2013 Eliassen Group. All Rights Reserved -1- Enterprise Agility

Size: px

Start display at page:

Todd Wilson
6 years ago
Views:

Jolt-award winning products Past President of Agile New England Author of DIY Agile Kickstart Consulted with Ford IT, Orbitz,

2 Damon Poole Chief Agilist, Eliassen Group s Agile Practice Coaching: Transformation and Tune-ups Training 20 years of process change: small co-located teams to multi-hundred team global enterprises Founder and past CTO and CEO of AccuRev Creator of multiple Jolt-award winning products Past President of Agile New England Author of DIY Agile Kickstart Consulted with Ford IT, Orbitz, Fidelity, Capital One, ING Direct, and many others Taught Agile techniques to thousands of people 2013 Eliassen Group. All Rights Reserved -2-

More lift than weight Landing gear Trained pilot (s) At

11 What Defines Air Travel Benefit: getting from here to there quickly Plane Aerodynamic body Control surfaces More lift than weight Landing gear Trained pilot (s) At least two runways 2013 Eliassen Group. All Rights Reserved -11-

12 Points to enter to a Traveller wants 5 to see to their Traveller wants 2 Tom upcoming trips to edit to a Traveller wants 3 report of site- of Admin wants a 5 Bob wide activity Scrum booking Tom to delete to a Traveller wants 1 booking Sue to copy to a Traveller wants 2 booking Bob booking Bob to move to a Traveller wants 2 to link to to to Traveller wants 2 booking cancel a booking Bob Iteration Planning Stand-up Stand-up Stand-up Stand-up TEAM PRODUCT OWNER Iteration 1 Stand-up Stand-up Stand-up Stand-up Iteration Review & Retro Deliverable SCRUM MASTER BACKLOG Iteration 2 Iteration Planning Stand-up Stand-up Stand-up Stand-up Stand-up Stand-up Stand-up Stand-up Iteration Review & Retro Delivered! PROGRESS Days TRACKING Iteration 3 Iteration Planning Stand-up Stand-up Stand-up Stand-up 2013 Eliassen Group. All Rights Reserved -12-

17 Approaches for Creating an Agile Ecosystem SAFe Enterprise Agility 2013 Eliassen Group. All Rights Reserved -17- Others Larman/Bodde Scaling Frameworks: FW-1 & FW-2 Enterprise Scrum Roll your own (default approach)

18 Enterprise Agility Overview PORTFOLIO OF PROGRAMS CAPACITY BASED INVESTMENT FUNDING DECISIONS DELIVERY BASED MANAGEMENT ESCALATION AGILE OFFICE AGILE PROJECT MGMT AGILE SCM DELIVERY BASED METRICS LOB CUSTOMERS LOB BUSINESS LEADERS CYCLE TIME EPICS ARCHITECTURE RELEASE TEAM / OPS I1 I2 1-CLICK DEPLOY I Eliassen Group. All Rights Reserved -18-

21 Top Ten Headwinds and Tailwinds Area Traditional Agile Organizational structure Function & project Product, team, & delivery Funding Full scope Incremental Compensation Individual based Includes consideration of team, and delivery Metrics 2013 Eliassen Group. All Rights Reserved -21- Functional, plan based Tools and technology Traditional Agile-oriented Team, business value delivery Impediments Rarely raised Focus on raising & addressing Management of Teams Function based Delivery based Business & IT interaction Big handoffs Daily interaction Teams Large, functional, project-based, transient, & dynamic Agile Skillset Low High Small, cross-functional, product-based, long standing & static

23 Funding Decisions Investment community meets regularly For each funding source Each existing team has estimations going out for the next 1-2 MVPs Set priorities at the MVP level to decide next set of MVPs for teams 2013 Eliassen Group. All Rights Reserved -23-

25 Team Level Each team chooses 1 or more of the following: Scrum, Kanban, XP If there is more than one Scrum or XP team: Teams pick iteration length of 1, 2, or 4 weeks There is a product owner for each team Apply Lean Implement one-piece flow Use a card wall: physical or electronic Use WIP limits on a per-team basis 2013 Eliassen Group. All Rights Reserved -25-

26 Team Level Implement TDD Use automated testing for all new work Get incredible at writing small user stories I.N.V.E.S.T. Vertical slices Story splitting Acceptance criteria Definition of ready and done Well defined Who, What, and Why Eliassen Group. All Rights Reserved -26-

