AgilityEnterprise Edition
Ilan Kirschenbaumהעץ על דובדבן
http://kirschilan.wordpress.com
USS ENTERPRISE•Length: 342m•Weight: 93,500 ton•Service duration 51 years•1st nuclear military vessel ever
•Longest serving military vessel•Top speed: 30+ knots•Propulsion: 8 nuclear reactors•Power: 280,000 SHP•Crew:
Ship company 3,350Air wing 2,480
Source ::// . .http www maritimequest com ,. .www wikipedia com
Hustler 39 Diesel RockitLength: 12.16mWeight: 4.3 tonTop speed: 90+ mph (~78 knots)Engine: Cummins MerCruiser Diesel 6.7Power: 550 HPCrew: Ship company 2-11
Source: http://hustlerpowerboats.wordpress.com
Are enterprise projects different than others?
• Higher Complexity– Multiple products– Many teams– Conflicting roles– Conflicting interests– Multiple release
strategies– Multiple cultures
http://www.flickr.com/photos/heatedground/759823713/
Challenges: Follow the Money
• Conform to annual budget plans
• Request budget in advance
• Budget conflicts per business unit– Product line
strategies– Specific product
strategies– Project requirements
http://www.flickr.com/photos/doug88888/4612314827/
Challenges: Integrations
• Aligning timelines between products
• Conflicting business targets
• Cultural differences– Architecture and
design models– Management styles
• Identifying integrations early
• Avoiding scope-creep
http://www.flickr.com/photos/taz/38840529/
Challenges: Conflicting Requirements and Interests
• Company directions and themes
• Project needs• Customer needs• Architectural
roadmap
http://www.flickr.com/photos/dysonstarr/217050096/
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Project Manager
Agile Manager
Release Manager
Product ManagerCourtesy of Amdocs LTD
Challenges: Time to Market
• Identify requirements early
• Making early commitments
• Long cycle times• Late feedback
http://www.flickr.com/photos/dysonstarr/217050096/
Challenges: Common vs. Specific Foundations
• Use of common *ilities– Standard
foundations– More dependency
• Foundations per BU– Increased
innovation– Harder to
synchronize
(http://www.flickr.com/photos/dwinton/297012591/
Challenges: Mindset
• “Tops” compelled to make decisions
• “Bottoms” compelled to follow orders
• “Middles” torn in the middle
• All stuck in familiarity, avoiding comfort
http://www.flickr.com/photos/neilio/20403964/
Challenge: Multiple Currencies
• Different estimation scales– Points vs. ideal days– Size of points
• Different interpretations to ‘Definition of Done’
• Different granularity of scope
• Different evolution over time
http://www.flickr.com/photos/kalboz/3819591445/
Challenge: Enterprise Overheads
• Packaging• Functional testing• Production like testing
(UAT)• Regression tests• Integration tests• Non functional testing
– Performance– Stability– Usability– Security– …
• Documentation• Configurations
http://www.flickr.com/photos/meddygarnet/4639313261/
Insight #1: Visibility
• Increase visibility– FDD-ish approach– Kanban
• Project dailies• Observe WIP• Observe cycle times
– EVM– Record technical
debt--------------– Backlog Readiness– Project boards
http://www.flickr.com/photos/andyhay/239756376/
Visibility: FDD-ish approach
• Advocate multi-discipline teams– Requirements– Design– Engineering
• Advocate single steering team per project
• Advocate low project WIP
http://www.flickr.com/photos/andyhay/239756376/
Visibility: Kanban
• Where to start?– Conduct VSM– Promote Kaizen
events– Highlight pain
points
Images courtesy of Amdocs LTD
Visibility: Kanban
• Using a board that reflects the VSM• Highlight WIP violations• Measure cycle times• Discuss and alleviate bottlenecks• Reduce wasteful steps and artifacts
Images courtesy of Amdocs LTD
Visibility: EVM
• EVM: Earned Value Management
• Track – Complete scope– Consumed budget– Projected progress
• Make management decisions– Change scope– Change timeline– Add budget
Images courtesy of Amdocs LTD
Insight #2: Use the right tools
• With the right mindset, whiteboard and post-its will do!
• Otherwise invest in– Agile project
tracking– Agile/Lean reporting– CI – ALM
http://www.flickr.com/photos/keystoneit/131700245/
Insight #2: Coaching is also a tool
Product Owners• From this– Project oriented– The PO, architect,
designer… what to do first?
• To this– Team oriented– Single voice– Owns entire
backlog:// . . / / /15089http www flickr com photos frield
56124/:// . . / / /30869http www flickr com photos putachini15086/
Insight #2: Coaching is also a tool
Program Managers• From this– Critical role– Manages, not
facilitates– Action tracker
• To this– Make it work– Facilitate– Is there a decision to
make?:// . . / / /57512http www flickr com photos mikecogh
59740/
:// . . / / 0 0/3431823http www flickr com photos bizz k635/
Insight #3: Align foundations
• Open source your foundations– The Beekeeper
model
• Reduce foundations cycle times by reducing project’s WIP
http://www.flickr.com/photos/dwinton/297012591/
Insight #4: Estimations and Tracking
• Respect that one size does not fit all
• Advocate common scale (points, ideal months, …)
• Advocate FDD-ish approach: feature teams design, estimate, and engineer
http://www.flickr.com/photos/steve-brandon/203573765/
Insight #5: Reduce Overheads Using FDD-ish Approach
Handle… With…Packaging Feature teamsFunctional testing Feature teamsProduction like testing (UAT)
Feature teams, Automation
Regression tests Feature teams, AutomationIntegration tests Feature teams, AutomationNon functional testing Feature teams, Automation,
VirtualizationDocumentation Feature teamsConfigurations Feature teams
http://www.flickr.com/photos/meddygarnet/4639313261/
Insight #6: Culture of Retrospective
• There are feedback loops everywhere
• Shorten the loops• Create loops where
none (officially) exist – Integral part of
SCRUM– For Kanban requires
a champion
http://www.flickr.com/photos/liaw/4517784246/
Insight #6: Culture of Retrospective
• Retrospect at regular intervals
• Adjust the process• Try it out• Allow yourself and
others to make mistakes
http://www.4windsand7seas.com/talking_sticks.htm
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