desigggning and imppglementing a successful aggile ... · pdf filedesigggning and...

Designing and Implementing a Successful Agile Transformationg g p g g

David HicksAgile Business Conference – London – 2011Agile Business Conference London 2011

RADTAC

ServicesM t C lt• Management Consultancy

• Training• Delivery

Expertise• Agile Methods• Agile Methods• Software Development• Project Management• Organisational Transformation

RADTAC PropositionRADTAC Proposition• All of the leading Agile methods• With wider approaches beyond Agile• And the ability to make them scale and stick

© Copyright RADTAC2

Some RADTAC EngagementseGov ProgrammeAgile EnablementIntegrates MSP P2 OGC Agile

Agile Enablementand TransformationI t t MSP P2 A ilIntegrates MSP, P2, OGC, Agile -Integrates MSP, P2,Agile

Agile Enablementand Transformation; Agile Enablement

and TransformationWORLDWIDE PRIVATEHEALTHCARE PROVIDER

European PortalAgile Development

Libra ProgrammeStream delivery management

and TransformationHEALTHCARE PROVIDER

Agile Development PLM ProgrammeAgile EnablementIntegrates PMI, Agile

Agile Enablementand Transformation

Agile Enablementand Transformation; Agile Enablement

and Transformation

NHS Spine & eBordersPM & Delivery MethodAgile training

Agile Enablementand Transformation


g gIntegrates P2 and AgileAgile Enablement

and Transformation

David Hicks

RADTAC Founder & DirectorSpecialist in Lean and Agile since 1998Agile Alliance Founder Member in 2002gConsulting, Training, Delivery

Qualifications• Certified Scrum Trainer, Scrum Professional,, ,

ScrumMaster and Scrum Product Owner• Certified Agile Project Management Trainer

C tifi d L IT T i• Certified Lean IT Trainer• Certified DSDM Trainer and Advanced Practitioner• Certified Agile Leader Advanced PractitionerCertified Agile Leader Advanced Practitioner


5 © Copyright RADTAC

Agenda

Critical Success Factors for Agile TransitiongTransition ManagementTraining and EducationgCoaching Support and Skills TransferProcesses and StandardsProcesses and StandardsRelated Capabilities


Agile Transformation – CSFs

VisionA clear Agile vision and strategy for achieving itA clear Agile vision and strategy for achieving itA sense of urgencyStrong, united senior management sponsorshipg, g p pCommunication of the vision and progress towards it

ActionEmpowerment of broad-based actionAlignment of any existing Agile activityG ti f i k iGeneration of quick winsConsolidation of quick wins

TractionTractionAlignment of all processes to enable inter-operabilityEmbedding Agile in the organisation and cultureg g g


RADTAC Agile Enablement Approach

Transition Management

Iterative and incremental: Periodic Review and Adaptation of Plans and Approach


Project Support

Training and Education Start Small and / or Simple Full Transition to Agile over time

Processes and Standards

Related Capability Building


RADTAC Agile Enablement Approach

Transition ManagementTransition Management

Iterative and incremental: Periodic Review and Adaptation of Plans and Approach

Transition Management gVision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture

Training and EducationProject SupportTraining and Education Training Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training

Training and Education Start Small and / or Simple Full Agile Transformation over timeCoaching Support and Skills TransferInitial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resource

Processes and Standards Processes and StandardsTailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine

Related Capability BuildingRelated Capability BuildingIdentify & Develop: e g Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc


Identify & Develop: e.g. Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.

