Agile at Enterprise Scale: The Tricky Bits

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  1. 1. A Brief OrientationAGILE AT ENTERPRISE SCALE:FLIPPING STICKY BITS@berniemaloney 1
  2. 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
  3. 3. I ESTIMATE THAT 75% OF THOSEORGANIZATIONS USING SCRUMWILL NOT SUCCEED IN GETTINGTHE BENEFITS THEY HOPE FORFROM ITKen SchwaberAgile Software Developmentwith Scrum@berniemaloney 3
  4. 4. I ESTIMATE THAT 75% OF THOSEORGANIZATIONS USING SCRUMWILL NOT SUCCEED IN GETTINGTHE BENEFITS THEY HOPE FORFROM ITKen Schwaber@berniemaloney 4
  5. 5. VIRGINIA SATIRS CHANGE MODELPerformingBruce Tuckmans Stages of Team Development5FormingStormingNorminghttp://www.stevenmsmith.com/images/satir_graph.png@berniemaloney
  6. 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
  7. 7. Bernie Maloney, CSPPE, CSM, CSPOAgile CoachAccelerating GeniusTurning Strategies into ResultsFrom Startup to Beyond $100M@berniemaloney 7
  8. 8. FLIPPING STICKY BITS:A QUICK TOUR@berniemaloney 8
  9. 9. 1 GET THE FUNDAMENTALS SOLIDSHOW TEAMS HOW TO MAKE DECISIONSWORK IN THE BUSINESS9FeatureStoryStoryStoryTeamStorytimeOngoing GroomingOperate@berniemaloney
  10. 10. 2 CLARIFY DECISION AUTHORITY1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate10Select TeamName TeamScopeReleaseSet ScheduleDetermineArchitectureDocumentAPIs@berniemaloney
  11. 11. 3 ANTICIPATE 3 ITERATIONS AHEADV2CupertinoBerkeleyV2V3BerkeleyV1AtlantaV3CupertinoAnticipate 3 iterationsAND tune direction over timeTo address RISKAND maintainMarket responsivenessXTime@berniemaloney 11
  12. 12. 4 CLARIFY ROLE OF MANAGERSWhy What (result)ProductBacklogTeamPotentiallyShippableIterationPSIIterationakaSprintIterationBacklog1dScrumMasterProductOwnerDailyStandupAGILE: MANAGER ROLE = ?(NATURE ABHORS A VACUUM)@berniemaloney 12
  13. 13. 5 APPLY LEAN: SEE THE WHOLEMarketing EngineeringNeed /MarketStartRunSolution /TechnologyG&AOperations@berniemaloney 13
  14. 14. DOING AGILE APPEARS EASY@berniemaloney 14
  15. 15. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE@berniemaloney 15
  16. 16. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE& COURAGE@berniemaloney 16
  17. 17. An Incredibly Brief OrientationWHY AGILE IS GROWING@berniemaloney 17
  18. 18. ASSUMED FAMILIARITYBuildMeasureLearnLEAN SCRUMKANBAN WATERFALL@berniemaloney 18
  19. 19. STACEY MATRIXFar FromAgreementAgreementClose ToAgreementCertainty Close ToCertaintyFar FromCertaintySimpleTechnicallyComplicatedSociallyComplicatedComplexChaotic@berniemaloney 19
  20. 20. FASTER CYCLES IN TECH & MARKETRequirementsTechnologySimpleComplexChaoticComplicatedWaterfallFar FromKnownAgile / KanbanKnown Far FromKnownAgile / scrum@berniemaloney 20
  21. 21. Stage GateWhenever theresa step functionincrease in risk(thinkfunding round)WHERE EACH HAS VALUEAgilescrumKanbanXPLeanWaterfall@berniemaloney 21
  22. 22. WHERE EACH HAS VALUEAgileWhenever thenext objectiveis clear(think betweenfunding rounds)AgilescrumKanbanXPLeanWaterfall@berniemaloney 22
  23. 23. AGILE IS EXPERIENCINGLAW OF DIFFUSION OF INNOVATION23Agile@berniemaloney
  24. 24. DOING AGILE APPEARS EASY@berniemaloney 24
  25. 25. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE& COURAGE@berniemaloney 25
  26. 26. Accelerating PerformanceFORMING TEAMS:1 GET THE FUNDAMENTALS SOLID@berniemaloney 26
