Finally! A Model for Evaluating Agile Performance: The Agile Performance Holarchy. Darian Poinsetta Senior Executive Agile CxO

Transcription

1 Finally! A Model for Evaluating Agile Performance: The Agile Performance Holarchy Darian Poinsetta Senior Executive Agile CxO

2 Enter to Win a Prize! Have any questions? Feel free to talk to Darian at the conclusion of the presentation for more information. Turn in your business card during this presentation for a chance to win.

3 What are Organizations Saying About Agile? We have assessed over 100 Agile organizations and found: Seventy (70) percent expressed an urgency to become more Agile as an organization Fifty (50) percent expressed the belief current frameworks are not effective in scaling Agile across their enterprise Eighty (80) percent would find empirical data on Agile team performance useful Seventy (70) percent would adopt a standard Agile model, if it was available The Agile Performance Holarchy is a registered service mark by AgileCxO.org.

4 Why Adopt the Agile Performance Holarchy? Clearer understanding of Agile performance in your organization Approach to scaling the implementation of Agile across your organization Promote a standard set of Agile roles and responsibilities Benchmark your organization against a common model Measurable results to gauge the investment made in adopting Agile

5 Foundation: The Holon A holon (Greek: ὅλον, holon neuter form of ὅλος, holos "whole") is something that is simultaneously a whole and a part. The word was coined by Arthur Koestler in his book The Ghost in the Machine.

6 A Holon: Defined Each Holon is integrated with other holons to produce a result

7 Performance Circle A interdependent set of related Holons is called a Performance Circle. TEAMING This Teaming Performance Circle describes how an Agile team Organizes, Operates, Grows, Reflects, Shows, and Governs their work.

8 The Agile Performance Holarchy The set of holons is non-hierarchical, and is called a Holarchy.

9 Agile Performance Levels As a self-organizing entity, we ve adopted agile across all segments of our team so that minimal oversight is required to be successful. As a transforming organization, we are consistently using agile techniques so all of our projects can be more collaborative and self-organizing. As an adopting organization, we are learning to adopt agile techniques so we can become more self-organizing and productive.

10 Performance Circle: Leading The Leading Performance Circle provides guidance for Agile leaders to define and deploy Agile Values, to provide an enabling infrastructure, develop an organizational vision for Agility, and to fully engage as an Agile leader.

11 Performance Circle: Leading Core Agile Values Fail Fast Courage Focus Visibility Commitment Sense of humor Respect Transparency Openness Values Traceability Every Agile Framework, Ceremony, or Technique can be traced directly to one or more Agile values Engage with your Agile teams Agile leaders are responsible for ensuring their teams are embracing Agile values every day

12 Performance Circle: Envisioning The Envisioning Performance Circle provides guidance for Product vision, the development of an initial product backlog, and highlevel release planning.

13 Performance Circle: Envisioning Roadmapping Product Strategy Major Functionality Schedule Resources Collaboration with Stakeholders Defining the Solution In partnership with the business Iterative process to fully envision a solution: Tier 1 Business needs Tier 2 Epics Tier 3 User stories and tasks Product backlog

14 Performance Circle: Satisfying The Satisfying Performance Circle provides guidance for the Product Development team to evolve the requirements into stories and tasks, perform sprint planning, incrementally design and develop the product, and deliver to the business customer.

15 Performance Circle: Satisfying Pair Programming Test Driven Development User Stories Sprint Planning Refactoring Technical Debt Backlog Grooming Estimation and Sizing Continuous Integration

16 Performance Circle: Providing The Providing Performance Circle provides guidance for supporting product development including the tools, partners, facilities, and best practices.

17 Performance Circle: Providing Contributing Retrospectives Collect and Store Best Practices Share and Implement Improvements Right Environment Time Discipline Culture Partnering Need partners that can keep up Internal/ External Engage Purchasing, Legal, and Contracts Agile-focused Selection Criteria Contracts and POs that reflect Agile deliverables and milestones

18 Performance Circle: Affirming The Affirming Performance Circle is about ensuring that all team members, including management, are "walking the walk," and the products that are built are meeting the needs of the business customers.

19 Performance Circle: Affirming Automated Testing Continuous Regression Testing (CI) Show and Tell Sprint Demos Daily Standups Peer Evaluations Mentoring and Coaching Metrics (velocity, unit test, defects, complexity)

20 Performance Circle: Teaming The Teaming Performance Circle provides guidance for agile teams to achieve self-organization and use Agile ceremonies.

21 Performance Circle: Teaming Operating Focus on Roles and not Job Titles Team Agreements Accountability Authority Multiple Hats Self Organization Self Governance Growing Training Needs Skills Inventory and Tracking Training Plans Training Delivery Mentoring

22 Agile Performance Levels As a self-organizing entity, we ve adopted agile across all segments of our team so that minimal oversight is required to be successful. As a transforming organization, we are consistently using agile techniques so all of our projects can be more collaborative and self-organizing. As an adopting organization, we are learning to adopt agile techniques so we can become more self-organizing and productive.

23 CMMI Maturity Levels 5 4 Focus on process improvement Process measured and controlled Quantitatively Managed Optimizing Process characterized for the organization and is proactive Process characterized for projects and is often reactive Process unpredictable, poorly controlled and reactive Performed Managed Defined

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