Aim for the 5th Focus: Enterprise Agile

Deliver the

5th FOCUSBusiness

Rightproducts

4th FOCUS Programmes / Portfolios

3rd FOCUSProjects / Products

Deliver theProductsright

2nd FOCUSTeams / People

1st FOCUSMeasurement, Tools, Techniques

p


Stakeholder Management Strategies

Selling Agile

Keep ManageProductivity vs.Value addedM i ROI Satisfied CloselyMeasuring ROIMeasuring rolloutInvestment of time

Power

J t K

Investment of timeExperienced AgileTransformation PM

JustMonitor

KeepInformed

Interest


Stakeholder Management Strategies

SchismaticsAllies Use to

Zealots

influence

Synergy

Opponents

Mutineers Might not be worth spending too much time on them

Passives MoanersOppo e ts time on them

AntagonismUse informal ways to get to them

© Copyright RADTACSlide 12

The Organisation as Iceberg


Source: A. Neus and P. Scherf, ‘Opening minds: Cultural change with the introduction of open-source collaboration methods’ in IBM Systems Journal, Vol 44, No 2, 2005

The Organisation as Iceberg

New ‘Agile’ Organisational Structure,Roles, Processes and Tools

No change to underlyingNo change to underlyingCustoms, Values, Behaviours,Language, Beliefs, Traditions,Stereotypes, Taboos etc.


Source: A. Neus and P. Scherf, ‘Opening minds: Cultural change with the introduction of open-source collaboration methods’ in IBM Systems Journal, Vol 44, No 2, 2005

Effective Change Management

Effectiveness

COMMITMENTDENIAL

& morale

COMMITMENTDENIALInformation Encouragement

Hidden

Open

EXPLORATIONRESISTANCE

Support Direction

FuturePast


Time

Agenda




Transition Management Vision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture

Raise Agile Transformation Business Case

Vision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture

• Strengthen drivers, perform Cost / Risk / Benefit AnalysisDefine clear Scope and internal interactionsAgile Readiness Analysis to finalise plans for Release One andAgile Readiness Analysis to finalise plans for Release One and overall transformation Start-up and Initiate Transformation Project• Implement Transformation Project Board• Deliver transformation using Agile (Scrum) + appropriate local practices

Stakeholder Analysis and Targeted CommunicationStakeholder Analysis and Targeted Communication• Identify ‘WIFM’ for different stakeholder groups

Initiate measurement KPIs and RADTAC Transformation BRAGIdentify ‘Hotspots’ (quick wins) and implement quick-changes


Example Organisation Structure

DirectorImIT

GMBus Area 1

GMBus Area 2

GMBus Area 3

GMBus Area 4

GMCent Servs

GMS&I

GMDesktop

GMBus Dev

Key:Key:•• Light Blue Light Blue = General Manager responsible to Director for Agile Rollout•• RedRed = 13 Delivery Managers – 1-200 staff each•• Green Green & Blue Blue = Other Managers whose areas also most impacted


Agile Transformation Stories

Transition Training and Processes and Consulting and Related Management Education Organisation Coaching Support Capabilities

Sponsorship Training Plan Agile Team Process Coaching Plan Tools &

Environment Organising for

Vision & Objectives Team Training Project Process Internal CoachesOrganising for

Agility Governance Team Lead Training Technical Standards Team Coaching Skills

Plan and Budget Agile PM Training Deliverables Technical Coaching Empowerment

Communication Customer Training Roles and

Responsibilities Team Lead Coaching

Customer Involvement

Cultural Change Facilitation Training Templates and

ExamplesPM Coaching Agile Portfolio

Examples Specialist Training Intranet / Wiki Customer Coaching Suppliers

Awareness Training Process Improvement Senior Management

ConsultingBuilding Teams

Executive Briefing Process Integration Transformation

ConsultingAgile Master Classes

Transition ManagementVision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture

SupportInitial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources

Training and EducationTraining Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training

Processes and Standards Tailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine


Related Capability BuildingIdentify & Develop: e.g. Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.

Example Team Enablement Story


Example Transformation Story


Benefits Dashboard: Balanced Agile Scorecard

Value Quality• Customer’s view of service• Stakeholders view of benefits• Feature Time to market

F t l ti i d t d

• Running tested features• Application % Technical Debt• Bugs fixed and outstanding

A li ti % t t• Feature cycle time - raised to done (customer’s definition of done)

• Application % test coverage

Productivity• Function Points or Features done

Collaboration• Story cycle time

• Velocity / Sprint• Feature cycle time to done (teams

definition of done)• Predictability (points planned vs points

y y• Team happiness

• Vision understanding• Morale

F il t (R t ti )• Predictability (points planned vs points delivered) / Sprint and Release

• Failure rate (Retrospectives)• Learning Tolerance (fail/learn fast)


Agenda



Training and Education

Training and Education Training Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training

Training Needs Analysis

Training Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training

• Management overview: make ‘Owners’ aware of agile responsibilities• Customer Overview• Agile Practitioner training – accredited ?g g• Agile Project Management training

Create Agile Training PortfolioC t i d f P d St d d

ScrumTeamMembers

Product Owners Internal Coaches

Managers, Architects etc.

