Agenda: Success rate with Agile. Agile Enterprise. Distributed Agile. Agile Techniques

Transcription

1 Agenda: Success rate with Agile Agile Enterprise Distributed Agile Agile Techniques

2 Agile Success Rates

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5 What is Project Success

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7 The evolu?on and effec?ve development of Products and Services that customers love whilst maintaining a sustainable working environment.

8 Agile Enterprise

9 Agile Enterprise 1. Fast moving, flexible and robust firm capable of rapid response to unexpected challenges, events, and opportuni?es. 2. Built on policies and processes that facilitate speed and change, it aims to achieve con?nuous compe??ve advantage in serving its customers. 3. Agile enterprises use diffused authority and flat organiza?onal structure to speed up informa?on flows among different departments, and develop close, trust- based rela?onships with their customers and suppliers. Read more: hsp:// enterprise.html#ixzz3biy3eix2

10 Enterprise Types 1. Technology companies: Technology & SoZware (Independent SoZware Vendors ISVs ) where sozware is the core of its business e.g. Google. 2. Online businesses: Technology and sozware pla`orms coupled together for commerce of all sorts of products and services. e.g. Expedia. 3. And the rest: IT is a key opera?onal heartbeat that enables the business to func?on. EG Banks, Insurance & Pharmaceu?cals. Most people work here

11 THE CFO! Where is my Business Case

12 Typical Corporate Hierarchy Chief Shareholder Pleaser Execu?ve Suck Up VP of Status Quo VP of No VP of Paranoia Director of Bureaucracy Director of Stay On Course Director of Excel. Director of Academic Theory New Ideas Manager (Vacant)

13 Some Common Challenges Off- Shore. Fixed price vs T&M Resistance to change. Lack of funding to support ini?a?ve. Infrastructure to support collabora?on doesn t exist. Top down support doesn t exist. Agile transforma?on is BU specific. Agile Coaches live in la la land. Behavioural Issues & Poli?cs. Annualised Funding.

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16 Enterprise Maturity Categories Maturity Level Benefits Shortcomings Agile Makeover Development Team Focus Only. Agility with DevOps teams Full Product teams Broken SCRUM implementa?on with chaos cards on a wall and long daily stand ups. SCRUM, TDD/BDD, Con?nuous Integra?on Con?nuous Delivery with Automated Build pipelines. Embedded Product Owners within cross- func?onal teams performing true Itera?ve development and not release date driven. More frequent feedback loops. Usually meets Time and budget expecta?ons. Predictable and sustainable velocity, Stable UAT deliverables. More frequent higher quality produc?on releases. Organic feature refinement based on customer learning's from produc?on releases. Short and frequent release cycles. Lots of blood sweat and tears leading to poor team morale. Poor quality deliverable with a project mentality. MVP, Product, Feature defini?on is ozen not clearly understood and releases are painful. Upstream business and customer integra?on is s?ll disjointed causing waste and delays. True responsiveness to market condi?ons can s?ll be impeded by lack of organiza?onal agility. Business Agility. Business & IT combined. Product or capability centric (as opposed to project centric). Org level emphasis on value over plan and on responsiveness over cost- efficiency. True market responsiveness. N/A

17 Strategy Transforma?on Leadership Transforma?on Business Unit Transforma?on Create a clear top down vision Itera?ve Strategy Measures for Success Execu?on Roadmap Collabora?ve servant leadership Innova?on Architect Inspira?onal A change agent Business Value Modeling Create flat structures Build culture and principles Increase transparency Team Enablement Func?onal & Cross- Func?onal Collabora?on Effec?ve Virtual Collabora?on Tools support and training Frameworks & Processes Training

18 Summary We need to think beyond projects, Time, Cost and Budget. We need to put customer and business value at the forefront of our endeavours. Agile frameworks alone will not give you Business Agility in the Enterprise. Enterprise Agility requires transforma?on. Ask any change agent transforma?on is not a easy. To be a true Agile Enterprise will take?me and a heavy investment. Your Leadership need to be on board.

19 Distributed Agile

20 Some Common Challenges ***Quality.*** Reboo?ng teams. Off- Shore Cultural Differences. Contracts. Timezones. Cost of Managing supplier. Partners know more than us. Hide behind SLAs. People just don t want to make it work. Fear of job security. Too many hand off points and wait?mes.

21 How do we defend quality? Strategy Architecture Design Delivery & Operational Governance Enterprise Owned & Controlled Enterprise Partners Project Manager Business Analyst F2 F1 F3 Ini?a?ves Partners / Off Shore On Shore UX Architects Dev QA Infra /DBA / Merge etc. L & P Testing Carefully select the right partner with UX capability. Contracts are outcome based and not output. Scale existing teams with partner resources. Key leads in each domain provide quality and assurance to desired standards & maintain IP. Hand-off end to end delivery to partners. Investment in appropriate collaboration tooling.

22 What about scaling teams? Preferred Allocate a complete work package to a co-located team for end to end delivery. A Pipeline Of Work Sydney End to End Delivery Team Off-Shore End to End Delivery Team Partners End to End Delivery Team Build capability in each location and try to move to preferred model Sydney Partners Off-Shore B Pipeline Of Work Analysis Build Test End to End Dispersed team Not a preferred pattern. Time-zone & culture problems This value chain has multiple hand-off events therefore waste.

