Flow, Pull, Innovate: How Agile Teams Mature and Scale

Transcription

1 T1 Concurrent Session Thursday 12/06/ :00 AM Flow, Pull, Innovate: How Agile Teams Mature and Scale Presented by: Jean Tabaka Rally Software Development Presented at: Agile Development Practices December 3-6, 2007; Orlando, FL, USA 330 Corporate Way, Suite 300, Orange Park, FL

2 Jean Tabaka Jean Tabaka is an Agile Mentor and Coach with Rally Software Development. In addition to being a Certified Scrum Trainer and Practitioner, she is also a Certified Professional Facilitator. Her unique blend of passions and skills has been applied in a variety of organizations large and small, co-located and distributed eager to adopt the best of agile and bring out the best in their teams. Author of the Agile Software Development Series book Collaboration Explained, Jean holds a Masters in Computer Science from Johns Hopkins University. When not sharing her agile passion with clients, she resides in beautiful Boulder, Colorado.

3 Flow Pull Innovate How Agile Teams Mature and Scale Jean Tabaka Agile Fellow Rally Software Development Beautiful Boulder, CO Why I Care About Agile Organizations Jean Tabaka, Agile Mentor Rally Software Development Over 25 years in software development government, consulting, ISVs, large IT departments Large XP rollout 4000 distributed people at Qwest Communications Large Program and Organizational adoptions of Agile Certified Scrum Trainer (CST), CSM Practitioner, Certified Professional Facilitator Lecturer and Presenter M.S Computer Science, Johns Hopkins University Author of Collaboration Explained, Addison-Wesley

4 Why are you and your teams going Agile?? Today s Topics Why the Software Industry is going Agile Lean Principles and value Agile disciplines fit nicely with Lean principle An Enterprise Agile Roadmap: Stepwise adoption of Agile disciplines and tools Teams adopt the discipline of Flow Teams mature to the discipline of Pull Programs scale the discipline of Pull Organizations mature and scale to the discipline of Innovate Your questions 4

5 Why the Software Industry is going Agile The non-sustainable software cycle Big Bang Release Custom Install & Configure Big Marketing To create demand 3-year license Product Sales Year(s) Software 1.0 Products 1. Big Bang Product Releases to drive news 2. Mass-marketed news drives high-level relationship sales calls 3. Licenses Sales require large up-front investment and large installation cost 4. Maintenance review helps cover support, but need more big-bang product releases to drive upgrade sales 5. Lack of visibility leads to guessing at needs Installed Tail Slows Cycle 6

6 Why we might want to do things differently Software as Product - On Premise software solutions are up to 90% more expensive to implement, customize, install, host, support and train than On Demand[1]. Non-efficient feature flow only 20% of Software features are often or always used and 64% are rarely or never used[2] Poor resource efficiency - Typical process value stream analysis of the waterfall software development process shows that only 6% of our work tasks are value-added.[3] [1] Understanding the Total Cost of Ownership of a Hosted vs. a Premise-Based CRM Solution, Yankee Group - [2] Standish Group Study Reported at XP2002 by Jim Johnson, Chairman () [3] Implementing Lean Software Development: From Concept to Cash. Poppendieck, Mary and Tom. Addison- Wesley, We can do things differently Software as Product -On Premise software solutions are up to 90% more expensive to implement, customize, install, host, support and train than On Demand. Non-efficient feature flow only 20% of Software features are often or always used and 64% are rarely or never used Poor resource efficiency - Typical process value stream analysis of the waterfall software development process shows 6% of our work tasks are value added. Software as Service - SAAS Remove server Remove install Reduce customization & training Remove the need for a big bang Customer Communities Prioritize Features Collaborate on features Reference sell Agile Software Development (the Imperative) Enables small, fast cycles Increase quality Drives change 8