Scrum Masters

2 dayTailored Agile Team Training

1 dayAdvanced ScrumMaster Skills

1 day

3 dayTech Agile

3 dayAgile PM

• Customised for Process and Standards• Customised for Audience• Culturally aware

yAdvanced Product Owner Skills

2 dayCSM

2 dayCoaching Skills

Ad-hocBriefings

½ dayMaster Classes

Deep Dive Masterclass Workshops• Focussed on specific issues

ContinuousCoaching


RADTAC Training PortfolioProject Managers, ScrumMasters

and Team LeadersAll Agile / LeanProfessionals

Managementand Stakeholders

Pragmatic P ti

Pragmatic

Agile ProjectManagement

3 / 4 days

PragmaticAgileTM

AdvancedScrumMaster

Skills1 day

PragmaticAgileTM

Awareness1 day

Pragmatic AgileTM with Scrum

2 days

Certified ScrumMaster2 days g

AgileTM

Project Management with Scrum

2 days

y(Accreditedby APMG)

IncludingFoundation/PractitionerCertificate

PragmaticAgileTMPragmatic

AgileTM Pragmatic PragmaticPragmatic

ScrumAwareness

1 day Certified ScrumProduct Owner

2 days

2 days(Accredited by

Scrum Alliance)

PragmaticAgileTM

Briefing½ day

Advanced Product

Owner Skills1 day

AgileTM

forLarge and ,Distributed

Teams1 day

PragmaticAgileTM

Coaching Soft Skills

2 days

AgileTM

Analysis andStory

Writing1 day

PragmaticAgileTM

Workshop Facilitation

Skills3 / 4 days

PragmaticAgileTM

Adoption andTransformation

1 day

(Accredited byScrum Alliance)

DSDM Atern Practitioner3 days

(Accredited by APMG)

DSDMAtern

Awareness1 day

Analysts , Product Owners,Customers and Users

Pragmatic AgileTM

1 day

Lean IT2 days

(Accredited by APMG)

LeanIT

Awareness1 day

g gSoftware and Test-Driven Development

3days(Accredited by Scrum Alliance)

Leading to Certified Scrum Developer

Agile/OpenUnified Process

2 days

Agile/Open Unified Process

Awareness1 day


Coaches andFacilitators

Architects, Developersand Testers

All Agile / LeanProfessionals

Managementand Stakeholders

Example: Tailored Training Courses

Scrum Team Members

Product Owners

Internal Coaches

Managers, Architects etc.

Scrum Masters

2 dayTailored Agile Team Training

1 dayAdvanced ScrumMaster Skills

1 dayAd d P d t O Skill

3 dayTech Agile

3 dayAgile PM

Advanced Product Owner Skills

2 dayCSM

2 dayCoaching Skills

Ad hoc½ day Ad-hocBriefings

½ dayMaster Classes

ContinuousCoaching


Coaching

Agenda



Coaching Support and Skills Transfer

Coaching Support and Skills TransferInitial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources

Identify Pilot Projects / support projects

Initial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources

• Implement Agile coaches to support Agile shaping of projects and teams• Transform teams from within using RADTAC Team Capability BRAG sheets

Identify and support Agile Champion/sIdentify and support Agile Champion/s• Identify within each key organisational group• Champions shaped as an Agile team

F d t l t d i i h f d• Fundamental to driving change forward• RADTAC Coach agrees incremental change plan with internal Champion

and supports rolloutIdentify and Develop internal Agile Coaches• Implement Agile Coaching for internal future Agile Coaches

