large scale agile transformation by husni roukbi

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AGILE ME AGILE ME HUSNI ROUKBI Large Scale Agile Transformation

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Page 1: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME AGILE  ME

HUSNI ROUKBI

Large Scale Agile Transformation

Page 2: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

• Why  Adopt  Agile  ?  •  Agile  At  scale  •  The  Problem  •  The  Solu9on  •  Agile  Governance  •  Summary  •  Q&A  

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Agenda

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WHY ADOPT AGILE?

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Why  Adopt  Agile?

Source:  VersionOne  –  State  of  Agile  2014  

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Actual  Improvement  from  Implemen=ng  Agile

Source:  VersionOne  –  State  of  Agile  2014  

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Barriers  to  Agile  Adop=on

Source:  VersionOne  –  State  of  Agile  2014  

Organiza=onal  culture  or  a  general  resistance  to  change  is  the  biggest  barriers  to  agile  adop=on,  followed  by  not  having  the  right  skill  set.

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Most  Popular  Agile  Framework  

Source:  VersionOne  –  State  of  Agile  2014  

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AGILE  ME

AGILE AT SCALE

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AGILE  ME

•     

9  

Scrum  is  Simple  

Sprint 1  Month  to  2  Weeks

Shippable Release

Burn Down

Daily  Scrum  (stand-­‐up)

Team Scrum Master

Sprint Review (including demo)

Retrospective

Burn Up

Velocity

SCRUM Product Owner

Customer Needs

Definition of Ready

Sprint Planning Sprint Backlog

Definition of Done Product

Backlog

Not  to  be  confused  with  Easy  ☺    

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AGILE  ME

scrum scrum scrum

scrum  of  scrums

Tradi=onal  Scrum  Scaling  Concepts  

Is  not  enough  to  scale  Scrum  from  team  to  program  level and  deal  with  issues  such  as  release  planning  and  system  integra=on. What  about  PorUolio  Mgmt.  ?

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Why  do  you  need  to  scale?

Product Backlog

Product Backlog

Product Backlog

To  Do  More..

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AGILE  ME

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Why  do  you  need  to  scale?

Product Backlog

To  go  faster..

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To  Integrate

Product Backlog

Product Backlog

Product Backlog

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Scaling  Agile  

More energy is being put into scaling agile across the enterprise

Ø  Scrum of Scrums Ø  Scaled Agile Framework (SAFe). Ø  Large-Scale Scrum (LeSS) Ø  Disciplined Agile Delivery (DAD)

The 2014 VersionOne State of Agile survey shows that the overwhelming response has been http://info.versionone.com/state-of-agile-development-survey-ninth.html

Ø  Scrum of Scrums (69%) Ø  Internal methods (25%) Ø  SAFe (19%).

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Scaled  Agile  Framework

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Page 22: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

THE PROBLEM

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AGILE  ME AGILE  ME

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Why    would  an  enterprise    want  to  take  on  Agile  Transforma=on?

Ø Are  there  any  issues  with  the  current  implementa=on  approach?

Ø Is  the  current  =me  to  market  helping  the  company  achieve  its  revenue  targets?

Ø Are  the  customers  happy  with  the  company  products? Ø Are  the  products  being  delivered  having  quality  issues? Ø Are  there  any  gaps  between  product  management  and  delivery  teams?

Ø Is  there  produc=vity  loss  due  to  considerable  amount  of  rework  on  the  delivered  products?

Ø Is  the  current  feedback  loop  not  working  to  catch  up  with  market  fluctua=ons?

Page 24: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

•  Having  lots  of  agile  teams  in  an  enterprise  isn’t  enterprise  agility  

•  Some9mes  organiza9ons  fall  into  the  trap  of  thinking  that  having  agile  teams  means  they  have  an  agile  organiza9on  

•  Enterprise  agility  is  when  all  the  parts  of  the  organiza9on  work  together  to  create  Agile  outcomes  

•  The  en9re  delivery  capability  of  the  enterprise  has  to  be  focused  on  agile  principles  and  execu9on  

•  Focusing  only  at  the  team  level  can  result  in  local  op7ma  within  your  organiza7on  