7 2 simple guides 1. Lean Principles Lean Principles of Flow, Pull and Innovate can be found at the heart of all Agile software practices These Lean principles establish powerful rhythms of discipline that drive Agile expertise for Green businesses: Eliminate waste Empower teams Amplify learning Build integrity in See the whole Deliver fast Delay decisions Source: Lean Software Development, Poppendieck and Poppendieck, Addison-Wesley, And, 2. The Path of Discipline and Innovation Hierarchical Culture of Discipline High Innovate Great Business Pull Agility & Innovation Low Waterfall Flow High Standing Still Chaos Bureaucratic Low (Adapted from Jim Collins Good-to-Great Matrix of Creative Discipline, 2002) Heroism 10

8 The Software Solution SaaS, Agile, Community Removing waste drives High Technology towards a service model Software 2.0 Months 1. Agile releases of highest value build trust in the community 2. Community tells friends to try it 3. Small subscription starts easily 4. Limited install and built-in training delivers value quickly 5. Agile releases frequently respond to customer expectations Agile eliminates waste at every turn Agile Software Release Customer Success Management Community Building & Marketing Subscription Sales Sustainable 11 And, you can expect GREAT Rewards! 93% increased productivity 1 88% increased quality 1 83% improved stakeholder satisfaction 1 49% reduced costs 1 66% three-year, risk-adjusted return on investment 2 Reasons for Agile adoption include: 47% to better manage project scope 3 45% to creating clear business requirements 3 40% to speed or better predict time to market 3 1 Agile Methodologies: Survey Results, by Shine Technologies, 2003; 2 Forrester Research, 2004; 3 Agile 2006 Survey Results and Analysis, by Digital Focus, October

9 Also expect BIG changes Typical Starting Point Agile Expert Culture Process Critical Tools Key Metrics Change Approach Command & Control Phased, Large Batch & Cycle Defect Inventory & Workflow Hitting Plan Away From Collaborative Lean, Small batch and cycle Feedback Management Customer satisfaction & Market share Drive Change but not all at once 13 A Stepwise Adoption of Agile Disciplines and Tools through Lean

10 Adopting Agile through Scaling and Maturity Scale Maturity New/ Adopting Intermediate Expert Multi-Program Organization Get Here Multi-Team Program Single Team Start Here 15 Flow, Pull, Innovate The ABCs of Scrum Type A needs to concentrate on Flow One team Sprinting No dependencies on other teams Relatively infrequent public releases Type B needs to focus on Pull Multiple interdependent teams Synchronized product release necessary Type C drives the force of Innovation Multiple interdependent and independent teams Relies on Super-Scrum and Meta-Scrum information flow Initiatives driven throughout the entire company 16

11 For successful Agile adoption, go step by step a la Lean 1. Establish team Flow on pilots 2. Mature to team Pull on pilots 3. Scale to program-level Pull 4. Scale to multi-program Pull 5. Mature to an organization that can Innovate 17 Agile Scales through Replication of Agile Teams Program Steering Scaling Agile Growing the number of cross-functional teams Growing the disciplines to manage many synchronized teams Growing the disciplines to manage beyond the development teams Not growing the size of teams Program Teams Reproduced with permission from Mike Cohn, Mountain Goat Software,

12 Failure or exception paths Maturity Scale Multi-Program Organization Flow (New/Adopting) Pull (Intermediate) Innovate (Expert) Multi-team Program Single Team Scale before Maturity remain a struggling adopter Fully Mature before Scale the startup path Creating Agile Ghettos Success limited to IT/Dev 19 A successful adoption path in five steps Maturity Scale Multi-Program Organization Multi-team Program Single Team Flow (New/Adopting) Step 1 Pull (Intermediate) Step 4 Step 3 Step 2 Innovate (Expert) Step 5 Each step has a formula of: Disciplines to attain Roadblocks to watch for Results to pay for continued investment Tooling for success 20

