Agile at Enterprise Scale: The Tricky Bits

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<ol><li> 1. A Brief OrientationAGILE AT ENTERPRISE SCALE:FLIPPING STICKY BITS@berniemaloney 1 </li><li> 2. IN THIS PRESENTATION, YOU GET 5 key points for success atEnterprise Scale by slide 12 A sense forwhy Agile is growingwhere Agile fits How applying the conceptsof Crossing the Chasm toAgile at Enterprise Scaleleaves clues to address thechallenges Design Patterns to addresskey challenges whenScaling Agile A reference list for thosewho want further study@berniemaloney 2 </li><li> 3. I ESTIMATE THAT 75% OF THOSEORGANIZATIONS USING SCRUMWILL NOT SUCCEED IN GETTINGTHE BENEFITS THEY HOPE FORFROM ITKen SchwaberAgile Software Developmentwith Scrum@berniemaloney 3 </li><li> 4. I ESTIMATE THAT 75% OF THOSEORGANIZATIONS USING SCRUMWILL NOT SUCCEED IN GETTINGTHE BENEFITS THEY HOPE FORFROM ITKen Schwaber@berniemaloney 4 </li><li> 5. VIRGINIA SATIRS CHANGE MODELPerformingBruce Tuckmans Stages of Team Development5FormingStormingNorminghttp://www.stevenmsmith.com/images/satir_graph.png@berniemaloney </li><li> 6. AGILE FOR BUSINESS SURVIVAL614 mo design cycle3 mo shelf lifeSW + HWBreakeven$B/yProducts / qtr20All with WEEKLY iterations of the planHP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpgSW Bits: http://www.newpackettech.com/software_bits.jpg6 in USA200in EU alone@berniemaloney </li><li> 7. Bernie Maloney, CSPPE, CSM, CSPOAgile CoachAccelerating GeniusTurning Strategies into ResultsFrom Startup to Beyond $100M@berniemaloney 7 </li><li> 8. FLIPPING STICKY BITS:A QUICK TOUR@berniemaloney 8 </li><li> 9. 1 GET THE FUNDAMENTALS SOLIDSHOW TEAMS HOW TO MAKE DECISIONSWORK IN THE BUSINESS9FeatureStoryStoryStoryTeamStorytimeOngoing GroomingOperate@berniemaloney </li><li> 10. 2 CLARIFY DECISION AUTHORITY1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate10Select TeamName TeamScopeReleaseSet ScheduleDetermineArchitectureDocumentAPIs@berniemaloney </li><li> 11. 3 ANTICIPATE 3 ITERATIONS AHEADV2CupertinoBerkeleyV2V3BerkeleyV1AtlantaV3CupertinoAnticipate 3 iterationsAND tune direction over timeTo address RISKAND maintainMarket responsivenessXTime@berniemaloney 11 </li><li> 12. 4 CLARIFY ROLE OF MANAGERSWhy What (result)ProductBacklogTeamPotentiallyShippableIterationPSIIterationakaSprintIterationBacklog1dScrumMasterProductOwnerDailyStandupAGILE: MANAGER ROLE = ?(NATURE ABHORS A VACUUM)@berniemaloney 12 </li><li> 13. 5 APPLY LEAN: SEE THE WHOLEMarketing EngineeringNeed /MarketStartRunSolution /TechnologyG&amp;AOperations@berniemaloney 13 </li><li> 14. DOING AGILE APPEARS EASY@berniemaloney 14 </li><li> 15. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE@berniemaloney 15 </li><li> 16. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE&amp; COURAGE@berniemaloney 16 </li><li> 17. An Incredibly Brief OrientationWHY AGILE IS GROWING@berniemaloney 17 </li><li> 18. ASSUMED FAMILIARITYBuildMeasureLearnLEAN SCRUMKANBAN WATERFALL@berniemaloney 18 </li><li> 19. STACEY MATRIXFar FromAgreementAgreementClose ToAgreementCertainty Close ToCertaintyFar FromCertaintySimpleTechnicallyComplicatedSociallyComplicatedComplexChaotic@berniemaloney 19 </li><li> 20. FASTER CYCLES IN TECH &amp; MARKETRequirementsTechnologySimpleComplexChaoticComplicatedWaterfallFar FromKnownAgile / KanbanKnown Far FromKnownAgile / scrum@berniemaloney 20 </li><li> 21. Stage GateWhenever theresa step functionincrease in risk(thinkfunding round)WHERE EACH HAS VALUEAgilescrumKanbanXPLeanWaterfall@berniemaloney 21 </li><li> 22. WHERE EACH HAS VALUEAgileWhenever thenext objectiveis clear(think betweenfunding rounds)AgilescrumKanbanXPLeanWaterfall@berniemaloney 22 </li><li> 23. AGILE IS EXPERIENCINGLAW OF DIFFUSION OF INNOVATION23Agile@berniemaloney </li><li> 24. DOING AGILE APPEARS EASY@berniemaloney 24 </li><li> 25. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE&amp; COURAGE@berniemaloney 25 </li><li> 26. Accelerating PerformanceFORMING TEAMS:1 GET THE FUNDAMENTALS SOLID@berniemaloney 26 </li><li> 27. A TEAM IS NOT A GROUP OF PEOPLEWHO WORK TOGETHER.Simon Sinek@berniemaloney 27 </li><li> 28. A TEAM IS NOT A GROUP OF PEOPLEWHO WORK TOGETHER.A TEAM IS A GROUP OF PEOPLEWHO TRUST EACH OTHER.Simon Sinek@berniemaloney 28 </li><li> 29. VIRGINIA SATIRS CHANGE MODELPerformingBruce Tuckmans Stages of Team Development29FormingStormingNorminghttp://www.stevenmsmith.com/images/satir_graph.png@berniemaloney </li><li> 30. TECH BUSINESS: FORMINGEngrMktNeed /MarketSolution /TechnologyTeam@berniemaloney 30 </li><li> 31. FORMINGROLES Often 2 @ start: CMO, CTO Consider 3 @ start for Scale:CMO, CTO, COO Play any role, any timeincluding CEO (generalist) Eventually becomefunctions (specialized)DECISIONS Decide how to decide Eliminate SME bias Timebox to focus Thumb Voting:Simultaneous RevealSurfaces ObjectionsOppty to be heard = buy in@berniemaloney 31 </li><li> 32. THUMB VOTINGThree StatesUPLets Go!, Im in!SIDEWAYSI can support itDOWNNo, wait, stopSimultaneous Reveal AddressesSubject Matter Expert Bias Surfaces Objections FAST Opportunity to be heard@berniemaloney 32 </li><li> 33. THUMB VOTINGThree StatesUPLets Go!, Im in!SIDEWAYSI can support itDOWNNo, wait, stopSimultaneous Reveal AddressesSubject Matter Expert Bias Surfaces Differences FAST Opportunity to be heard33Agile ValuesOpenness / TransparencyCourage@berniemaloney </li><li> 34. STORMING &amp; NORMINGMeetings Actually, theres a great bookhttp://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-by-meeting-part-ii.htmlhttp://leadingsmart.blogspot.com/2010/05/book-review-death-by-meeting-patrick.html@berniemaloney 34 </li><li> 35. STORMING &amp; NORMINGWe have so many We ought to get better Most are poorly run Meetings are how weaccomplish work as a team Most run as if only one type Lencioni Notes 4 types(parallels scrum) Daily Check-in Weekly Tactical Monthly Strategic Quarterly Retreat@berniemaloney 35 </li><li> 36. STORMING &amp; NORMINGA STOCK AGENDA (60 min) 5 Hot Topics 5 Tune Agenda ~ Long Term / Strategic ~ Short Term / Tactical 5 Next Steps TOTALGROUND RULES Basic Start on Time = Stop on Time OK to be late Catch up to the Conversation 3s of Silence implies consent Advanced Picard &gt; KirkAnalysis &amp; Recommendationbeats simple Information Synthesize info Propose Alternates / Solns55@berniemaloney 36 </li><li> 37. INITIALLY WITH AGILE:WORK IN THE BUSINESS37OperateBusinessThemesArchitecturalVisionFeatureStoryStoryStoryTeamStorytimeGroomingSprint PlanDemoStandupsRetro@berniemaloney </li><li> 38. GET THE FUNDAMENTALS SOLIDSHOW TEAMS HOW TO MAKE DECISIONSWORK IN THE BUSINESS38FeatureStoryStoryStoryTeamStorytimeOngoing GroomingOperate@berniemaloney </li><li> 39. RACI/DACI Matrices; Delegation BoardsDELEGATION2 CLARIFY DECISION AUTHORITY@berniemaloney 39 </li><li> 40. ROLE CLARIFICATION W/ RACIResponsibleDoes the workConsultedInfluencerAccountableSingle hand to shakeInformedNeeds to knowin order to collaborate@berniemaloney 40 </li><li> 41. A COMPARISON: DACIAccountableDoes the workConsultedInfluencerDeciderArbiter for DecisionsRecieves ConsequenscesInformedNeeds to knowin order to collaborate@berniemaloney 41 </li><li> 42. SITUATIONSTypicalAccountableResponsibleConsultedInformedIdeal PracticalInformedResponsibleConsultedAccountableInformedAccountableResponsibleConsulted@berniemaloney 42 </li><li> 43. CHART EXAMPLE ACROSS A PLCSCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HWCGR IGR DGR RQA (FC) MR FCS EOL EOSLSYS System Mgr C C A C C C A I IMKT Product Mkt A + R A + R C C C C R A CFront End Mkt (Channel/Sales) C C C I I I R C CR&amp;D Project Manager C C R A A A R I IArchitect C C C R R R C IElectrical Eng C C R R R C IMechanical Eng C C R R R C ISoftware Eng C C R R R C IComponent Owners I C R R R C IProject Coordinator I R R R RQA Quality Program Manager C C C R R R C IAudit Manager C C C C R R C ICertification/regulatory Expert C C R R R R C IProc Partner Biz Mgr C C R R R R R C CComponent Mgr C C R R R R C CMFG New Prod Intro I C C C R R IBusiness Planner I C C C R R CSUP Support Manager C C C R R R C C AEscalation Manager C C C C C C I RSustaining engineering C C C R R RFIN Finance C C C C C C C I I@berniemaloney 43 </li><li> 44. KEYS Distinguish dofrom Clearly separateinfluence Emphasize (&amp; reward)informationdecideactionopinion Prioritize &amp; over &amp;objectives results structure process@berniemaloney 44 </li><li> 45. DELEGATION BOARDS1. Tell: decisions made from Manager Role2. Sell: while seeking team commitment, Manager decides3. Consult: get team input before decision4. Agree: make decisions with team (equal voice)5. Advise: influence decision made by team6. Inquire: team decides, convinces Manager after7. Delegate: no Manager influence; let team work it out451 Tell2 Sell3 Consult4 Agree5 Advise6 Inquire7 Delegatehttp://www.slideshare.net/jurgenappelo/management-30-in-50-minutes@berniemaloney </li><li> 46. DELEGATION BOARD: EXAMPLE1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate46Select TeamName TeamScopeReleaseSet ScheduleDetermineArchitectureDocumentAPIs@berniemaloney </li><li> 47. DOING AGILE APPEARS EASY@berniemaloney 47 </li><li> 48. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE&amp; COURAGE@berniemaloney 48 </li><li> 49. Surfing Emerging RequirementsSCALING THE PRODUCT PLAN3 ANTICIPATE 3 ITERATIONS AHEAD@berniemaloney 49 </li><li> 50. V2Berkeley?You Are HereV1AtlantaV3Cupertino?V3Cupertino?V2Berkeley?TimeHorizonXWavesTimeHorizon@berniemaloney 50 </li><li> 51. V2Berkeley?You Are HereV1AtlantaV2Berkeley?TimeWavesXSurfboardmomentumsdirectionV3Cupertino?V3Cupertino?