agile2013 sustainable change

Gaining Support for a Sustainable Agile TransformationDennis Stevens, VP Enterprise EngagementsMike Cottmeyer, CEO & PresidentLeadingAgileAugust 8, 2013

Agenda

• Agile Basics• Scaling Agile• Why is it hard?• A Model of Agile Transformation

Agenda

• Agile Basics• Scaling Agile• Why is it hard?• A Model of Agile Transformation

Agenda

• Agile Basics• Scaling Agile• Why is it hard?• A Model of Agile Transformation

Agenda

• Agile Basics• Scaling Agile• Why is it hard?• A Model of Agile Transformation

Agenda

• Agile Basics• Scaling Agile• Why is it hard?• A Model of Agile Transformation

Agile Basics

Agile is About Teams

Product Owner

Analyst

TestersDevelopers

ScrumMaster

How Agile Teams Work

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Clarity

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Clarity Accountability

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Clarity Accountability Measureable Progress

Managing Scope

Agile Project Management

Scope

CostTime

Agile Project Management

Scope

CostTime

Agile Project Management

Scope

CostTime

MaximizeValue

Courtesy of Jeff Patton

Increment

Iterate

Varying Scope to Meet Business Goals

Agile at Scale

Different Teams for Different Jobs

TeamServices Teams – These teams support common services across product lines. These teams support the needs of the product teams.

Team

TeamProduct Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

Team

Team

TeamPrograms Teams – These teams define requirements, set technical direction, and provide context and coordination.

Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

Team

Team

Team

TeamPortfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.

Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.

Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

Team

Team TeamTeam

Team Team Team Team

Product & ServicesTeams

Team

Team TeamTeam

Team Team Team Team

Product & ServicesTeams

Scrum

Team

Team Team

Team Team

Team

Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

Scrum

Team

Team Team

Team Team

Team

Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

Scrum

Kanban

Team

Team

Team

Team

Team Team

Team

Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

PortfolioTeams

Scrum

Kanban

Team

Team

Team

Team

Team Team

Team

Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

PortfolioTeams

Scrum

Kanban

Kanban

Agile Governance

DoneDevelop and Test

Ready To Build

Detailed Planning

Release Targeting

FeasibilityStudy

Market Research

New Concept

Development Flow

Feature CompleteFeature

CompleteIntegration

TestingIntegration

TestingDevelopand Test

StoryReviewStory

ReviewStory

MappingStory

MappingFeature

BreakdownFeature

Breakdown

Story Done

TaskDone

Task InProcess

TaskReady

StoryBacklog

KANBAN

FEAT

URE

STO

RY

EPIC

S

KANBAN

SCRUM

The Portfolio Tier

• Idea list generation from multiple data feeds and sources

• Market Research• Customer Research• Field Feedback• Business Case & ROI• Competitive Analysis

• High Level Estimation• Solution Cost• High Level Architecture • Risk Analysis• Feasibility

• Detailed Architecture• Feature Mapping• Acceptance Criteria• Estimation• Backlog

• All features are done• Regression tests are completed • Release Criteria are met

• Forced Priority• Certainty Curve

DoneDevelop and Test

Ready To Build

Detailed Planning

Release Targeting

FeasibilityStudy

Market Research

New Concept

Portfolio Tier Ownership

RACI

Product ManagementProduct ManagementCustomer AdvocatePortfolio Team

RACI

Product Owner TeamProduct Owner TeamEngineeringPortfolio Team

RACI

Product Owner TeamProduct Owner TeamEngineeringPortfolio Team

RACI

EngineeringProduct Owner TeamCustomer AdvocatePortfolio Team

Portfolio Team

RACI

Product ManagementProduct ManagementCustomer AdvocateProduct Owner Team

RACI

Product ManagementProduct ManagementCustomer AdvocateProduct Owner Team

• Responsible - Those who do the work to achieve the task.• Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable.• Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.• Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.

GATE RESPONSIBLITY

DoneDevelop and Test

Ready To Build

Detailed Planning

Release Targeting

FeasibilityStudy

Market Research

New Concept

The Program Tier

• Feature List for the Parent Epic

• Story Writing• MMF• Estimating• High Level Design• UX Mockups

• Estimate Sanity Check• Spike Identification• Review for Feasibility• Review of Acceptance Criteria• Story Spanning• Story Tasking

• Feature Testing Non-Functional• Validation of Automated Tests

• Detailed Design• Code• Unit Test• Code Review• Functional Test• User Story • Product Owner Acceptance

Feature CompleteFeature

CompleteIntegration

TestingIntegration

TestingDevelopand Test

StoryReviewStory

ReviewStory

MappingStory

MappingFeature

BreakdownFeature

Breakdown

• All Stories are done• Feature Level testing is completed• Defect criteria are met• Feature Check list from RDS template• Performance and Sizing Complete

* Stand alone features must have these acceptance criteria (x, x, x)

Program Tier Ownership

• Responsible - Those who do the work to achieve the task.• Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable.• Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.• Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.