13 Step 1- Teams Adopt the Discipline of Flow The Basics of Team Flow Team Flow Characteristics Time-boxed rhythm of high-quality value delivery Empowered, collaborative decision-making Amplifying learning through inspect & adapt processes Roadblocks to Team Flow Resource constraints Command and control Fixed scope, schedule & resources Low test automation Large inventory of defects or technical debt Results of Successful Team Flow Less friction, more value, higher morale Higher quality, fewer defects to manage Visibility & steering 22

14 A Team in the Discipline of Flow 1. Is prepared enough, has enough resource flexibility, testing tools and planning discipline to reliably make and meet its iteration commitments 100% story acceptance iteration over iteration Done, Done acceptance tested and accepted without defects Maturity Scale Multi-Program Org Multi-Team Program Single Team Flow Step 1 Pull Step 4 Step 3 Step 2 Innovate Step 5 2. Is working at a sustainable pace to achieve the above goal Buffers enough slack in the iteration to handle bumps without major overtime Iteration retrospectives reveal a passionate, collaborative, empowered team 23 The Team relies on the Agile Coach to Guide Collaboration and Conflict Source: "Facilitator's Guide To Participatory Decision-Making, by Sam Kaner and others. Used with permission from Sam Kaner, ". 24

15 The Team Plans Work Collaboratively Empower the team to create real flow Run planning meetings with everyone present and contributing Don t overburden the plan at the start (the team owns its tasks and estimates) Everyone commits to the timebox goal Don t disrupt the flow of value delivery (the ScrumMaster removes impediments daily for the team) 25 Metrics for Agile Team Flow Agile Project Management and Automated Unit and Acceptance Testing provide: Shared project status Visible acceptance testing Lightweight signaling Agile project metrics reporting 26

16 Retrospective Iteration 4 a Team in Flow 27 Incremental Results of Team Flow Cost savings from efficient and smooth flow (reduced time slicing and task switching costs for fully dedicated team) Effort and investment savings from concentrating on value delivery versus paperwork completion Quality savings gained in reduced defect handling and downstream abatement costs But, quality and throughput benefits are limited to the scope of a team! Maturity Scale Multi-Program Org Flow Pull Step 4 Innovate Step 5 Multi-Team Program Step 3 Single Team Step 1 Step 2 28

17 Step 2 - Teams Mature the Disciplines to Pull The Basics of Team Pull Pull Characteristics Stories are Ready for Iteration Planning Vision through collaborative release planning No more Scrumfall Infrastructure supports iterating Roadblocks to Team Pull Organizational change ceiling Product mgmt. pushing and distracted with next Release Weak/delayed acceptance feedback loops Results of Successful Team Pull Highest release priorities first Less waiting/wip Engaged Customer Proxy 30

18 Disciplines of Team Pull 1. Release planning allows the team to see the whole. Impact of the iteration is visible to team and stakeholders 2. Teams Pull from backlog of Ready stories Ready requires defined acceptance tests and a design the team accepts 3. Quality is fixed Work story by story with a zero defect mentality Maturity Scale Multi-Program Org Multi-Team Program Single Team Flow Step 1 Pull Step 4 Step 3 Step 2 Innovate Step 5 31 Use 5 Levels of Agile Planning for Pull 32

19 Metrics for the Agile Team in Pull Just-in-Time Requirements Management and Nightly System Test with Traceability provide: Shared release readiness reporting Visible system-level quality Traceability from requirement to test results Complete cycle time metrics 33 Retrospective of Iteration 8 a team in Pull 34

20 Incremental Results of Team Pull Cost savings from large scale efficient and smooth flow (reduced waiting, paperwork and process) Value gained from rapidly shipping only the most valuable features with customer validation (reducing overproduction and WIP) But, quality and throughput benefits are still limited to the scope of a team! Maturity Scale Flow Pull Innovate Multi-Program Org Step 4 Step 5 Multi-Team Program Step 3 Single Team Step 1 Step 2 35 Steps 3 and 4 - Scale the Discipline of Pull to Programs

