A journey towards stable agile team delivery in a complex environment. Ray Grimmer & Priya Senthilkumar

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Rodney Kelly
6 years ago
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1 A journey towards stable agile team delivery in a complex environment Ray Grimmer & Priya Senthilkumar

2 Our Journey as presented today Context setting Opportunities Agility journey

3 Business context

4 Business context Functional teams aligned to a domain or specific application Test center Channel Test Delivery Test Development Registration/Scheduling Financial Services Information services ~ 500 people

5 Custom solution built from multiple service areas New Client win with a hard Go-live date Test center Channel Test Delivery Managed as a Project by a PM Test Development Registration/Scheduling Financial Services Information services

6 Custom solution built from multiple service areas New Client win with a hard Go-live date Test center Channel Test Delivery Managed as a Project by a PM Test Development Registration/Scheduling Financial Services Information services

7 Custom solution built from multiple service areas New Client win with a hard Go-live date Test center Channel Test Delivery Managed as a Project by a PM Several client wins Test Development Registration/Scheduling Financial Services Information services

8 Custom solution built from multiple service areas New Client win with a hard Go-live date 250 Client bid proposals 40 Major projects with customized solutions 500 Minor client enhancements Managed as a Project by a PM Several client wins Test center Channel Test Delivery Test Development Registration/Scheduling Financial Services Information services

10 Opportunities: Too many conflicting #1 projects, with no unified understanding of priorities across business. (We have active projects at any one time!)

11 Opportunities: Too much context switching for teams as we reorganize for each project Lack of stability for team members

12 Opportunities: Lack of predictability due to changing priorities. Last minute heroics needed to launch clients on the set dates.

14 250 Client bid proposals 40 Major projects with customized solutions 500 Minor client enhancements & bug fixes

15 Bid solution team ONLY Bids won with custom work will go through prioritization (approx. 20%)

16 Bid solution team Macro Prioritization (Business) Quarterly Voting members from various areas of business ONLY Bids won with custom work will go through prioritization (approx. 20%)

17 Bid solution team Macro Prioritization (Business) Quarterly Voting members from various areas of business ONLY Bids won with custom work will go through prioritization (approx. 20%) Micro Prioritization (Product stakeholders) Bi-weekly/Monthly Key stakeholders for the product area

18 Bid solution team Macro Prioritization (Business) Quarterly Voting members from various areas of business ONLY Bids won with custom work will go through prioritization (approx. 20%) Micro Prioritization (Product stakeholders) Set of prioritized work for teams to implement Bi-weekly/Monthly Key stakeholders for the product area

19 Changes to Team setup for efficiency X Project based organization Team based organization Project 1 Project 2 Project 1 Project 2

20 Changes to Team setup for efficiency PO Solution Team (PM/SM, BA, Arch, SQA Lead) Stable Delivery Teams (BA, Dev, SQA) Test center Channel Test Delivery Test Development Registration/Scheduling Financial Services Information services

21 Solution Teams Works ahead on product backlog High level design to make work more consumable by stable teams Work decomposition, sizing, and team assignment Cross team dependencies and risks Transitions solutions to stable team and supports through deployment process Solution Team (PM/SM, BA, Arch, SQA Lead)

22 PO Solution Team (PM/SM, BA, Arch, SQA Lead) P1 Project 1 # of solutions worked on is based on their WIP limits P4 E2 P5 Project 4 Enhancement 2 Project 5 E3 Enhancement 3

23 PO WIP Limits vary by stable delivery team Sprint 1 Sprint 2 Sprint 3 Sprint 4 Solution Team (PM/SM, BA, Arch, SQA Lead) P1 Team A P4 P4 P1 P1 # of solutions worked on is based on their WIP limits P4 E2 P5 Team B Team C P1 E2 E3 P1 P1 P1 P5 P1 P5 E3

24 Stable Delivery Teams Stable staffing creates efficiencies Magic is in the prioritized backlog Core functions are building and delivering Stable Delivery Teams (BA, Dev, SQA)

25 Heat Map Metrics - Q1 2015

26 Heat Map Metrics - Q4 2015

27 Agile Iteration Metrics

28 Our Journey continues Stable delivery teams: Focus on fungibility on a team and between teams Solution teams: Staffing requires deep expertise in some areas Incorporating DevOps principles to allow for frequent safe releases

29 We aren t done, but we are in a much better place than we used to be! Business prioritization is transparent and collaborative Solution teams are gaining better cadence and expertise Stable delivery teams are becoming more predictable Improved collaboration and engagement Continued success through agility

30 Thank you! Ray Grimmer Priya Senthilkumar

Advanced Agile Techniques

Advanced Agile Techniques Andy Painter, Davisbase Consulting 20+ years in software development. 5+ years working with software development teams, training, leading, and coaching Agile teams. Trained and