agile transformation in a large financial institution

56
AGILE COACHING TEAM Agile transformation in a large financial institution Janet Randell [email protected] May 2015

Upload: association-for-project-management

Post on 27-Jul-2015

237 views

Category:

Education


1 download

TRANSCRIPT

AGILE COACHING TEAM

Agile transformation in a large

financial institution

Janet Randell

[email protected]

May 2015

AVIVA CONFIDENTIAL page 3

Why change our approach to change?

AVIVA CONFIDENTIAL page 4

Top 5 reasons for success

1. User involvement

2. Executive management support

3. Clear business objectives

4. Optimizing scope

5. Agile process

Why Agile?

Source: CHAOS Manifesto 2013

Big projects usually fail…….

……. so deliver change incrementally

Agile a proven approach

AVIVA CONFIDENTIAL page 5

Iterate

Choose your goal

Do the smallest thing you can towards it

Learn

So how to start?

AVIVA CONFIDENTIAL page 6

Benefi

t (£

)

Agile Maturity

2009/2010

“Only the Brave”

Aviva Multi-car

Initial Coaching

A4A Aviva For Advisors

Support the increasing speed of business change

Improve business alignment and flexibility

Increase Return on Investment

Improve quality

Starting the journey

AVIVA CONFIDENTIAL page 7

What is Agile?

Retrospectives

User Stories

Pair programming

Relative Estimating

Practices Frameworks

Scrum

Kanban

eXtreme Programming

AVIVA CONFIDENTIAL page 8

Key concept - Keep it small, keep it simple

Project requirements

Define & build

Test

Feature Feature Feature Feature Feature

Don’t try to get it all right from the beginning

Don’t build it all at once

AVIVA CONFIDENTIAL page 9 http://gojko.net/2007/12/04/waterfall-trap/

Incremental - Each increment adds software gradually building up functionality as you go.

Iterative - Build something early, evaluate then make changes until you have a viable

product. It is not iterating if you do it only once.

Incremental & Iterative Conjoined – Look to apply both approaches, with groups of

stories adding new functionality with other stories iterating to improve, change or remove existing functionality.

http://www.agileproductdesign.com/blog/dont_know_what_i_want.html

Key concept – Incremental and Iterative

AVIVA CONFIDENTIAL page 10

Requirements Design

Remove Uncertainty

Build Test

Deliver

Waterfall approach

Requirements & Design

Build and Test

Agile approach

Remove Uncertainty

Deliver

Key concept – Manage uncertainty

AVIVA CONFIDENTIAL page 11

How much will I get for my money?

? ? ?

?

What will we spend our holiday money on?

Where will we go?

Key concept – Variable scope

AVIVA CONFIDENTIAL page 12

Known scope ? ….is it really? ? ….and what is the cost?

? Variable scope Maximum value for the budget Business remain in control

12

value driven scope = variable scope

Key concept – Variable scope

AVIVA CONFIDENTIAL page 13

But what about the MVP?

Minimum Viable Product is the

usually known as the smallest

product you can go live with to

test the product viability.

We often use it as the minimum

required to go live as a final

product.

AVIVA CONFIDENTIAL page 14

Key concept – Collaborative team

AVIVA CONFIDENTIAL page 15

Create a team

Give them the environment and support they need, and trust them to

get the job done.

Key concept – Collaborative team

AVIVA CONFIDENTIAL page 16

The hole is in the other side of boat!

AVIVA CONFIDENTIAL page 17

Clean build?

Software

Engineers

Check-in

Build Code Analysis Functional Tests

Non-Functional Tests

Package & Deploy

TDD, BDD, Code

Analysis, etc

Extract

Failed build?

Fast feedback

Dev

Test

UAT

Prod

“Continuous Working

Software”

Continuous Build Pipeline

Feedback

• Testers

• Users

• Product Owner

Software Engineering – enabling change through quality

AVIVA CONFIDENTIAL page 18

2012

“Growing Pains”

Benefi

t (£

)

“You are crazy!”

I just don’t

understand

2011

“Emerging”

2009/2010

“Only the Brave”

Aviva Multi-car

Initial Coaching

Inertia & Doubt

A4A Aviva For Advisors

Tough times

AVIVA CONFIDENTIAL page 19

Why so hard?

The problem we face with IT delivery today has nothing to do with

process or technology but people……

Agile provides a collaborative framework within which we can

continuously improve through “Inspecting and Adapting”

But this can be very frustrating for those looking for procedures and

silver bullets…

AVIVA CONFIDENTIAL page 20

What is Agile anyway?

AVIVA CONFIDENTIAL page 21

Individuals & Interactions over Processes & tools

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

Working Software over Comprehensive Documentation

That is, while there is value in the items on the right, we value the items on the left more.