@berniemaloney 51 </li><li> 52. V2Berkeley?You Are HereV1AtlantaV2Berkeley?TimeXV3Cupertino?wheneverobjectives slip outsidethe cone ofmomentumRISK creeps inAnticipate 3 iterations toManage Cone of UncertaintyV3Cupertino?@berniemaloney 52 </li><li> 53. You Are HereTimeXCHALLENGEUnchecked momentumcontinues unconscious directionBest direction?V2Berkeley?V1AtlantaV2Berkeley?@berniemaloney 53 </li><li> 54. ISSUEUnconsciousforward motion= RISKof squandered momentumand short timelinedelivery pressureTimeV2BerkeleyXV1AtlantaV3Cupertino54X@berniemaloney </li><li> 55. V2BerkeleySURFINGXV2BerkeleyV1AtlantaAnticipating 3 iterationsHelps smooth shiftsV3CupertinoA guess at 3rd iterationHelps set 2nd iterationand channel momentum@berniemaloney 55 </li><li> 56. V2BerkeleyANTICIPATEXV2BerkeleyV1AtlantaEven if directionsshift over timeV3CupertinoV3CupertinoA guess at 3rd iterationHelps set 2nd iterationand channel momentum@berniemaloney 56 </li><li> 57. OUTSURF COMPETITIONV2CupertinoBerkeleyV2V3BerkeleyV1AtlantaV3CupertinoAnticipate 3 iterationsAND tune direction over timeTo address RISKAND maintainMarket responsivenessXTime@berniemaloney 57 </li><li> 58. INITIALLY:WORK IN THE BUSINESS58FeatureStoryStoryStoryTeamStorytimeOngoing GroomingOperate@berniemaloney </li><li> 59. AS VISION &amp; THEMES EXPAND59FeatureStoryStoryStoryTeamStorytimeOngoing Grooming@berniemaloney </li><li> 60. ANTICIPATE TO LEAD THE MARKET60AnticipateProductRoadmapsReleasesXFeatureStoryStoryStoryTeamStorytimeOngoing Grooming@berniemaloney </li><li> 61. WORK ON THE BUSINESS61AnticipateProductRoadmapsEpicsReleasesXFeatureStoryStoryStoryFeatureFeatureFeatureTeam PortfolioStorytimeOngoing Grooming@berniemaloney </li><li> 62. ENABLE SELF DIRECTED TEAMS4 CLARIFY ROLE OF MANAGERS@berniemaloney 62 </li><li> 63. REMEMBER THIS?RequirementsTechnologySimpleComplexChaoticComplicatedWaterfallFar FromKnownKnown Far FromKnownAgile / scrumAgile / Kanban@berniemaloney 63 </li><li> 64. TYPICAL COVERAGE: MARKETINGRequirementsTechnologyChaoticFar FromKnownKnown Far FromKnownProductManagement@berniemaloney 64 </li><li> 65. TYPICAL COVERAGE: ENGINEERINGRequirementsTechnologyChaoticFar FromKnownEngineeringManagementKnown Far FromKnown65ProjectManagement@berniemaloney </li><li> 66. AGILE: MANAGER ROLE NOT EXPLICITWhy What (result)ProductBacklogPotentiallyShippableIterationPSI66IterationakaSprintTeamIterationBacklog1dScrumMasterProductOwnerDailyStandup@berniemaloney </li><li> 67. NATURE ABHORS A VACUUM@berniemaloney 67 </li><li> 68. MANAGERS: REMOVE OBSTACLESAddressing whatever slows a team downwill increase their ability to deliverA relentless focus on removing obstacles willincrease the organizations ability to perform@berniemaloney 68 </li><li> 69. GROW LEADERSHIP69http://managewell.net/?p=611http://@berniemaloney en.wikipedia.org/wiki/Situational_leadership_theory </li><li> 70. CHARACTERISTICS70Mentoring CoachingDirectionWe TalkYou DecideYou DecideI Trust YouDelegationFollowers Own: Result / Outcome Task / OutputWe