Continuing Agile Assurance (RADTAC Capability Stories)Continuing Agile Assurance (RADTAC Capability Stories)


Example: Coaching Support

RADTAC Coaches or Delivery Catalysts

Agile

Layer 2 Coaching

C h h C hC h th C h

Agile TransitionProjectManager

PrincipalInternalCoach

Coach the CoachesCoach the Coaches

Coach

Internal Champions /

CoachesLayer 2 Teams

Layer 3 Agile Teams Coaching and Assessment


Agile Team Maturity Stories

Project Management Business / Product Management Team Practices Technical PracticesManagement

Project Vision Customer Rep In The Team Stand Up Meetings Pair Programming

Stakeholder Roles Agile Requirements Iteration / Sprint Planning Collective Code OwnershipStakeholder Roles Agile Requirements Analysis

Iteration / Sprint Planning Collective Code Ownership

Project & Release Planning Agile Requirements Definition

Cross Functional Team Roles

Test Driven DevelopmentDefinition Roles

Information Radiators Requirements Prioritisation Collaborative Workspace Automated Testing

Project Management Deliverables

Minimum Sub-Set of Requirements

Team Deliverables Continuous Integration and Build

Project Retrospectives Agile Contracts Show and Tell Automated Deployment

Team Retrospectives Simple Architecture and Design

Team Rewards Refactoring


RADTAC Agile Team Maturity


Agenda



Processes & Standards

Processes and StandardsTailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine

Build single ‘one stop shop’ Process Guidance website

Tailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine

• Accessible via Roles, Products, Process or Techniques• Integrated Agile Governance

Across Value ChainAcross Value ChainProduct and Project approach alignmentOnly build that which can be implemented, release fasty p ,

‘Knowledge Cube’

C di St d dAgile

Project s

Agile Programmes

Coding Standards

Change Management Standards

Programme Management

Governance and Prince 2

INSPECT & ADAPTAgile

DeliveryTeams

Project s


Etc………

Lean Software Development

PRINCIPLES THINKING TOOLSEliminateWaste

The seven wastes of software development: Incomplete Work; Handoffs; Extra Features; Delays; Relearning; Defects; Task Switching

Build Define tests not Automate all tests Continuous integrationQuality In requirements

g

Create Knowledge

Hypothesise; experiment; select best option

Mandate standards but challenge them

Focus on responding not predictingKnowledge select best option but challenge them not predicting

Defer Commitment

Architect for any new feature at any time

Code experimentally: change-tolerant

Decide at the last responsible moment

S O CDeliverFast

Speed can target cost, quality & customer needs

Optimise Cycle Time not Utilisation

Work to capacity: set a repeatable velocity

Respect thrive on commitment; Good leaders bring- Partner without People pride; trust & applause out the best in a team conflict of interestOptimise the Whole

Focus on the full value stream: concept to cash

Whole products are built by whole teams

Measure the whole; not the partsWhole stream: concept to cash built by whole teams not the parts

Copyright © RADTAC

The Scrum Process Framework

Daily Scrum

24hours

Daily ScrumMeeting

ScrumMasterScrumMasterfacilitates

all Team events

SprintSprint Backlog :

Sprint PlanningTasks planned by

Scrum Team

Sprint Review &Retrospective

Potentially ShippableProduct BacklogAnyone can contribute itemsOwned by Product Owner

Potentially ShippableProduct Increment

Copyright © RADTAC36

The DSDM Atern Lifecycle Framework


The DSDM Atern Lifecycle Framework

DSDM TimeboxDSDM Timebox= Scrum Sprint


DSDM Atern Roles BusinessSponsor

BusinessVisionary

ProjectManager

TechnicalCoordinator

Project

Team Leader = ScrumMasterSpecific roles within Team Team

LeaderBusinessAdvisor

Business Ambassador = Product Owner

Advisor

So

Multiple Business Business

AmbassadorSolutionDeveloper

olution Develop

Ambassadors allowedAdditional specificProject-level roles SolutionBusiness

pment

Project level rolesAdditional roles tosupport team

SolutionTester

BusinessAnalyst

AternWorkshop O

39

CoachFacilitator

Other

Copyright © RADTAC

Agile / Open Unified ProcessInception Milestone: Gain agreement on the lifecycle objectives for the projectElaboration Milestone: Create a proven, stable working architectureConstruction Milestone: Complete the release to optimal quality in the most efficient way

