exploring enterprise agile transformation strategies mike cottmeyer, enterprise agile coach...
TRANSCRIPT
Exploring Enterprise Agile Transformation StrategiesMike Cottmeyer, Enterprise Agile CoachLeadingAgile, LLC
Mike [email protected]
www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer
The Problem...
The Problem...• Having lots of agile teams in an
enterprise isn’t enterprise agility
• Sometimes organizations fall into the trap of thinking that having agile teams means they have an agile organization
• Enterprise agility is when all the parts of the organization work together to create Agile outcomes
• The entire delivery capability of the enterprise has to be focused on agile principles and execution
The Problem...• Focusing only at the team level can
result in local optima within your organization
• Sometimes a team can perform well at Scrum, but the business doesn’t see any incremental value from their investment
• Sometimes a high-performance team can disrupt other functions in the organization if the upstream and downstream processes are not able to work at the same pace
The Problem...• Team level Agile practices are
different from Agile practices at scale
• The practices we put in place at the team level often don’t work when we apply them in larger organizations
• Practices have to adapted at scale to accommodate more diverse groups of stakeholders and more complicated value streams
The Problem...• Agile at scale requires a broader set
of tools and techniques
• Scrum and XP at the team level• Kanban and Lean at the program and
portfolio level• RUP and Traditional Project
Management at the Enterprise
We are just now starting to put all the
pieces together...
The Solution...
The Solution... Part One• First... we do have to get team level agile
right. We are going to talk about some of the things you can do that will lead to successful team-level Agile transformations.
• The fundamentals behind why Agile works
• Common challenges that cause Agile to fail
• What does it look like when things are really going well?
• What is different about an enterprise-level Agile transformation?
The Solution... Part Two• Next we will explore a safe, pragmatic,
iterative and incremental framework for transforming any sized organization...
• Define the organizational competencies required at all levels of the enterprise
• How to adapt agile competencies for scale
• How to adapt agile competencies for cadence
The Solution... Part Three• We’ll discuss the three major areas you
need to pay attention to in order to execute a safe and pragmatic enterprise Agile transformation...
• Establishing an agile org structure
• Introducing disciplined Agile practices
• Intentionally addressing people and culture
The Solution... Part Four• Finally, as we begin to wrap-up the talk,
we’ll explore a few things that will help you put all of this together...
• Overview of the model end-to-end
• If we have time... case studies
The Solution... Part OneHow Does Agile Work and Why Does it Fail?
What Makes Agile Work?
What Makes Agile Work?• Teams stay together and are highly
engaged
• Agile practices are built around cross-functional teams that have everything necessary to deliver an increment of value to the organization
• Teams that stay together over time tend to be more productive than teams that are constantly forming and reforming
• Empowered self-directed teams are able to own the solution and creatively solve problems
What Makes Agile Work?• Teams are focused on a queue of
projects or product enhancements
• Rather than forming teams to deliver projects, agile methods leave teams together and funnel project through teams
• The project list is basically a prioritized backlog of work that a team is responsible for delivering
What Makes Agile Work?• Minimize dependencies and strive for
loose coupling between teams
• The more coupling we have between teams, the more difficult it is to change direction when we learn something new about the emerging product
• Teams that have external dependencies are not able to make and meet commitments because they don’t have everything necessary to own the commitment
What Makes Agile Work?• Fully engaged business partners
• Many organizations are guilty of throwing ill-defined requirements over to the delivery teams, constantly changing direction through the life of the project, and holding teams accountable for on-time delivery
• Agile is geared for change, but requires close collaboration between stakeholders and teams to make real-time tradeoffs as the product is in development
What Makes Agile Work?• Attention to getting done and
completing work before new work is started
• Delivering an increment of working, tested, potentially shippable software on regular time intervals assures that we can measure progress against real, measurable product outcomes
What Makes Agile Work?• Technical excellence and continuous
attention to product quality
• The underlying health of the system is a critical success factor for running successful agile projects
• Defects and technical debt impact product delivery in unpredictable ways making it nearly impossible to reliably make and meet commitments
What Makes Agile Fail?