•  Some9mes  a  team  can  perform  well  at  Scrum,  but  the  business  doesn’t  see  any  incremental  value  from  their  investment    

•  Some9mes  a  high-­‐performance  team  can  disrupt  other  func9ons  in  the  organiza9on  if  the  upstream  and  downstream  processes  are  not  able  to  work  at  the  same  pace  

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The  Problem  …

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•  Team  level  Agile  prac7ces  are  different  from  Agile  prac7ces  at  scale  

•  The  prac9ces  we  put  in  place  at  the  team  level  oVen  don’t  work  when  we  apply  them  in  larger  organiza9ons  

•  Prac9ces  have  to  adapted  at  scale  to  accommodate  more  diverse  groups  of  stakeholders  and  more  complicated  value  streams  

•  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  porZolio  level  

•  Tradi9onal  Project/PorZolio  Management  at  the  Enterprise    

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The  Problem  …

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AGILE  ME

THE SOLUTION

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AGILE  ME

•  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  transforma9ons.    

•  The  fundamentals  behind  why  Agile  works  •  Teams  stay  together  and  are  highly  engaged  •  Minimize  dependencies  and  strive  for  loose  coupling  between  teams  

•  Fully  engaged  business  partners  •  A`en9on  to  geang  done  and  comple9ng  work  before  new  work  is  started  

•  Technical  excellence  and  con9nuous  a`en9on  to  product  quality  

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The  Solu=on

Page 28: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

•  Common  challenges  that  cause  Agile  to  fail  •  Agile  team  is  a  local  op9miza9on  and  out  of  alignment  with  the  rest  of  the  business  

•  Project  driven  organiza9ons,  very  difficult  to  keep  cross-­‐func9onal  teams  together  over  9me.    

•  Value  is  either  too  broadly  defined  or  too  narrowly  defined  •  Organiza9onal  structures  and  product  architectures  work  against  establishing  cross  func9onal  teams  

•  Overly  poli9cal  cultures  and  lack  of  trust  •  Inability  to  balance  capacity  and  demand  

•  Not  recognizing  the  broad  organiza9onal  change  necessary  to  make  an  agile  transforma9on  sustainable  

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The  Solu=on

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What  does  it  look  like  when  things  are  really  going  well?  •  Cross  func9onal  teams  aligned  directly  to  solve  business  problems  

•  Clear  voice  of  the  business  and  a  willingness  to  make  tradeoffs  to  meet  9me  and  cost  constraints  

•  Individual  empowerment  and  shared  accountability  for  outcomes  

•  Disciplined  a`en9on  to  technical  excellence  and  product  quality  

•  Predictable,  accountable,  able  to  consistently  make  and  meet  commitments  

29  

The  Solu=on

Page 30: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

Adop7on  vs.  Transforma7on  First...  we  want  to  untangle  two  words  that  some9mes  can  be  used  interchangeably    

•  Agile  Adop7on  is  about  what  you  do...  prac9ces,  tools,  techniques,  ceremonies,  and  habits  

•  Agile  Transforma7on  is  about  who  you  are...  reflected  in  both  the  structure  of  the  organiza9on  and  who  you  are  as  people  

Long  term  results  require  both  adop9on  and  transforma9on  to  be  successful  

Second...  we  want  clearly  ar9culate  the  three  major  focus  areas  that  must  be  addressed  interdependently    

•  Organiza7onal  Structure  is  about  how  you  create  teams  and  how  you  organize  them  

•  Agile  Prac7ce  is  about  the  methods  and  tools  you  choose  to  introduce  

•  People  and  Culture  is  about  changing  hearts  and  minds  of  the  individuals  in  the  organiza9on  

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The  Solu=on  –  Agile  Adop=on  and  Transforma=on

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Third...  we  want  introduce  the  no9on  that  introducing  Agile  is  an  itera9ve  and  incremental  process  for  you  organiza9on  

•  Itera9ve  is  when  parts  of  the  system  are  developed  at  different  9mes  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  organiza9on  by  building  teams  and  iterate  the  teams  over  9me    

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Itera=ve  vs.  Incremental

Page 32: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

Organiza7onal  Transforma7on  •  Establish  top  to  bo`om  

structure  and  roadmap  

•  Incrementally  make  changes  and  establish  teams  

•  Define  policies    and  working  agreements  between  teams  

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Agile  Transforma=on/Adop=on