23 Dedicated Teams Typical Way Of Working Our Project Delivery Projects Available People Project Teams Project A Project A Project B Project C Project C Project B Future Way Of Working Ini?a?ves Delivery Team Ini?a?ve A Ini?a?ve A Ini?a?ve B Ini?a?ve C Work pulled by the team! Ini?a?ve B Stable Cross Func?onal Delivery 23 Team

24 How do we manage the pipeline? Doing the right work! Business Owners & Heads Of.. Strategic Ini?a?ve/ Deliverable Strategic Ini?a?ve Strategic Ini?a?ve Strategic Ini?a?ve Strategic Ini?a?ve Strategic Ini?a?ve Month 1 Month 2 Month 3 Month 4 Month 5 Month n Gov Forum Breakdown the work into features and assign to delivery teams PO A PO B PO C PO D D M UX DA Responsible for Discovery, dependency management, planning and coordina?on of delivery teams. Doing the work right! F F F F F Feature PO A Delivery Team A F F PO B Delivery Team B F F F PO C Delivery Team C F F PO D Delivery Team D UX D M DA User Experience Delivery Mgr. Domain Architect PO Product Owner

25 Fix the Supplier Model No longer in Control Internal Organisa?on Internal Organisa?on Internal Organisa?on / Partners 80% Partners 20% Internal Business Strategy Technology Strategy Architecture Design Build Test Support Congratulate the CFO!

26 We can use Service Providers. Internal Organisa?on Internal Organisa?on Internal Organisa?on / Partners 80% Internal 20% Partners Business Strategy Technology Strategy Architecture Design Build Test Support

27 A BeSer Supplier Model A typical - As- Is State Customer Customer Development / Marke?ng Project Team Feature Backlog To- Be State BAU Team Defects/ Enhancements Backlog Customer (Product Owner) Delivery Team Use of Partners AZer project closure hand- over to maintenance team Backlog Priori@sed on Business Value. You build you maintain it. 27

28 Business Value Matrix - Modeling Intangible value is just as, if not more important than financial value. Its more then NPV and ROI. Start Up Scale Mature Financial Opportunity Social Trait % of a company s market capitalisa?on can be asributed to intangible factors such as leadership, culture, and patents. We just have to look at an intangible like Steve Job s leadership to prove the point. hsp://jimhighsmith.com/determining- business- value/

29 Delivery Team How do we do Component Delivery Delivery Team A is the baton holder. Delivery Team A is involved in Discovery / Defining & Controlling Feature Feature 1 Feature 1 1 Scope F2 F3 F1 Push work (Component Delivery LOBs Prime) Business Areas Prime Delivery Team A Story C Story B Story A Push work (Component Delivery Digital Prime) Delivery Team B Delivery Team C Augment with Partner B resources (Component Delivery LOBs Prime) Augment with Partner C resources (Capability & Capacity UpliZ)]

30 Summary Use your A- Team to defend Quality. Have dedicated teams. This does mean changes to the funding model. Select the right partner with UX capability, Agile mindset and cultural fit. Use partners to work on low value items. Don t use your delivery teams to figure out how much something costs or how long it will take. Use your delivery teams to deliver! Do not allow your suppliers to take control. Reduce your handoff points. Focus on Business value and not just ROI.

31 Agile Techniques Delivery DevOps Improvement Waste Customer Centric Design Systems Thinking Lean and Tribes Pair Programming XP Programming KANBAN Feature Driven Development SCRUM

32 DevOps Dev Ops: You build it you maintain it. Key Benefits: 1. Improved quality as the builders have an invested interest in maintaining the product or service. 2. Less team churn. 3. A constant team becomes beser over?me. 4. Less off handoff points. Key Disadvantages: 1. Changes to funding models are not easy. 2. Selec?ng and retaining good people is not easy.

33 Con?nuous Delivery Go from idea to produc?on as quick as possible. Define your delivery pipeline and automate these steps to eliminate manual overhead and improve your?me to produc?on. Key Benefits: 1. Improved quality as deployment is automated with your quality checks removing human error in deployments. 2. The days of weekend deployments are gone. Can deploy within hours during the day. 3. Works well with Cloud providers removing environment boslenecks; provides auto- scaling and auto- healing features. Key Disadvantages: 1. Finding people with the right skill set if difficult. 2. Expensive to ini?ally setup. 3. Regula?on and compliance doesn't t always permit an automated produc?on release.

34 And the final summary. 1. The framework or technique is not the answer to all enterprise problems. Understand why you are ding something as opposed to following the latest Agile Goth or Fad. 2. To obtain Enterprise Agility one must embark on a transforma?on journey with solid top down support with a clear precise strategy. 3. Choose what makes sense to your organisa?on. If you have to tailor a framework or technique that s fine. Tailoring and adap?ng is true agile as opposed to rigidly following a framework. 4. It is not easy; in fact its very difficult. Be prepared for some blood sweat and tears garrylabana@gmail.com