What Makes Agile Fail?• Agile team is a local optimization and out
of alignment with the rest of the business
• Pilot teams are formed and given everything they need to be successful at the expense of the rest of the delivery organization
• Teams can deliver product faster than the organization can consume it
• Teams starve the requirements queue because Strategy and Product Management can’t keep up
What Makes Agile Fail?• Project driven organizations or
uneven investment across product lines
• Very difficult to keep cross-functional teams together over time because the investment mix is constantly changing
• Organizations tend to want to matrix people across multiple teams at the same time
What Makes Agile Fail?• Value is either too broadly defined
or too narrowly defined
• Overly vague requirements lead the development team to fill in the gaps based in their own knowledge and experience
• Overly specified requirements lead to an activity based mentality rather than a value based mentality
What Makes Agile Fail?• Organizational structures and
product architectures work against establishing cross functional teams
• Matrix organizations and functional silos make it very challenging to create high-performing agile teams
• Tightly coupled legacy architectures make it difficult to organize teams around feature groups or components within the solution framework
What Makes Agile Fail?• Overly political cultures and lack of
trust
• Command and control leadership• Micromanagement• Disempowering language
What Makes Agile Fail?• Inability to balance capacity and
demand
• Invalid and inaccurate estimates• Inability to make and meet
commitments• More work than the teams can
possibly deliver in the timeframes expected
What Makes Agile Fail?• Looking at agile as a process
overlay rather than a transformative event in your organization
• Agile is just something that the developers do
• Not recognizing the broad organizational change necessary to make an agile transformation sustainable
A Well Formed Agile Organization
A Well Formed Agile Organization• Cross functional teams aligned
directly to solve business problems
• Products• Features • Programs• Components• Services• Business Capabilities
A Well Formed Agile Organization• Clear voice of the business and a
willingness to make tradeoffs to meet time and cost constraints
• Highly engaged product ownership• Willingness to deal with reality• Focus on maximizing value and
reducing risk
A Well Formed Agile Organization• Individual empowerment and shared
accountability for outcomes
• Establish boundaries and ownership but empower within those boundaries
• Teams own outcomes not activities
A Well Formed Agile Organization• Disciplined attention to technical
excellence and product quality
• Technical excellence stabilizes the requirements delivery function
A Well Formed Agile Organization• Predictable, accountable, able to
consistently make and meet commitments
• Teams have the ability to consistently do what they say they are going to do
• Predictable agile teams are the foundational element of a predictable agile enterprise
Reinventing Agile• Situationally specific strategies at scale
to solve these problems and maintain business agility
• How do team level competencies need to be adapted to take into consideration issues of scale and the different planning horizons required in larger enterprises
• How do you build the necessary organization, introduce new practices, and start shifting the culture in a way that leads to sustainable organizational change
The Solution... Part TwoCompetencies, Frequency, and Scale
Agile Competencies• Product Definition
• Planning & Coordination
• Delivery Practices
• Continuous Improvement
• Organizational Enablement
Agile Competencies• Product Definition
• Planning & Coordination
• Delivery Practices
• Continuous Improvement
• Organizational Enablement
Agile Competencies• Product Definition
• Planning & Coordination
• Delivery Practices
• Continuous Improvement
• Organizational Enablement
Agile Competencies• Product Definition
• Planning & Coordination
• Delivery Practices
• Continuous Improvement
• Organizational Enablement
Agile Competencies• Product Definition
• Planning & Coordination
• Delivery Practices
• Continuous Improvement
• Organizational Enablement
Agile Competencies• Product Definition
• Planning & Coordination
• Delivery Practices
• Continuous Improvement
• Organizational Enablement
Product Definition• Establish the product vision
• Define the product roadmap
• Decompose features
• Estimate size and effort
• Define acceptance criteria
Product Definition• Establish the product vision
• Define the product roadmap
• Decompose features
• Estimate size and effort
• Define acceptance criteria
Product Definition• Establish the product vision
• Define the product roadmap
• Decompose features
• Estimate size and effort
