Agile Beyond Software

Transcription

1 Agile Beyond Software By Somnath Ghosh Corporate IT Solutions, Inc. (720) PMI Mile Hi - June 2015 Clients and Training Agile Program Management & Leading High-Performing Teams Agile Certified Practitioner (PMI-ACP) Certification Training Scaled Agile Framework (SAFe) Customized Onsite Training in Implementing Scrum, XP, Kanban Agile Project Management 1

2 Agenda Workshop What is Agile? Example: Agile in the Newsroom Example: Agile in Marketing Example: Agile in Education Example: Agile in Car Manufacturing In Closing Open Discussion What is Agile? A Framework and Collection of Methods that Implement the Agile Values (4) and Principles (12). All of the Agile methods advocate: Iterative Delivery of Customer Value. Early and Frequent Customer Feedback. Working in Highly Collaborative Cross Functional Teams. Focus on getting the highest value work completed. High quality and focus on technical excellence. High visibility, measurement and visual tracking. Continuous inspection and adaption. 2

3 Dynamic Systems Development Method Feature Driven Development Extreme Programming What is Agile? We seem to be using this word everywhere! The Agile Manifesto A Statement of Values 2001 The manifesto s shared value statement: We are uncovering better ways of developing software Product by doing it and helping others do it. Through this work we have come to value: Individuals & interactions Working Software Product Customer Collaboration Responding to Change Over Processes & Tools Over Comprehensive Documentation Over Contract Negotiation Over Following a Plan That is, while there is value in the items on the right, we value the items on the left more. Source: 3

4 Review Scrum Let s inspect the Scrum Framework Image available at Roles Product owner ScrumMaster Team Ceremonies Scrum Framework Sprint planning Sprint review Sprint retrospective Daily scrum meeting Artifacts Product backlog Sprint backlog Burndown charts 4

5 Scrum has been used for: Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with % uptime requirements Journalism Newsroom In Education Video game development FDA-approved, life-critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use Marketing Car Manufacturing Agile in the Newsroom 5

6 NPR, a journalism-focused nonprofit, was able to make Agile work for them Challenge: Expanded scope due to advent of mobile devices and access to rapid feedback NPR s Flavor of Agile Adopted Scrum within NPR s digital group that make makes the experience and platforms that showcase the content. Their core focus is product development work 45 individuals Typically comprised of 3-10 people on a Scrum team Three of those teams work concurrently at any given time Source: NPR Responding to Feedback At NPR, says Brand, we have an audience who gives us actionable feedback on our digital platforms. The faster we get our ideas in front of our audience the faster we can learn what works and what doesn t. In true Agile fashion, this means that they are not waiting until a final launch to find out what the audience thinks and whether there are any flaws. NPR wants fans to be able to listen and interact on every device, and the digital team is hard at work making this possible. 6

7 NPR- Product Ownership NPR s philosophy of product ownership is generally that, if something is worth doing, someone should clearly be assigned ownership on it, and if we can t bother to assign someone to own it, then it s not worth doing. Prior to adopting Agile, the content departments were largely unaware of how digital products were being developed and there was some criticism about the speed that things were being produced and what was being made. Essentially, the digital team was working in a silo. But when Zach s team embraced Agile, it was clear that the content producers would need to be a part of the product development process in order for the team to get the feedback it needed to be Agile. NPR And the efficiencies gained.. Agile implementation facilitated better internal processes and communication between teams. We found out that an unintended consequence of implementing Agile at NPR is that it has begun to break down silos between digital and other departments by involving stakeholders from other departments in the product development process. -- Zach Brand, head of all things digital at NPR NPR Wisdom on adopting agile Include end users as part of the Product Team Commitment to real training for everyone who was going to be involved 7

8 Agile in the Marketing P&G Prestige Beaute A division of Procter & Gamble (previously known as Eurocos) responsible for a huge portfolio of brands including Hugo Boss, Jean Patou, Lacoste, Escada and Dunhill. 8

9 How Procter & Gamble used agile research for holiday-season fragrance marketing to keep up with consumers The need for immediacy has spurred the development of the agile research methodology, an iterative approach to give researchers real-time insight and the power to make changes on the fly. Delivering a topline report by the fifth business day Strategy guide in just a few hours on Monday Identify & Recruit Demographic Specific User Group from 8am to Noon on Tuesday Initial insights Modify Strategy by the end of the initial 24 hours Refined insights yield even higherquality insights over the community's final 24 hours. Review and Deliver Market Report and Approach on the 5 th Day P & G Prestige - The results are in! o The insights gathered were relevant and actionable. o P&G Prestige learned not only what drove buyers to shop online for fragrance during Cyber Monday but also what closed the sale for these shoppers. o P&G also gained ideas from these consumers on how it could optimize the shopping experience and increase online sales Thomas Vince, vice president, consumer and market knowledge, P&G Prestige, was very satisfied with the study's results and sees continued use of agile research inside of P&G: "This solution is a research breakthrough, in my mind. Fielding a community, making in-field refinements and reporting results within five days is unheard of." 9

10 P&G: Biggest roadblock to creating agility in their organizations? Managing through the change Getting your team to think differently Bringing along the employees who resist the change Creating that shared vision for what you want the organization to be and how you want it to operate Agility is also frequently blocked by a company s culture or organizational processes that prohibit quick decision making It s hard to create a culture of agility in your organization if employees are afraid to fail or take risks, if you have cumbersome approval processes, or unclear goals and objectives Change agents can control these within their organizations but if the wider business isn t also focused on agility, agility can be harder to achieve and propagate Agile in Education Leverage Agile for LEAP (Leading Effective Academic Practice) The goal of LEAP is to provide meaningful feedback that will empower teachers to reflect upon and enhance their instruction so that every child in Denver has the opportunity to achieve at high levels. Change can't wait. Our teachers and students deserve it now. LEAP is part of DPS's commitment to Empowering Excellent Educators. This will be a comprehensive set of initiatives rooted in a commitment to consistently develop, recognize, reward, recruit and retain great teachers and principals. 10

11 Agile Principles Used Unified Vision Scope decided after Cost and Schedule determined Prioritization based on Value and Product Owner Collaboration Multiple User Groups with Varied Levels of Availability Value demonstrated at every iteration Feedback loops with user input (anonymous or in-person) Programs piloted in small Control Groups of User Communities Targeted and Regular Messaging to All Users Constant Inspection and Adaption Agile in Car Manufacturing Agile in Automobile Manufacturing 11

12 Everything is different in an agile business Business cases and funding How the business & all Departments work together Sales and marketing Governance and reporting People management Operations Leadership In other words, business transformation Things to Remember Build a collaborative environment Establish a sustainable cadence Don t expect perfection! Focus on practices that add value - eliminate waste whenever possible Communication - transparent and on the main path Inspect and adapt always! When to Use Agile? You can use all agile some of the time and some agile all of the time. 12

13 Reference Marshmallow Challenge: Mike Cohn at NPR: P&G: Forbes: pplying-agile-methodology-to-marketing-can-pay-dividendssurvey/2/ LEAP: WikiSpeed: 13