RACI

Product Owner TeamProduct Owner TeamCustomer AdvocateEngineering

RACI

Engineering Product Owner TeamProduct Owner TeamProduct Owner Team

RACI

Engineering Engineering Product Owner TeamProduct Owner Team

RACI

EngineeringEngineering Product Owner TeamProduct Owner Team

RACI

Product Owner TeamProduct Owner TeamEngineeringEngineering

RACI

Product Owner TeamProduct Owner TeamEngineeringPortfolio

Product Owner TeamGATE RESPONSIBLITY

Engineering TeamGATE RESPONSIBLITY

Engineering TeamGATE RESPONSIBLITY

Product Owner TeamGATE RESPONSIBLITY

Feature CompleteFeature

CompleteIntegration

TestingIntegration

TestingDevelopand Test

StoryReviewStory

ReviewStory

MappingStory

MappingFeature

BreakdownFeature

Breakdown

The Project Tier

Story Done

TaskDone

Task InProcess

TaskReady

StoryBacklog

• Story List for the Parent Feature

• Approved task of 8 hours or less

• SCRUM team completes the task

• Task is done and communicated in the standup

Documented•The User Story •Acceptance Criteria•Conversations •Level of Value•Level of Effort•Design Assumptions•Design Documented (optional) •UI Documented (optional) Coded•Checked Into integrated build•Simple Design •Documented with Comments•Automated Tests for New Features Tested•Testing is complete •Defect Criteria Met •Automated Testing Passed

Approved•Feature Complete (Scrum Master)•Test Complete (QA Lead)•Accepted (Product Owner)

* Stand alone stories must have these acceptance criteria (x, x, x)

Project Tier Ownership

• Responsible - Those who do the work to achieve the task.• Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable.• Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.• Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.

RACI

Product OwnerProduct OwnerCustomer AdvocateEngineering

RACI

Engineering Engineering EngineeringEngineering

RACI

Engineering Engineering EngineeringEngineering

RACI

EngineeringProduct OwnerEngineering Engineering

RACI

Engineering Engineering EngineeringEngineering

Story Done

TaskDone

Task InProcess

TaskReady

StoryBacklog

Why is it hard?

Its hard when…

We show what it looks like

But Not

How organizations will get there safely

Safety

• Successfully do your job• Feed your family / Kids in college• Viable over time

You have to align various perspectives

Executive

Management

Performer

Safety is different depending on your perspective

Executive

Management

Performer• Supported• Possible• Demonstrate success

Safety is different depending on your perspective

Executive

Management

Performer• Supported• Possible• Demonstrate success

• Role clarity• Success is measurable• Maintain organizational influence

Safety is different depending on your perspective

Executive

Management

Performer• Supported• Possible• Demonstrate success

• Role clarity• Success is measurable• Maintain organizational influence

• Operational model aligned with the strategy• Credible plan• Demonstrate progress

Agile Transformation

Understand Business Drivers

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

•Predictability•Economics•Early ROI

Define the OperationalFramework

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

• Built around teams• Product focused• Service oriented

Change Management& Communication

Define the OperationalFramework

Change Management& Communication

Structure

Governance

Metrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

• Portfolio• Program• Project

Define the OperationalFramework

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

• Return on Investment• Throughput/Cost of Delay• Capitalization

Introduce ChangeIncrementally

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

• Independent• Small • Entrepreneurial

Introduce ChangeIncrementally

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPractices

Guide Culture

• Product definition• Project management• Technical and delivery

Introduce ChangeIncrementally

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPractices

Guide Culture

• Trust• Accountability• Adaptability

Measure Improvement

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

• Capability focused• Objectively assessed• Focus on sustainability

Measure Improvement

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

• Training• Workshops• Mentoring

Measure Improvement

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improveme

nt

Form Teams

TeachPracticesGuide Culture

• Demonstrable progress• Outcomes focused• Map to business drivers

ManageChange

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

•Quick wins•Identify champions•Centers of excellence

Tie Back To Business Drivers

Change Management& Communication

Structure

GovernanceMetrics

Assessment

Targeted Coaching

Measure Improvement

Form Teams

TeachPracticesGuide Culture

•Predictability•Quality•Early ROI

Slicing

Team

Team

Team

Team

Team Team

Team

Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

PortfolioTeams

Scrum

Kanban

Kanban

Team

Team

Team

Team

Team Team

Team

Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

PortfolioTeams

Scrum

Kanban

Kanban

Agile Pilot

Sustainable Transformation

Intentionally

Executive

Management

Performer• Supported• Possible• Demonstrate success

• Role clarity• Success is measurable• Maintain organizational influence

• Operational model aligned with the strategy• Credible plan• Demonstrate progress

Questions?