• Define acceptance criteria
Product Definition• Establish the product vision
• Define the product roadmap
• Decompose features
• Estimate size and effort
• Define acceptance criteria
Product Definition• Establish the product vision
• Define the product roadmap
• Decompose features
• Estimate size and effort
• Define acceptance criteria
Product Definition• Establish the product vision
• Define the product roadmap
• Decompose features
• Estimate size and effort
• Define acceptance criteria
Delivery Practices• Define the solution
• Build the solution
• Test the solution
• Establish product quality
• Deploy the solution
Delivery Practices• Define the solution
• Build the solution
• Test the solution
• Establish product quality
• Deploy the solution
Delivery Practices• Define the solution
• Build the solution
• Test the solution
• Establish product quality
• Deploy the solution
Delivery Practices• Define the solution
• Build the solution
• Test the solution
• Establish product quality
• Deploy the solution
Delivery Practices• Define the solution
• Build the solution
• Test the solution
• Establish product quality
• Deploy the solution
Delivery Practices• Define the solution
• Build the solution
• Test the solution
• Establish product quality
• Deploy the solution
Planning & Coordination• Establish a planning cadence
• Perform activity breakdown
• Establish a delivery cadence
• Limit work in process
• Make and meet commitments
Planning & Coordination• Establish a planning cadence
• Perform activity breakdown
• Establish a delivery cadence
• Limit work in process
• Make and meet commitments
Planning & Coordination• Establish a planning cadence
• Perform activity breakdown
• Establish a delivery cadence
• Limit work in process
• Make and meet commitments
Planning & Coordination• Establish a planning cadence
• Perform activity breakdown
• Establish a delivery cadence
• Limit work in process
• Make and meet commitments
Planning & Coordination• Establish a planning cadence
• Perform activity breakdown
• Establish a delivery cadence
• Limit work in process
• Make and meet commitments
Planning & Coordination• Establish a planning cadence
• Perform activity breakdown
• Establish a delivery cadence
• Limit work in process
• Make and meet commitments
Continuous Improvement• Metrics and reporting
• Establish stable velocity
• Conduct retrospectives
• Update the backlog
• Enable process improvement
Continuous Improvement• Metrics and reporting
• Establish stable velocity
• Conduct retrospectives
• Update the backlog
• Enable process improvement
Continuous Improvement• Metrics and reporting
• Establish stable velocity
• Conduct retrospectives
• Update the backlog
• Enable process improvement
Continuous Improvement• Metrics and reporting
• Establish stable velocity
• Conduct retrospectives
• Update the backlog
• Enable process improvement
Continuous Improvement• Metrics and reporting
• Establish stable velocity
• Conduct retrospectives
• Update the backlog
• Enable process improvement
Continuous Improvement• Metrics and reporting
• Establish stable velocity
• Conduct retrospectives
• Update the backlog
• Enable process improvement
Organizational Enablement• Establish teams
• Effective communication
• Effective collaboration
• Empowerment
• Trust
Organizational Enablement• Establish teams
• Effective communication
• Effective collaboration
• Empowerment
• Trust
Organizational Enablement• Establish teams
• Effective communication
• Effective collaboration
• Empowerment
• Trust
Organizational Enablement• Establish teams
• Effective communication
• Effective collaboration
• Empowerment
• Trust
Organizational Enablement• Establish teams
• Effective communication
• Effective collaboration
• Empowerment
• Trust
Organizational Enablement• Establish teams
• Effective communication
• Effective collaboration
• Empowerment
• Trust
Visualizing Improvement
Visualizing Improvement
Visualizing Improvement
Competencies at Scale• Team
• Multi-Team
• Program
• Portfolio
• Enterprise
Team Agility
ScrumScrumTeamTeam
Multi-Team Agility
ScrumScrumTeamTeam
ScrumScrumTeamTeam
Multi-Team Agility
Scrum Scrum TeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
Multi-Team Agility
Scrum Scrum TeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
Program Agility
Scrum Scrum TeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Program Agility
Scrum Scrum TeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Portfolio Agility
Scrum Scrum TeamTeam
PortfolioPortfolioTeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Enterprise Agility
Scrum Scrum TeamTeam
PortfolioPortfolioTeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
StrategyStrategyTeamTeam
Enterprise Agility
Scrum Scrum TeamTeam
PortfolioPortfolioTeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
StrategyStrategyTeamTeam
SupportSupportTeamTeam