*/ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } Done! 2013 Eliassen Group. All Rights Reserved -27-

27 One Piece Flow Done! Done! Done! #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } #define a b /* * This is great code. */ bool dostuff ( ) { index++; } Done! 2013 Eliassen Group. All Rights Reserved -27-

Reviews & Retros Structure Daily Weekly On a regular

31 Agile Maturity Indicators Slows Adoption Stable Accelerates adoption Metrics Progress tracking Impeded (0) Transition (1) Sustainable (2) Agile (3) Ideal (4) Metrics are all function based Not implemented and/or doesn t influence behavior Delivery based metrics are being tried, planned, or discussed Progress is tracked using burnup, burndown, CFD or similar method and sometimes influences behavior 50%+ of metrics are delivery based. Old metrics are still being tracked and used Progress is tracked and frequently influences the behavior of the team 50%+ of metrics are delivery based and old metrics are no longer being tracked or used Progress information usually influences the behavior of the team Metrics are primarily delivery based The team proactively uses progress information to head off potential problems 2013 Eliassen Group. All Rights Reserved -31-

32 The Path to Agility Starting Point 44 Indicators Organizational Support Team Dynamics Team Structure Per Team Product Process Mechanics 2013 Eliassen Group. All Rights Reserved -32- Engineering Practices

The Path to Agility Example Goal 44 Indicators Organizational Support 0 1 2 3 4 Team Dynamics Team

33 The Path to Agility Example Goal 44 Indicators Organizational Support Team Dynamics Team Structure Per Team Product Process Mechanics 2013 Eliassen Group. All Rights Reserved -33- Engineering Practices

35 Agile Principles Applied to Transformation Run the transformation as an Agile project The Simplest Thing That Could Possibly Work Measure every construct/practice against the Agile Manifesto Incremental architecture Evolve the organization towards Enterprise Agile rather than create a big up front plan 2013 Eliassen Group. All Rights Reserved -35-

Support learning ( failing fast ) Plan for ongoing wins The way we do

36 Constant Communication Kotter Change Model for Agile Sense of Urgency Agile Transformation Vision Empowerment Remove obstacles Change the system Support learning ( failing fast ) Plan for ongoing wins The way we do things around here Guiding Coalition 2013 Eliassen Group. All Rights Reserved -36-

Enterprise Agility Summary Agile Maturity

37 Enterprise Agility Summary Agile Maturity Matrix Tool Enterprise Agility Model Enterprise Agility Guide Transformation approach Organization level practices Organization level changes Cross-team practices Team level practices 2013 Eliassen Group. All Rights Reserved -37-

38 Enterprise Agility Model PORTFOLIO OF PROGRAMS CAPACITY BASED INVESTMENT FUNDING DECISIONS DELIVERY BASED MANAGEMENT ESCALATION AGILE OFFICE AGILE PROJECT MGMT AGILE SCM DELIVERY BASED METRICS LOB CUSTOMERS LOB BUSINESS LEADERS CYCLE TIME EPICS ARCHITECTURE RELEASE TEAM / OPS I1 I2 1-CLICK DEPLOY I Eliassen Group. All Rights Reserved -38-

39 Synerzip in a Nut-shell 1. Software product development partner for small/mid-sized technology companies Exclusive focus on small/mid-sized technology companies, typically venturebacked companies in growth phase By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC design, dev, QA/testing, deployment 2. Dedicated team of high caliber software professionals for each client Seamlessly extends client s local team, offering full transparency Stable teams with very low turn-over NOT just staff augmentation, but provide full mgmt support 3. Actually reduces risk of development/delivery Experienced team - uses appropriate level of engineering discipline Practices Agile development responsive, yet disciplined 4. Reduces cost dual-shore team, 50% cost advantage 5. Offers long term flexibility allows (facilitates) taking offshore team captive aka BOT option 2013 Eliassen Group. All Rights Reserved -39-

Questions? Hemant Elhence hemant@synerzip.

Overcoming Barriers Facing Agile Adoption Eliassen Group. All Rights Reserved --

Overcoming Barriers Facing Agile Adoption Brent Hurley @girabrent Credentials: Certified DSDM Coach Certified Scrum Master Kanban Practitioner MBA, Open University, UK AGILE REGIONAL DELIVERY LEAD with