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

The Agile Manifesto

Source: www.agilemanifesto.org

AVIVA CONFIDENTIAL page 22

Agile Principles (Simplified)

Satisfy The Customer Expect & Welcome Change Deliver Frequently

Work as One Team Motivate People Communicate Face-to-Face

Measure Working Software Work at a sustainable pace Maintain Technical Excellence

Simplicity removes waste Let Designs Evolve Reflect & Improve as a team

AVIVA CONFIDENTIAL page 23

Focus on Scrum

Retrospectives

User Stories

Pair programming

Relative Estimating

Practices Frameworks

Scrum

AVIVA CONFIDENTIAL page 24

Empirical Process Control

• Collaboration

• Prioritization

• Self-organization

• Time-boxing

• Iterative and Incremental

Scrum basics

AVIVA CONFIDENTIAL page 25

Defined vs. Empirical processes

Requirements Design Code Test

Baking – Defined process

Plan

Check

Do

Adjust

Cooking - Empirical process

AVIVA CONFIDENTIAL page 26

Show & Tell

Product Backlog

Sprint Backlog

Sprint Planning

Sprint (2-4

weeks)

Retrospective

Potentially Shippable Increment (PSI)

Daily

Standups

Scrum Process

AVIVA CONFIDENTIAL page 27

Getting started

…but planning is indispensable” …plans are useless

Dwight D Eisenhower

“In preparing for battle I have always found that….

AVIVA CONFIDENTIAL page 28

Creating the Product Backlog

Outcome

Feature

EPIC

User Story

Outcome/

Benefit

The impact (s) created from large-

scale development initiatives. Usual

to do (directly or indirectly) with

money.

Feature /

Capability

Services provided by the system that

fulfils a need. It has a use.

Epic First level break down of features

into epics as needed which most

often represents user activity/tasks.

User Story Sized to be delivered in sprints,

building up incremental value.

AVIVA CONFIDENTIAL page 29

What is a User Story?

As a (WHO?) <user role> if we can not answer the question ‘who wants this?’ STOP!

I want (WHAT?) <business value> if we can not answer the question ‘what business value is?’ then STOP!

So that I can (WHY?) <outcome> if we can not say ‘what the benefit/value?’ is then STOP!

AVIVA CONFIDENTIAL page 30

A good story should be told

AVIVA CONFIDENTIAL page 31

Communication Gone Wrong

AVIVA CONFIDENTIAL page 32

Product Backlog & Stories

I ndependent

N egotiable

V aluable

E stimable

S mall

T estable

Stories

Features

Epics

Small & defined

Ideas, bits of detail

Roadmaps items

(Years)

(Months)

(2-3 sprints)

AVIVA CONFIDENTIAL page 33

“It’s better to be

roughly right than

precisely wrong” –

J.M Keynes

Planning - Relative Estimation

We will deliver these

We will deliver some of these

We will not deliver any of these

Relative sizing

Velocity = average story points per sprint

AVIVA CONFIDENTIAL page 34

Adaptive planning

AVIVA CONFIDENTIAL page 35

2013

“Becoming

Mainstream”

2012

“Growing Pains”

Benefi

t (£

)

Agile Maturity

Beliefs change “You are crazy!”

I just don’t

understand

2011

“Emerging”

2010

“Only the Brave”

Suncorp

Secondments Aviva Multi-car

Initial Coaching

Inertia & Doubt

COO Suncorp

visit

Digital Direct

Programme

UK Guidewire

Programme

Software

Engineering

Team

A4A Aviva For Advisors

Canada

Guidewire

Programme

The big leap

AVIVA CONFIDENTIAL page 36

Agile Coaching team

AVIVA CONFIDENTIAL page 37

Work breakdown is key - Incremental and iterative

AVIVA CONFIDENTIAL page 38

Other challenges

Machine

Ecosystem

AVIVA CONFIDENTIAL page 39

Other challenges

AVIVA CONFIDENTIAL page 40

40

Doing Agile

Being Agile

The values and principles are the key to success….

AVIVA CONFIDENTIAL page 41

Momentum Builds

2015

“Feature

Teams”

2014

“Agile as

Default”

2013

“Becoming

Mainstream”

2012

“Growing Pains”

Benefi

t (£

)

Agile Maturity

Beliefs change “You are crazy!”

