@AgileAndBeyond Elizabeth Henderson

Transcription

1 Joseph Mei Brendon Thiede whatbrendonthinks.com MMAG

2 Agile Adoption in the Organization... MMAG

3 Comparative Style MMAG

4 Mid Michigan Agile Group MMAG

5 Joseph Mei Brendon Thiede whatbrendonthinks.com MMAG

6

7

8 Planting a Seed

9 Joe Hershey

10 Software Consultant OM Computing, llc

11 Software (working) Trail Running Biking Hiking Giving Service AND.

12

13 Planting a Seed

14 State of Michigan Bureau of Lottery 2009

15 SUITE State Unified IT Environment

16

17 KISS

18 5 Things

19 5 Things / Start Small / Start Simple Walk together Ask forgiveness not permission Don t fight the power Spread the word Deliver SUCCESS

20 1) Walk Together

21 2) Ask for forgiveness before permission

22 3) Don t fight the Power

23 4) Spread the Word

24 5) Deliver Success

25 Take Aways

26 Take Aways / Lessons Learned It s a people change It s a slow process You need to be situationally aware Smile, it s not that bad It s not about you

27 Joe Hershey

28

29 Agile something something Kanban

30 About Our Story - Good stuff and bad What works for us What s next

31 About Our team: 10 devs and over 50 software systems. Numbers Average length of time working at MSU: < 6 years Average age of ASP applications: 14 years Average age of Java applications: 4 years

32 Part 1 - we try Scrum... On a big project User stories Sprints Burndown charts Stand-ups Retrospectives

33 Reality hits... Things aren t so rosy on the big project. Priorities and support demands affect the timeline. Scrum/Agile becomes an excuse for things not going well.

34 Good Stuff Vendors come in and talk about agile. Project team went to a day in the life of agile Devs are curious

35 Bringing Agile Back

36 Part 2 Kanban Accept that priorities change Make work visible Encourage communication (via Standups) Streamline reporting

37 Part 3 Refining the process Protect the pipeline Trello Reporting Reducing the number of interactions

38 Why it works for us Priorities change daily, if not hourly Our team has shared values and mindset Allows individuals to make business value decisions between differing customers and needs.

39 What s next Reporting up - What are important metrics? Reducing developer reporting Focus on the pipeline Continuous Improvement - streamlining Trello and standups

40 Lessons Learned Don t give up Work within the system Be inclusive It s a journey, not a destination Communicate

41

42 THIS DOES NOT FEEL AGILE Mid-Michigan Agile Group M. Lim

43 About Me Senior Project Manager at MESSA 17 years at MESSA IT Past lives: Developer, analyst, team leader, IT PM, Scrum Master CSM, PMI-ACP, PMP, CTFL Mom of 2 teenagers Researcher, school volunteer, culinary adventurer

44 About MESSA and ITSS 3rd party non-profit health insurance administrator based in East Lansing Serves: 78,000 members 300+ employees 600+ affiliates Information Technology Support Services Celebrated 50th anniversary in 2010 ITSS Applications: Unionized IT shop 19 PAs, 8 BAs, 4 QAs

45 Why AGILE? Application development circa 2010 InfoQ.com o Changing requirements o Unrealistic schedules/moving targets o Lack of business involvement o Results not always predictable o Recommended by consultant assessment and IT Director

46 Start-Up What is Agile??? Started Scrum on in-flight CRM project Failed on many levels A year later, started another Scrum team More planning, site visit Myscrumhalf.com Why is this so textbook? Despite internal struggles, progress was astounding

47 Good stuff Early success Visibility Reflected on failures Whole team cross the finish line together Product owner sees urgency and always in the know I want this team to work on my project!

48 Struggles I m a developer, I don t test Not my department Don t send it to me if it s still broke Just tell me what to do Lack of business involvement Issues not given time of day Not my job

49 Culture is what people do when no one is looking. Herb Kelleher, Chairman Southwest Airlines 2006 PeopleInk o Top-down hierarchy o Silos o Waterfall-entrenched practices Even though we try, we can t let go

50 The Journey Agile Projects (all) Agile Teams IT personnel /project Business Units Involved Framework ScrumBut Scrum Scrum Scrum, Kanban New Positions 0 QA Manager Architect, QA PAs DBA, PAs, BAs Releases End of project Late in project Mid-project 2-4 weeks or when ready

51 What Helped Education Agile orientation, team coaching, mentoring, training Enable collaboration at all levels Cross-functional team design exercises at project start Co-located, open workspaces Reflect and Adapt Align with Business Business Analyst CoP: Core ways to work yet support uniqueness, creativity

52 What s Next Process Transformation Management Transformation Organizational Transformation Agile Team Management Servant Leadership Product Management Architecture Leadership Recruiting Career Paths Agile Portfolio Management Budgeting Communities of Practice Business Model Transformation Competitive Advantage for the agile business Agile Engineering Multi-Team Agile Project Coordination Indicates Work In Progress Research and Learn, when the time is right, evolve!

53 Lessons Learned First they ignore you, then they laugh at you, then they fight you, then you win. - Gandhi Change yourself Show the path, lose the religion Get people behind you early Persist - we win as an organization Find sounding board (MMAG)

54 Thank You! Contact Mei

55

56 FROM AGILE TO AGILE BRENDON THIEDE - VERTAFORE

57 WHO IS VERTAFORE 40+ years serving the insurance and securities markets Over 1,300 employees 8 U.S. offices and 3 offshore offices 20,000+ agency, MGA, state, and carrier customers Subscriptions with 300,000+ producers

58 WHO I AM With Vertafore for 6 years Software Engineer ScrumMaster SAFe Program Consultant Release Train Engineer Runner Husband Father

59 HOME GROWN BASELINE Small scale Ambitious Unsupported

60 HOME GROWN BASELINE It worked Local ownership Stagnant

61 THE EDICT TOP DOWN Desire for transparency Desire for consistency Lots of assumptions

62 THE EDICT TOP DOWN Different Rules over concepts Inflexible

63 LASTING CHANGE HEARTS AND MINDS Personal Customized Teams are empowered

64 LASTING CHANGE HEARTS AND MINDS Lots of work Requires trust Sustainable

65 LESSONS LEARNED Process without understanding fails My co-workers want control We need Agile expertise Shared experience can give shared solutions We are moving in a direction, but not to a destination

66 THE JOURNEY FORWARD Dedicated ScrumMasters Shared cadence Team retrospectives Value on education Support; vertical and horizontal

67

68 Compare and Contrast MMAG

69 Mid Michigan Agile Group MMAG

70 Joseph Mei Brendon Thiede whatbrendonthinks.com MMAG