
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AgileTraditional
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AgileTraditional
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AgileTraditional
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Inspect and Adapt (Self-healing)
• Organizations, people, projects, markets are constantly changing
• Healthy Agile requires constant monitoring and adjustment
• Agile process improvement mechanisms– Standups– “Scrum of Scrums”– Retrospectives– Stop the line
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Escalation Tree
S109:00am –09:15am
S209:30am –09:45am
Daily standupManagement involvement
Action Items OwnerTeam Z’s build server is downCover Joe’s unexpected absenceResolve dependency between team X & Y
Rapid turnaround.
Action Items OwnerTeam Z’s build server is down JoeCover Joe’s unexpected absence SusanResolve dependency between team X & Y
Pat
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Escalation Tree
1 hour
Frequent Retrospective
1 hour
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Misaligned, Functional Goals
FunctionalGoals
✔ ✔ ✔ ✔ ✔ ✔
Project A Project B
Late, missing scope
Not as relevant as hoped
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Moving to Managing Business Value Delivery
• Switch to business value delivery metrics• Align everyone connected to a line of business
or product to the same goal: delivering of business value
• Examples:– Old
• number of defects found per release• coding tasks completed
– New• test coverage per new user story• # of story points associated with done stories
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Fully Aligned Goals
SecondaryGoals
✔ ✔ ✔ ✔ ✔ ✔
PrimaryGoals
✔ Project A Project B✔
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One Solution: Organize around Business Value Delivery
Line of Business A
Line of Business B
✔✔
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Top Ten Headwinds and Tailwinds
Area Traditional AgileDelivery focus Projects Products & releasesBusiness & IT interaction Big handoffs Daily interactionTeams Large, functional,
project-based, transient, & dynamic
Small, cross-functional, product-based, long standing & static
Metrics Functional, planbased
Team, business value delivery
Funding Full scope IncrementalFeedback loops Slow Very fastProjects per person 2-5 1Agile Skillset Low HighTools and technology Traditional Agile-orientedTest execution Primarily manual Automated & holistic
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1-CLICK DEPLOY
Enterprise Agility Model
AGILE OFFICE
I3I2I1
LOB CUSTOMERS
ESCALATION
ARCHITECTURERELEASE TEAM / OPS
EPICS
DELIVERY BASED MANAGEMENT
LOB BUSINESSLEADERS
DELIVERY BASED
METRICS
PORT
FOLI
O O
F PR
OGR
AMS
CAPA
CITY
BAS
ED IN
VEST
MEN
T
AGILE PROJECT MGMT
AGILE SCM
CYCLE TIME
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Cycle Time – The Agile Adoption Forcing Function
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Cycle Time
2 4 61 3 5 7
DevelopmentIntegration and
testingPreparation
9 11 138 10 12 14 15 1716 18
months
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A Typical Risk Mitigation Strategy That Can Increase Risk
• A Project is Prioritized after gathering requirements and doing estimation for multiple projects.
• This usually takes 3, 6, or more months.• Requirement gathering and scoping for
multiple projects takes time away from working on funded projects.
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Cycle Time
2 4 61 3 5 7
DevelopmentIntegration and
testingPreparation
9 11 138 10 12 14 15 1716 18
Proposing
Funding (picking)
months
18 month cycle time
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Cycle Time
2 4 61 3 5 7
months
9 11 138 10 12 14 15 1716 18
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Cycle Time
2 4 61 3 5 7
1 month iterations
Prep
Do
Ship
Prep
Do
Ship
Prep
Do
Ship
Prep
Do
Ship
Prep
Do
Ship
Prep
Do
Ship
Pick Pick Pick Pick Pick Pick
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Cycle Time
2 4 61 3 5 7
1 month iterations
Prep
Do
Ship
3 month cycle time
Pick
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Measuring Success
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Measuring Success
• Profits• Net Promoter Score• Business value anecdotes• Value delivery rate• Agile capabilities
– Organizational– Team– Individual (by role)
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Value Delivery Vehicles
Your organization’s end-to-end delivery vehicle
Payload
40 cubic meters
Load
Deliver
Cycle Time
Rate of Value Delivery =Payload
Cycle Time
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Value Delivery Vehicles
40 cubic meters CoalGold
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Agile Maturity Indicators
StableAccelerates adoption
Slows Adoption
Impeded Transition Sustainable Agile Ideal
Metrics Function based Delivery based metrics are being tried, planned, or discussed
50%+ of metrics are delivery based. Old metrics are still being tracked and used
50%+ of metrics are delivery based and old metrics are no longer being tracked or used
Metrics are primarily delivery based
Progress tracking
Not implemented and/or doesn’t influence behavior
Progress is tracked using burnup, burndown, CFD or similar method and sometimes influences behavior
Progress is tracked and frequently influences the behavior of the team
Progress information usually influences the behavior of the team
The team proactively uses progress information to head off potential problems
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Relationship of Agile Maturity to Benefits
Agile MaturityAgile Maturity
Bene
fitBe
nefit
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The Path to Agility
Team Dynamics
Product
Engineering Practices
Process Mechanics
Team Structure
Organizational
Start
Per Team
44 Indicators
1 2 3 40
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The Path to Agility
Team Dynamics
Product
Engineering Practices
Process Mechanics
Team Structure
Organizational Support
Per Team
Example Goal
44 Indicators
1 2 3 40
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Q&A
Dropbox with Enterprise Agility Materialshttp://bit.ly/10hpvxb