  27. 27. A TEAM IS NOT A GROUP OF PEOPLEWHO WORK TOGETHER.Simon Sinek@berniemaloney 27
  28. 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
  29. 29. VIRGINIA SATIRS CHANGE MODELPerformingBruce Tuckmans Stages of Team Development29FormingStormingNorminghttp://www.stevenmsmith.com/images/satir_graph.png@berniemaloney
  30. 30. TECH BUSINESS: FORMINGEngrMktNeed /MarketSolution /TechnologyTeam@berniemaloney 30
  31. 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
  32. 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
  33. 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
  34. 34. STORMING & 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
  35. 35. STORMING & 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
  36. 36. STORMING & 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 > KirkAnalysis & Recommendationbeats simple Information Synthesize info Propose Alternates / Solns55@berniemaloney 36
  37. 37. INITIALLY WITH AGILE:WORK IN THE BUSINESS37OperateBusinessThemesArchitecturalVisionFeatureStoryStoryStoryTeamStorytimeGroomingSprint PlanDemoStandupsRetro@berniemaloney
  38. 38. GET THE FUNDAMENTALS SOLIDSHOW TEAMS HOW TO MAKE DECISIONSWORK IN THE BUSINESS38FeatureStoryStoryStoryTeamStorytimeOngoing GroomingOperate@berniemaloney
  39. 39. RACI/DACI Matrices; Delegation BoardsDELEGATION2 CLARIFY DECISION AUTHORITY@berniemaloney 39
  40. 40. ROLE CLARIFICATION W/ RACIResponsibleDoes the workConsultedInfluencerAccountableSingle hand to shakeInformedNeeds to knowin order to collaborate@berniemaloney 40
  41. 41. A COMPARISON: DACIAccountableDoes the workConsultedInfluencerDeciderArbiter for DecisionsRecieves ConsequenscesInformedNeeds to knowin order to collaborate@berniemaloney 41
  42. 42. SITUATIONSTypicalAccountableResponsibleConsultedInformedIdeal PracticalInformedResponsibleConsultedAccountableInformedAccountableResponsibleConsulted@berniemaloney 42
  43. 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&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
  44. 44. KEYS Distinguish dofrom Clearly separateinfluence Emphasize (& reward)informationdecideactionopinion Prioritize & over &objectives results structure process@berniemaloney 44
  45. 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
  46. 46. DELEGATION BOARD: EXAMPLE1 Tell 2 Sell 3 Consult 4 Agree 5 Advise 6 Inquire 7 Delegate46Select TeamName TeamScopeReleaseSet ScheduleDetermineArchitectureDocumentAPIs@berniemaloney
  47. 47. DOING AGILE APPEARS EASY@berniemaloney 47
  48. 48. DOING AGILE APPEARS EASYBEING AGILE TAKES DISCIPLINE& COURAGE@berniemaloney 48
  49. 49. Surfing Emerging RequirementsSCALING THE PRODUCT PLAN3 ANTICIPATE 3 ITERATIONS AHEAD@berniemaloney 49
  50. 50. V2Berkeley?You Are HereV1AtlantaV3Cupertino?V3Cupertino?V2Berkeley?TimeHorizonXWavesTimeHorizon@berniemaloney 50
  51. 51. V2Berkeley?You Are HereV1AtlantaV2Berkeley?TimeWavesXSurfboardmomentumsdirectionV3Cupertino?V3Cupertino?@berniemaloney 51
  52. 52. V2Berkeley?You Are HereV1AtlantaV2Berkeley?TimeXV3Cupertino?wheneverobjectives slip outsidethe cone ofmomentumRISK creeps inAnticipate 3 iterations toManage Cone of UncertaintyV3Cupertino?@berniemaloney 52
  53. 53. You Are HereTimeXCHALLENGEUnchecked momentumcontinues unconscious directionBest direction?V2Berkeley?V1AtlantaV2Berkeley?@berniemaloney 53