21 The Basics of Program Pull Program Pull Characteristics Program Steering committee clears obstacles Program vision through large-scale release planning and product council Cross-team resource balancing on a release train Infrastructure supports cross-program build Roadblocks to Program Pull Functional fiefdoms Infrastructure investment to coordinate distributed teams The other organizations don t know how to handle our pace Results of Successful Program Pull Gets to market faster with a better solution Embrace increasing feature and resource complexity Unified Program Vision 37 A Program in the Discipline of Program Pull 1. Large-scale Release planning allows the every team member to see the whole. Release train synchronizes schedule and rhythm across teams 2. Steering Committee rhythm clears the prioritized organizational impediments. Daily and weekly rhythm to match the teams 3. Set of Norms emerges to enable scaling and Program agreements Derived from collaboration and fullparticipation 4. Quality is visible nightly across teams Unified build used to signal stop-theline Maturity Scale Multi-Program Org Multi-Team Program Single Team Flow Step 1 Pull Step 4 Step 3 Step 2 Innovate Step 5 38

22 Tooling for Program Pull Agile Program Management and Cross- Team Nightly Integration Builds provide: Shared status across teams and programs Visible system quality across components Delegated and dependent work tracking across program teams Multiple levels of planning and just-intime requirements management 39 A Program in the Discipline of Program Pull 1. Large-scale Release planning allows the every team member to see the whole Release train synchronizes schedule and rhythm across teams 2. Steering Committee rhythm clears the prioritized organizational impediments Daily and weekly rhythm to match the teams 3. Set of Norms emerges to enable scaling and Program agreements Derived from collaboration and fullparticipation across all teams 4. Quality is visible nightly across teams Unified, fully integrated build used to signal stop-the-line Maturity Scale Multi-Program Org Multi-Team Program Single Team Flow Step 1 Pull Step 4 Step 3 Step 2 Innovate Step 5 40

23 What We ve Learned about Program Pull Steers clear of amateur plateau or the backslide from the suck threshold Regular incremental wins fuel continued energy, resources and dedication to the kickass threshold Leadership gains steering and direct Agile experience CC 2006, Kathy Sierra - e_users/2006/03/how_to_be_an_ex.html 41 Metrics for Program Pull Agile Program Management and Cross- Team Nightly Integration Builds provide: Shared status across teams and programs Visible system quality across components Delegated and dependent work tracking across program teams Multiple levels of planning and just-intime requirements management 42

24 Step 5 - Mature the Organization to Innovate Welcome to Type C Scrum The Basics of Innovate Innovate Characteristics Culture of discipline & agility extends organization wide Concurrent and set-based R&D compete for best solutions Real-time balance score cards measure the whole Roadblocks to an Innovate Culture for the Organization Weak corporate Infrastructure Business still pushing Non-Agile enterprise disciplines unwilling to cross thresholds Results of Successful Change to an Innovate Culture Winning business Customer satisfaction & promotion Higher speed to innovation Drive market innovation 44

25 The Discipline of an Innovative Organization 1. Products lines pull from ready backlog of market needs Maturity Scale Flow Pull Innovate Produce concurrent designs to converge Multi-Program Org Step 4 Step 5 2. Internal Innovations compete Multi-Team Program Step 3 Design sets chosen by business success Single Team Step 1 Step 2 3. Working as part of the whole business Done, Done, Done, Done Integrated into business planning and market release and customer upgrade process 4. Metrics create visibility enterprise-wide Measurements constantly feed decisions for the entire organization 45 Metrics: Balanced Scorecards for Innovation Copyright Harvard Business Review & BSCOL.COM 2007 Balanced Scorecard North American Summit: Executing on Innovation 46