Competencies in Time• Continuous
• Daily
• Iteration
• Release
• Strategic
Continuous
Strategic
Release
Iteration
Daily
Competencies in Time
Continuous
Strategic
Release
Iteration
Daily
• Continuous
• Daily
• Iteration
• Release
• Strategic
Competencies in Time
Continuous
Strategic
Release
Iteration
Daily
• Continuous
• Daily
• Iteration
• Release
• Strategic
Competencies in Time
Continuous
Strategic
Release
Iteration
Daily
• Continuous
• Daily
• Iteration
• Release
• Strategic
Competencies in Time
Continuous
Strategic
Release
Iteration
Daily
• Continuous
• Daily
• Iteration
• Release
• Strategic
Competencies in Time
Continuous
Strategic
Release
Iteration
Daily
• Continuous
• Daily
• Iteration
• Release
• Strategic
The Solution... Part ThreeThe Agile Adoption and Transformation Lifecycle
Adoption vs. Transformation• First... we want to untangle two words that
sometimes can be used interchangeably
• Agile Adoption is about what you do... practices, tools, techniques, ceremonies, and habits
• Agile Transformation is about who you are... reflected in both the structure of the organization and who you are as people
• Long term results require both adoption and transformation to be successful
Adoption vs. Transformation• Second... we want clearly articulate the three
major focus areas that must be addressed interdependently
• Organizational Structure is about how you create teams and how you organize them
• Agile Practice is about the methods and tools you choose to introduce
• People and Culture is about changing hearts and minds of the individuals in the organization
• All three aspects are essential to sustain agility
Incremental vs. Iterative• Third... we want introduce the notion that
introducing Agile is an iterative and incremental process for you organization
• Iterative is when parts of the system are developed at different times and integrated as they are completed
• Incremental is when you go back over parts of the system making improvements
• The strategy is to increment the organization by building teams and iterate the teams over time
Incremental vs. Iterative
Courtesy of Jeff Patton
Incremental
Iterative
•Incrementing and Iterating the Agile Enterprise
•Change physical structures and introduce teams
•Teach people new practices and ways of working
•Help people internalize the value system
Adoption/Transformation Cycle
•Organizational Transformation
•Establish top to bottom structure and roadmap
•Incrementally make changes and establish teams
•Define policies and working agreements between teams
Adoption/Transformation Cycle
•Adopting Practices
•Sprint planning, daily stand-ups, product reviews, and retrospectives
•Identify and train a Product Owner and ScrumMaster
•Teach TDD, CI, Story Maps, and MMF
Adoption/Transformation Cycle
•Personal Transformation
•Develop an ability to deal with uncertainty and adaptation
•Help people work toward common organizational goals
•Help foster empathy, trust, and teamwork
Adoption/Transformation Cycle
Common Anti-Patterns• Establishing teams without
breaking down the strict functional silos and rigid role definitions
• Running daily standup meetings that devolve into status updates for the project manager
• Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
Common Anti-Patterns• Establishing teams without
breaking down the strict functional silos and rigid role definitions
• Running daily standup meetings that devolve into status updates for the project manager
• Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
Common Anti-Patterns• Establishing teams without
breaking down the strict functional silos and rigid role definitions
• Running daily standup meetings that devolve into status updates for the project manager
• Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
Common Anti-Patterns• Establishing teams without
breaking down the strict functional silos and rigid role definitions
• Running daily standup meetings that devolve into status updates for the project manager
• Coming back from CSM training only to find that there is no way to form agile teams and no interest in agile
The Solution... Part FourExploring the Integrated Framework
ScrumScrumTeamTeam
Phase I - Structure
ScrumScrumTeamTeam
ScrumScrumTeamTeam
Phase I - Structure
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Phase I - Structure
Scrum Scrum TeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Phase 2 - Structure Agility
Scrum Scrum TeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Phase 2 - Structure
Scrum Scrum TeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Phase 2 - Structure
Scrum Scrum TeamTeam
PortfolioPortfolioTeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
Phase 3 - Structure
Scrum Scrum TeamTeam
PortfolioPortfolioTeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
StrategyStrategyTeamTeam
Phase 3 - Structure