Organiza(onal+Transforma(on+

Adopt++Prac(ces+

Personal+Transforma(on+

Page 33: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

Adop7ng  Prac7ces  •  Sprint  planning,  daily  stand-­‐

ups,  product  reviews,  and  retrospec9ves    

•  Iden9fy  and  train  a  Product  Owner  and  Scrum  Master  

•  Teach  TDD,  CI,  Story  Maps,  and  MMF  

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Agile  Transforma=on/Adop=on

Organiza(onal+Transforma(on+

Adopt++Prac(ces+

Personal+Transforma(on+

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AGILE  ME

Personal  Transforma7on  •  Develop  an  ability  to  deal  with  

uncertainty  and  adapta9on  

•  Help  people  work  toward  common  organiza9onal  goals  

•  Help  foster  empathy,  trust,  and  teamwork  

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Agile  Transforma=on/Adop=on

Organiza(onal+Transforma(on+

Adopt++Prac(ces+

Personal+Transforma(on+

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AGILE  ME

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The  Solu=on    –  Enterprise  Agility

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AGILE  ME

AGILE GOVERNANCE

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AGILE  ME

Construc9on  

Story    Done  

Task  Done  

Task  In  Process  

Task  Ready  

Story  Backlog  

COMPO

NEN

T  DE

LIVE

RY  

SCRUM  

Done  Develop    and  Test  

Ready  To  Build  

Detailed  Planning  

Release  Targe7ng  

Feasibility  Study  

Market  Research  

Story    Review  

Story    Mapping  

Feature  Breakdown  

KANBAN

 

Program  

PORT

FOLIO  

Feature  Complete  

Integra7on  Tes7ng  

Develop  and  Test  

Incep9on   Elabora9on   Transi9on  

New    Concept  

PorUolio  -­‐>  Program  -­‐>  Component

Page 38: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

•  Idea  list  genera=on  from  mul=ple  data  feeds  and  sources

•  Market  Research •  Customer  Research •  Field  Feedback •  Business  Case  &  ROI •  Compe==ve  Analysis

•  High  Level  Es=ma=on •  Solu=on  Cost •  High  Level  Architecture   •  Risk  Analysis •  Feasibility

•  Detailed  Architecture •  Feature  Mapping •  Acceptance  Criteria •  Es=ma=on •  Backlog

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

•  Forced  Priority •  Certainty    Curve

Done  Develop    and  Test  

Ready  To  Build  

Detailed  Planning  

Release  Targe7ng  

Feasibility  Study  

Market  Research  

New  Concept  

PorUolio  Team GATE  RESPONSIBLITY

Portfolio Level

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AGILE  ME

•  Feature  List  for  the  Parent  Epic

•  Story  Wri=ng •  MMF •  Es=ma=ng •  High  Level  Design •  UX  Mockups

•  Es=mate  Sanity  Check •  Spike  Iden=fica=on •  Review  for  Feasibility •  Review  of  Acceptance  Criteria •  Story  Spanning •  Story  Tasking

•  Feature  Tes=ng  Non-­‐Func=onal •  Valida=on  of  Automated  Tests

•  Detailed  Design •  Code •  Unit  Test •  Code  Review •  Func=onal  Test •  User  Story   •  Product  Owner  Acceptance

Feature  Complete  

Integra7on  Tes7ng  

Develop  and  Test  

Story  Review  

Story    Mapping  

Feature  Breakdown  

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

Product  Owner  Team GATE  RESPONSIBLITY

Engineering  Team GATE  RESPONSIBLITY

Engineering  Team GATE  RESPONSIBLITY

Product  Owner  Team GATE  RESPONSIBLITY

Program or Feature Level

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AGILE  ME

Story    Done  

Task  Done  

Task  In  Process  

Task  Ready  

Story  Backlog  

•  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  • Conversa9ons    • Level  of  Value  • Level  of  Effort  • Design  Assump9ons  • Design  Documented  (op9onal)    • UI  Documented  (op9onal)          Coded  • Checked  Into  integrated  build  • Simple  Design    • Documented  with  Comments  • Automated  Tests  for  New  Features      Tested  • Tes9ng  is  complete    • Defect  Criteria  Met    • Automated  Tes9ng  Passed    Approved  • Feature  Complete  (Scrum  Master)  • Test  Complete  (QA  Lead)  • Accepted  (Product  Owner)    

