The voyage toward agility
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Transcript of The voyage toward agility
Agile Bazaar
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The Voyage Toward Agility: an Experience ReportDan LeFebvreAgile/Scrum Coach, CSP© DCL Agility, 2009
9/17/2009
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Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC
• Certified ScrumMaster (CSM), Certified Scrum Practitioner (CSP)
• Extensive experience in software product development as a developer, manager, director, and coach
• Last 6 years using agile practices• Last 3 years implementing Scrum in a 700 person
engineering organization as an Agile Coach▫Sites in MA, OR, TX, GA, IL▫Also in Canada – BC, Que▫Also in Belgium and Noida, India
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Intent of this Session
•To take you through the journey of that 700 person engineering organization toward agility through Scrum.
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Something is not right
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The Situation
VersionPlanned (Dev-Test)
Actual(Dev-Test)
Total (Plan-Actual)
5.0 8-4 8-6 12 -14
5.1 6-6 6-7 12-13
5.2 5-7 12-?
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“Agile Lite” Goal 11-1
•Iterative/incremental development•Test Driven Development•Emergent/Evolutionary Design•Daily Standups•Retrospectives
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Phase gated governance model • Commit to contents, dates,
cost for a 12 month release• Account for entire
organizational effort
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Weakest Link Theory
•Interdependent suite of products•All must ship simultaneously•If any of them not agile, suite is in trouble
•Rolled out to entire organization at once
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Results
•Delivered 7-5•Improved Quality•More automated tests•Feeling that “Agile in the culture”
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First Waypoint:Entropy“Inevitable and steady deterioration of a system or society.”
The American Heritage® Dictionary of the English Language, Fourth Edition
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Next Release
•All part-time coaches back to their day jobs•Committed to 3 suite-wide projects
(each considered all or nothing)•Results
▫Projects fell behind▫2 projects stopped doing retrospectives▫All UI-based automation broke▫Team morale suffered▫No or meaningless burncharts
so no transparency
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The Agile Coach
•Observe and help teams that are struggling
•Teach agile to new employees•Roll out agile to newly acquired
companies•Become the agile conscience of
the organization
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Results
•Teams got help•New teams started getting results sooner•Organization had a catalyst for change
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Second Waypoint:Culture“The sum of attitudes, customs, and beliefs that distinguishes one group of people from another.”
The American Heritage® New Dictionary of Cultural Literacy, Third Edition.
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“Command and Control”
•Very hierarchical•People treated as “resources”•Management makes most
decisions•“Blame” is typical reaction•Little management agile training
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Organization Divided
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Customer CommunityCustomer
CommunityDeveloper
CommunityDeveloper
Community
ManagerCommunityManager
Community
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Collaboration Explained
•90 people trained in collaboration skills by Jean Tabaka and Ronica Roth from Rally▫Organizing tools▫Facilitation techniques▫Lots of hands-on exercises
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Agile Management Framework
•Scrum is a management framework•Training focused on the managers and
product managers•Create true cross-functional teams•Managers became ScrumMasters
Product Managers are now the Product Owners
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Results
•Meetings ran better•Better agendas and capturing of group
learning•Better retrospectives•Better team collaboration•Managers knew their jobs•Much better transparency•Single voice for the teams
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Third Waypoint:Size“The physical dimensions, proportions, magnitude, or extent of an object.”
The American Heritage® Dictionary of the English Language, Fourth Edition
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Large Interdependent Suite
CTO/Executive VP
VP Applications
Director – Flagship
Director – Add-ons
VP Systems
Director – Development Director – QA
VP Customer Engineering
Director – Development Director – QA
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Parallel Project Organization
•Suite Management Team (SMT)•Suite Integration Team (SIT)•Suite Release Team (SRT)
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How do they synchronize and review the suite?
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Heartbeats
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RC1 RC2 RC3
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Suite heartbeat
Team 1 heartbeat
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6Team 2 heartbeat
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7Team 3
heartbeat
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Results
•Better communication between teams•More suite-wide transparency•More focused suite-wide decisions•Better team collaboration
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Fourth Waypoint:Impediments“Something that impedes; a hindrance or obstruction.”