Scrum Scrum TeamTeam
PortfolioPortfolioTeamTeam
ProductProductTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ScrumScrumTeamTeam
ProductProductTeamTeam
StrategyStrategyTeamTeam SupportSupport
Phase 3 - Structure
116
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Cultural FactorsCultural FactorsOrganizational EnablementOrganizational Enablement
Phase I
Value Delivery
Organizational EnablementOrganizational Enablement
117
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase I
Value Delivery
118
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational EnablementOrganizational Enablement
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase I
Value Delivery
119
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Organizational EnablementOrganizational Enablement
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase I
Value Delivery
120
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational EnablementOrganizational Enablement
Phase 2
Value Delivery
121
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational EnablementOrganizational Enablement
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase 2
Value Delivery
122
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Organizational EnablementOrganizational Enablement
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase 2
Value Delivery
123
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational EnablementOrganizational Enablement
Phase 3
Value Delivery
124
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery PracticesProduct DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational EnablementOrganizational Enablement
Phase 3
Value Delivery
125
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Organizational EnablementOrganizational Enablement
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase 3
Value Delivery
126
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Value Delivery
Organizational TransformationOrganizational Transformation
Adopt PracticesAdopt PracticesPersonal Transformation
Personal Transformation
Organizational EnablementOrganizational Enablement
Product DefinitionProduct DefinitionPlanning Planning
CoordinationCoordinationContinuous Continuous
ImprovementImprovementDelivery PracticesDelivery Practices
Phase 3
Phase I - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase I - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase I - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase I - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase I - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase 2 - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase 2 - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase 2 - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase 2 - Cadence
Continuous
Strategic
Release
Iteration
Daily
Phase 3 - Cadence
Continuous
Strategic
Release
Iteration
Daily
A Few Scenarios
Single Team/Single Product• Sub 25 person product company and
a start-up
• Started with team level practices
• Lots of attention early to team culture
• Began engaging senior leaders on strategy and portfolio management
• Currently integrating marketing, sales, and support
Multi-Team/Single Product• Sub-100 person product company. 10
years old and privately owned.
• Program level first.. established a PO team• 3 tightly integrated Scrum teams• Defined the portfolio governance layer• Established the relationship between
strategy and support• Modeled the overall value stream and
wrapped the Scrum process in a two-tiered Kanban
Multi-Team/Multi-Product• Sub-300 person organization. 100 person
development organization. 8 Scrum teams.
• Big-bang team-level adoption• Teams aligned by products• Product ownership by product• Program and portfolio level views established• Limiting projects in progress• Solid release planning• Integration with upstream and downstream
planning processes
Multi-Team/Multi-Product• Large multi-national organization. Scope is
a 500 person development organization with 55 Scrum teams.
• Started with a basic view of the portfolio layer• Portfolio level value stream mapping, RACI• Built out the program management layer with
PO teams to develop a requirements management capability
• Program level value stream mapping, RACI, introduced agile tooling
• Introduced Scrum at the team level
Products of Products
• Large multi-national company. Geographically dispersed. Products of products.
• Scrum teams by product/component• Product Owner teams established• Portfolio level governance model• Lean/TOC planning model• Integration with a traditional PMO for
metrics and reporting
Source: http://www2.gibson.com/news-lifestyle/features/en-us/219-gibson-custom.aspx
Guitar Mummies
Agile Program and Portfolio Management9:00 AM | Thursday | Austin 1-3 | Mike Cottmeyer
Mike [email protected]
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