large scale agile transformation by husni roukbi
TRANSCRIPT
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HUSNI ROUKBI
Large Scale Agile Transformation
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• 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 AT SCALE
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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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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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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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THE PROBLEM
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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?
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• 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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THE SOLUTION
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• 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
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• 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
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The Solu=on
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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
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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+
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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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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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The Solu=on – Enterprise Agility
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AGILE GOVERNANCE
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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
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• 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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• 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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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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Visualizing Improvement
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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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• 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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SUMMARY
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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• 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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• 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
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Thank You
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