The American Heritage® Dictionary of the English Language, Fourth Edition
“Anything that prevents a team member from performing work as efficiently as possible is an impediment.”
ScrumAlliance.org
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Suboptimization
•Each team is run fairly independently•Each identify and resolve impediments
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First Attempt – Etc.
•Senior Execs doing the work of prioritizing and resolving organizational impediments
•Issues▫Execs had no time for this work▫Reluctant to assign people to impediment
removal teams
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Second Attempt – Scrum Implementation Team•Small group of 8 people from across the
organization •Issues
▫Focused more on process definition instead of impediment removal
▫Not all the skills represented▫Limited time to work on this, still had day
jobs
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Third Attempt – ScrumMaster Meeting
•Hold a regular meeting of ScrumMasters to identify, prioritize, and volunteer to resolve impediments
•This group got some traction•Issues
▫Many impediments around Product Ownership
▫Also many architectural impediments
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Final Attempt – Agile Leaders Meeting
•ScrumMasters, Product Owners, and Architects
•Facilitated by Agile Coach•A brief coaching session on an agile•Organizational Impediment Handling
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Results
•Resolved over 50 impediments in 1 year•Increased sense of ownership•Better communication between teams•Improved automation•Increased productivity
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Fifth Waypoint:Commitment“An agreement or promise to do something in the future.”
Merriam-Webster's Dictionary of Law
“The state of being bound emotionally or intellectually to a course of action.”
The American Heritage® Dictionary of the English Language, Fourth Edition
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Suite planning still phase-gated•Need still exists to commit to an annual
plan •Company expects large features to justify
the 700 person engineering staff•Outside engineering still driven by
“waterfall” model▫Cannot or will not take advantage of
iterative delivery
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Created a Multi-tiered Content Strategy•Commit at the high level•Establish budgets at the mid-level•Stay flexible at the details
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Requirements hierarchy
• Initiatives – Broad areas of focus tied to corporate strategy
• Headlines – Major Feature Sets/Capabilities within an Initiative
• Shippable Units – The smallest feature that is worth shipping
• Stories – User stories as we all know and love
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Planning Onion
Strategy – Sets Initiatives
Portfolio – Headlines to Products
Product – Shippable Units to RCs
Release – Stories to Sprints
Sprint – Tasks
Daily – Updates
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Planning and Outputs
Release PlanSprint 1 Sprint 2 Sprint 3
As a User, I can jfh hf jahdsdf As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
As a User, I can jfh hf jahdsdf
Product Plan
SU
RC 1 RC 2 RC 3 RC 4
SU SU
SU SU
SU SU
SU SU
SU SU
SU SU
SU SU
SU SU SU
SU SU
Portfolio Plan
Rel 6.2
Rel 6.1.1
Rel 6.1.2
HeadlineHeadline
HeadlineHeadline
HeadlineHeadline
HeadlineHeadline
HeadlineHeadline
HeadlineHeadline
HeadlineHeadline
Headline Sprint PlanAs a User, I can jfh hf jahdsdf
Started Done
TaskTask
TaskTask
TaskTask
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Results
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Increased Automation
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RC1 RC2 RC3 RC4 RC5 RC6 RC7 RC80
10,000
20,000
30,000
40,000
50,000
60,000
Automated Tests Run
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What happened to quality
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0 10 20 30 40 50 60 70 80 90 1001101200
1000
2000
3000
4000
5000
V6.0V6.1
Weeks
Op
en
D
efe
cts
Pre-Scrum
Scrum
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Where are they?
•Scrum is implemented throughout•Mechanism for organizational
impediments in place•Transparency is improving•Engineering practices are
getting better•Quality is improving•Planning is becoming more flexible
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Questions?Dan LeFebvreScrum/Agile CoachDCL Agility, [email protected]://www.DCLAgility.com
9/17/2009