TalkI DecideI TalkI Decide@berniemaloney </li><li> 71. GREAT LEADERS GIVE USSOMETHING TO BELIEVE IN,NOT SOMETHING TO DO.Simon Sinekhttp://youtu.be/u4ZoJKF_VuAStart With Why@berniemaloney 71 </li><li> 72. AGILE GOAL: SELF DIRECTED TEAMS72Mentoring CoachingDirectionYou DecideI Trust YouDelegationFollowers Own: Result / Outcome Task / Output@berniemaloney </li><li> 73. WELL RUNNING AGILE LIBERATESMANAGERS FOR BROADER SCOPE WORKMentoring CoachingDirection73DelegationFollowers : Grasp WHYMake DecisionsOwn OutcomesManagers: Plan AheadTake On StrategyGreater Complexity@berniemaloney </li><li> 74. DOING AGILE APPEARS EASY@berniemaloney 74 </li><li> 75. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE&amp; COURAGE@berniemaloney 75 </li><li> 76. Scaling the BusinessEVOLVE BY DESIGN NOT DEFAULT5 APPLY LEAN SEE THE WHOLE@berniemaloney 76 </li><li> 77. TECH BUSINESS: EARLY / SMALLEngrMktNeed /MarketSolution /TechnologyTeam@berniemaloney 77 </li><li> 78. TECH BUSINESS: MEDIUMFin $LegalITBuildArchClientSWSalesBiz DevTechPartnerQEHWMfgProductMgtUX@berniemaloney 78 </li><li> 79. TECH BUSINESS: LARGER / LATERProductMgtUserdocsBuildIT applIT opsSupportLegalCloudServicesArchClientSWSalesOutbndMtkgCustPartnerBiz DevTechPartnerBetaMgtPerf /StabQEFin $HWMfgUX@berniemaloney 79 </li><li> 80. COORDINATING THIS = COMPLEXProductMgtUserdocsBuildIT applIT opsSupportCloudServicesArchClientSWSalesOutbndMtkgCustPartnerBiz DevTechPartnerBetaMgtPerf /StabQEHWMfgUXFin $Legal@berniemaloney 80 </li><li> 81. SCALE BY ABSTRACTING THE PATTERNMarketing EngineeringProductMgtMarket TechnologyUserdocsBuildIT applIT opsSupportLegalCloudServicesArchClientSWSalesOutbndMtkgCustPartnerBiz DevTechPartnerBetaMgtPerf /StabQEFin $HWMfgUX@berniemaloney 81 </li><li> 82. TECH BUSINESS: EARLY / SMALLEngrMktNeed /MarketSolution /TechnologyTeam@berniemaloney 82 </li><li> 83. ABSTRACTING THE PATTERNMarketing EngineeringProductMgtStartMarket TechnologyUserdocsBuildIT applIT opsSupportLegalCloudServicesArchClientSWSalesOutbndMtkgCustPartnerBiz DevTechPartnerBetaMgtPerf /StabQEFin $HWMfgUX@berniemaloney 83 </li><li> 84. ABSTRACTING THE PATTERNMarketing EngineeringProductMgtUserdocsBuildIT applIT opsSupportLegalCloudServicesStartArchClientSWSalesOutbndMtkgCustPartnerBiz DevTechPartnerBetaMgtPerf /StabQEFin $HWMfgUXOperationsG&amp;AHRRun@berniemaloney 84 </li><li> 85. APPLY LEAN: SEE THE WHOLEMarketing EngineeringNeed /MarketStartRunSolution /TechnologyG&amp;AFin $LegalHROperations@berniemaloney 85 </li><li> 86. SCALE THROUGH SYNTHESISMarketing EngineeringOperations@berniemaloney 86 </li><li> 87. COORDINATE THE SYSTEM87CoordinateStorytimeOngoing GroomingProductRoadmapsEpicsReleasesXFeatureStoryStoryStoryFeatureFeatureFeatureSystem TeamScrum of ScrumsReleaseN+2ReleaseN+1ReleaseN@berniemaloney </li><li> 88. The Big PictureSHIFT THE ORGANIZATIONSBE-ING@berniemaloney 88 </li><li> 89. INITIALLY (HOW AGILE STARTS):WORK IN THE BUSINESS89FeatureStoryStoryStoryTeamStorytimeOngoing GroomingOperate@berniemaloney </li><li> 90. AS VISION &amp; THEMES EXPAND90FeatureStoryStoryStoryTeamStorytimeOngoing Grooming@berniemaloney </li><li> 91. HAVE TE...</li></ol>