Transition Milestone: Ensure the release is fully available for all of its end users

Inception Elaboration Construction Transition

Modelling


Implementation(i.e. coding)

TestingDeployment

Config & Change Mgt

Project Management

g g g

Environment

Copyright © RADTAC

Agile / Open Unified Process

Inception Milestone: Gain agreement on the lifecycle objectives for the projectElaboration Milestone: Create a proven, stable working architectureConstruction Milestone: Complete the release to optimal quality in the most efficient way

Transition Milestone: Ensure the release is fully available for all of its end users Inception Elaboration Construction Transition

Modelling


Implementation(i.e. coding)

TestingDeployment

Config & Change Mgt

Project Management

g g g

Environment

Copyright © RADTAC

Iterations within each Phase repeat until Phase Milestone is achieved

Choosing Your Agile Approach

Other Methods &Wider Environment

Local Practices Traditional Waterfall, RUPPrince2 PMI APM ITIL

LeanIT

LeanIT

LeanIT

LeanIT

Prince2 PMI APM ITILCMMI Six Sigma ISO etc.

ITITITITAgile Project, Product

and Service Management

DSDMA/OUP

AgileTeam

A/OUP

DSDMA/OUPScrum

Practices

A il

ScrumScrumDSDMA/OUP

Agile PracticesScrum

XPXPXP

AgileEngineering

PracticesXP

TM C

XP

© Copyright RADTAC

Individual Methods PragmaticAgileTM Combinations

42

Example Enterprise Agile Framework

Projects and Small ChangesMultiple TeamsUK & Off hUK & Off-shoreAlignment with Business GoalsBusiness GoalsCross-team• Management• Architecture• Process Ownership• Configuration• Configuration

Management• Release Testing


Agenda



Related Capability Building

Related Capability BuildingIdentify & Develop: e g Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc

Capability Gap Analysis - Likely CandidatesA il kill G A l i

Identify & Develop: e.g. Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.

• Agile skills Gap Analysis– People who don’t want to transform will need to be addressed– Large reliance on very specialised SMEs ?

• Tools Gap Analysis• Tools Gap Analysis• Portfolio and Programme Management

– Shaping Agile Projects– Monitoring and controlling Agile ProjectsMonitoring and controlling Agile Projects– Agile issue and Risk Management

• Communication– Standard non-textual communication semantic

• Value Chain Analysis– Based on Lean principles.– What in the current delivery Value Chain adds value?

Alignment of other capabilities with transformation project


Related Capabilities

Building TeamsIndependent of line mgmtRing fencing

SuppliersEducation☯

Run it as a Project

Ring fencingSkills databaseSoft skillsReward schemes

Contracts& SLAs ☯

Defined deliverablesResource itActive risk/issue mgmtBudget for it Sh i th P tf liE t SkillsBudget for it Shaping the Portfolio

Split-up big projectsClear initiation & completion Portfolio entry criteria

Empowerment“Fail fast”Speedy decisionsDevolved budgets

SkillsMulti-skillingTraining needsRecruitmentMentoring y

PrioritisationBusiness architecture

InvolvingOrganising for AgileFeature teams

Reporting processes Mentoring

the CustomerEducation and sellingCustomer championUser involvement strategy

Feature teamsSupport &maintenanceAccountmanagement

ToolsDevelopment; TestingConfiguration ManagementInformative Workspaces

Role of interface groupsCo-location

managementNo separate testingTime between projects

pWorkshop facilitiesCollaboration


Questions?

Email – [email protected]@LinkedIn – David HicksTwitter – @DaveHicksRADTACTwitter – @RADTACLtd


Designing an Agile Transformationg g g

David HicksAgile Business Conference – London – 2011Agile Business Conference London 2011

desigggning and imppglementing a successful aggile ... · pdf filedesigggning and...

Documents