Project or Component Level

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AGILE  ME

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Visualizing  Improvement

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AGILE  ME

INTEGRATED  STRATEGY

Customers

Business Strategy Application Portfolio

Management Demand Management

Resource Management

Financial Management

Reporting & Analytics

Agile Programs & Projects

Traditional Waterfall Programs & Projects

Agile Best Practices

Product Planning Release Planning Sprint Planning Sprint Tracking

Agile Reporting & Analytics

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AGILE  ME BRINGING  PPM  AND  ALM  TOGETHER

•  Development Effort (Hrs) • Per resource • Per day • Per task

•  Tasks = Work items • Name • Description • Start Date • End Date

•  Project = Initiative Epic • Name • Description • Start Date • End Date

New Project

WBS

Time Sheets

PPM ALM

PPM

PPM

ALM

ALM

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AGILE  ME

SUMMARY

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AGILE  ME •  Execu9ve  Agile  Champion  

•  Agile  maven  and  organiza9onal  connector  

•  Business  and  Agile  credibility  

•  Pragma9c  and  prescrip9ve  

•  Tailor  the  message  to  the  audience  

•  Must  be  able  and  willing  to  “call  out”  bad  behavior  effec9vely  

•  Provide  consistent  team  training  across  all  parts  of  the  organiza9on  •  Teams  are  the  founda9on  of  agile  at  any  level  of  scale.  

•  This  includes  not  only  training  in  agile  values  and  concepts,  but  also  in  agile  engineering  best  prac9ces.  

•  Provide  competent  post-­‐training  guidance  &  Coaching  

•  Experienced  coaches  should  mentor  newly  minted  agile  teams  for  3-­‐5  sprints  at  least.  

•  Bring  external  Agile  coaches  ini9ally  to  complete  the  transforma9on  within  a  shorter  period.  

•  Allocate  budget  to  cover  coaching  in  the  transforma9on  road  map.  

•  Conduct  a  successful  pilot  

•  Iden9fy  a  business  area  to  start  with,  and  then  expand  from  there.  It  will  allows  an  organiza9on  to  improve  the  process  and  learn  what  works  and  what  doesn’t.  

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What  Works

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AGILE  ME

•  Provide  consistent  leadership  training  across  all  parts  of  the  enterprise  •  Individuals  in  various  levels  of  leadership  must  know  how  to  be  facilita9ve,  business-­‐

oriented  leaders  with  an  agile  mindset.  

•  Execu9ve  mgmt.  team  has  to  undergo  some  coaching  to  set  the  right  expecta9on  about  the  transforma9on.  

•  Decide  on  organiza9on  structural  changes  and  plan  for  them  carefully  •  You  can’t  establish  a  cross-­‐func9onal  team  if  test  and  dev.  live  in  separate  silos  within  the  

organiza9on.  

•  High  performance  teams  require  them  to  act  toward  one  goal  and  trust  each  other.  HR  needs  to  change  their  compensa9on  benefits  to  focus  more  on  rewarding  the  team  rather    the  individual.  

•  Decide  how  to  measure  transforma9on  progress  before  you  start  •  Establish  a  core  transforma9on  team  to  con9nuously  inspect  and  adapt.  

•  Create  Maturity  model  against  which  to  measure  progress  (SHU/HA/RI).  

•  Decide  on  the  required  changes  to  tools  •  Iden9fy  suitable  tools  for  agile-­‐based  methods,  and  train  teams  on  their  use.  

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What  Works  (Cont.)

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AGILE  ME AGILE  ME

47  

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Page 48: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

Page 49: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME

•  The  content  of  this  presenta9on  was  influenced  by  below  men9oned  people:  

•  Mike  Co`meyer  :  His  ideas  were  adopted  in  the  Agile  Adop9on  and  agile  organiza9on  governance  sec9ons.  

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Appendix

Page 50: Large Scale Agile Transformation by Husni Roukbi

AGILE  ME AGILE  ME

Thank You

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