26 Rally s Balanced Scorecard for 2005 Efficiency Product ROI - $1 MM Rev Run Employee turnover 4/15 R&D cost as % revenue 140% Revenue per Employee Q105 $4K Q205 $8K Q305 $10K Q405 $13K Value Delivery # releases 6.5/year # features 17/year # story cards 337/year %sc accepted in Iteration 48% Ave. Release date % achieve last % # arch re-factors in the last 12 3 (UI, testing, UI Platform) Quality Tier 0 Cases - 69 cases/mo (range ) Tier 1 Cases - 48 cases/mo (range 24 84) Field defects /mo (range 3 9) Support satisfaction 4.3/5 in July Product satisfaction 4.3/5 in July Agility (self assessment) Product management 86% Release planning and tracking 68% Iteration planning and tracking 84% Agile process 91% Teamwork 97% Development practices 75% 47 Set-Based and Concurrent Design Prototype Alpha Beta Candidate A Component Sets A B B C A B B C A B C D A C B D D Delay Decisions based on Feedback 48

27 Agile Organization Transition Waterfall Optimized Organization Agile Organization BU Mgt Mkt Mgt Sales Mgt Support Mgt Executive Team Operational Team Agile Software Programs/Teams Agile Software Programs/Teams S of S Super Scrum Agile Ghettos Chris Avery Meta Scrum 49 Patterns of Agile Corporate Management Agile Management of Strategic Initiatives and Corporate Programs SolutionsIQ Sprints Are One Month, Not Integrated Across Functions/Departments Backlog Based on 8-10 Big Strategic Programs Planned Annually, Released Quarterly Rally Sprints and Releases Are One Quarter, Integrated Across All Functions 3 4 Programs per Quarter at Top Level Corp Level Goal Breaks into Departmental Backlogs 50

28 Patterns of Agile Corporate Management Daily Standups for the Department Heads (C-Level, VPs, some Directors) SolutionsIQ Does a Standup Weekly Focused Only On Sprint Commitments (strategic backlog only, not day to day work) Rally Does Standups Tuesday, Wednesday, Thursday (Monday we have the big executive status meeting, Friday afternoon we have beer!) Standups Cover Everything We re Doing 51 Tooling Agile Metrics for Innovate Step 5 Agile Enterprise Management and Customer Feedback Management provide: Complex matrix teams and programs Enterprise traceability Feedback roll-up Stakeholder management 52

29 How Innovate Creates the Great Business Value gained from rapidly shipping innovations to compete in the market Cost savings from organizational-wide efficient and smooth flow Now the innovation, throughput and quality disciplines affect the entire organizations' ability to drive markets Maturity Scale Flow Pull Innovate Multi-Program Org Step 4 Step 5 Multi-Team Program Step 3 Single Team Step 1 Step 2 53 Enterprise Agile Adoption in Summary

30 It takes Leadership, Discipline and Dedication Typical Starting Point Agile Expert Culture Process Critical Tools Key Metrics Command & Control Phased, Large Batch & Cycle Defect Inventory & Workflow Hitting Plan Collaborative Lean, Small batch and cycle Real-time Feedback Management Customer satisfaction & Market share Change Approach Away From Drive Change 55 Staying on the Success Curve To stay on the expert curve to adopting agile, you need to deliberately plan your Agile rollout and execute it in an incremental fashion Maturity Scale Flow Pull Innovate Multi-Program Org Step 4 Step 5 Multi-Team Program Step 3 Single Team Step 1 Step 2 CC 2006, Kathy Sierra /03/how_to_be_an_ex.html 56

31 The Innovative Organization is now a GREAT Business ready to go Green Value delivery is emphasized from the team level to the program level to the enterprise and back The flow of knowledge is circular and continuous through collaboration and tooling throughout Resource management is optimized across the whole what resources are being applied to deliver what value? Real-time and balanced metrics provide feedback to steer the organization 57 The Software Solution SaaS, Agile, Community Drives High Technology towards a service model 1. Agile releases of highest value build trust in the community 2. Community tells friends to try it 3. Small subscription starts easily 4. Limited install and built-in training delivers value quickly 5. Agile releases quickly to meet customer expectations Agile eliminates waste at every turn Software as Service = Green Agile Software Release Customer Success Management Community Building & Marketing Subscription Sales Months Sustainable 58

32 Questions and thank you!