I just don’t

understand

2011

“Emerging”

2010

“Only the Brave”

Suncorp

Secondments Aviva Multi-car

Initial Coaching

Inertia & Doubt

COO Suncorp

visit

Digital Direct

Programme

UK Guidewire

Programme

MyAviva Launch

Agile CIO

Agile

Transformation

Team

Software

Engineering

Team

A4A Aviva For Advisors

Canada

Guidewire

Programme

Agile Gating

Gaining momentum

AVIVA CONFIDENTIAL page 42

Platform Teams – Own Technology & capability supporting many Feature Teams

Service Teams – Provide Services to support & improve delivery

Feature Teams - Deliver Business Outcomes

• Align to business outcomes – clear focus

• Optimise flow of work – minimise hand-offs & waiting

• Teams stay together & continuously improve

12 month Look-Ahead

(review quarterly)

Business Unit / Programme

Frequent

Incremental

Delivery Size teams to

investment

appetite Pull Work

Continuous

Prioritisation

& Shaping

Backlog

Moving to Feature teams

AVIVA CONFIDENTIAL page 43

43

“It is not the strongest of the

species that survives, nor the most intelligent,

…….it is the one most adaptable to change”

Charles Darwin

A final thought

AVIVA CONFIDENTIAL page 44

Questions?

AVIVA CONFIDENTIAL page 45

Additional slides

AVIVA CONFIDENTIAL page 46

3x Roles

• Product Owner

• Scrum Master

• Team

5x Meetings

• Daily Scrum

• Sprint Planning

• Review / Show & Tell

• Retrospective

• Backlog Refinement

4x Artefacts

• Product Backlog

• Sprint Backlog

• Definition of Play Ready

• Definition of Done

Scrum basics

AVIVA CONFIDENTIAL page 47

Variable Scope. Fixed Quality.

Incremental value delivery.

Empowerment. Accountability.

Scrum – the Acid Test

AVIVA CONFIDENTIAL page 48

48

Kanban is an Agile approach to change management An evolutionary approach to making incremental changes to your existing

system The focus is on optimizing the process, to make the lead time as small and

predictable as possible In general Kanban is most effective where there is a large number of

unpredictable small changes (e.g. small enhancements, support activity). A Kanban board is used

Kanban

AVIVA CONFIDENTIAL page 49

49

1. Visualise the workflow

• Represent the work items and the workflow on a card wall and/or electronic board.

• Each column on the wall represents steps in your workflow.

2. Limit Work In Progress (WIP)

• To achieve a sustainable level of development

• To reduce the lead time

• To improve quality

• To illuminate problem areas in the flow

3. Measure and manage the flow

4. Make process policies explicit

5. Optimise the process to make the lead time as small and predictable as possible.

Kanban

AVIVA CONFIDENTIAL page 50

Core Team:

• Scrum Master – Facilitates the team

• Product Owner – Owns the backlog, manages stakeholders

• Development Team – Works together to deliver the backlog

(most team members dedicated, others pulled in when needed).

Project Start

Establish Team(s)

Team

Product

Owner

Scrum

Master

Business Analyst

Designer

Enginee

r(s)

Assuran

ce

Service

Others

Work Breakdown

Outcome(s)

Vision

Feature(s)

Epic (s)

Story (s)

Create the Backlog

Estimate the Backlog

Plan the burn up Start Sprinting (next slide)

Work Breakdown:

• A structured way to decompose the work needed

• Features/Epics/Stories: Components of work breakdown. A story is the lowest level representing a specific business need. Epics contain many stories, Features contain many Epics.

Backlog:

• An ordered list of stories for delivery by the team

Estimation:

• Is relative and based on Story Points – providing a consistent basis for planning and tracking

Burn-up:

• A chart showing the expected path and actual progress towards business outcomes. Tracks story point delivery against stakeholder expectations and progress towards benefits.

• Velocity (story points per sprint) is initially based on the teams previous experience and refined through the project

Sprinting:

• Time-boxed periods of work (usually 2 – 4 weeks).

Inception

AVIVA CONFIDENTIAL page 51

Iteration – Deliver Working Software

Iteration Planning

Daily Stand-up

Visualise Work

Demo & Feedback

Retrospective Good Enough?

Daily Work

Any Pre-Release Work

Implementation

Benefits

Release – Going Live in Production

Refine Backlog

Refine Plan

Demo:

• Show the Working Software to the stakeholders and take feedback. Refine and adapt the plan. Add new stories

Stand-up:

• A short, focused meeting to understand progress towards the sprint goal and any impediments

Visualise Work:

• A visible board is used by the team to track their work as it moves from “Play Ready“ to “Done”.

Iteration Planning:

• Plan the work for the next sprint (2 – 4 weeks of work)

Start here!

Refine the Backlog

• Are all the stories still valid?

• Have they changed?

• Is the priority order right?

• Is the target still right?

Refine the plan:

• Update the Burn-up

• What do we need to change?

Retrospective:

• Get together as a team and talk about how to improve the way we work

Pre-Release

• Any final checks before we go live?

• Final testing and approvals

Implementation & Benefits

• Deliver valuable working software to production and realise benefits.

• Multiple waves of change and benefit delivery

Sprints

AVIVA CONFIDENTIAL page 52

52

Ha Break the Rule

Ri Be the Rule

Shu Follow the Rule

Shu Ha Ri

AVIVA CONFIDENTIAL page 53

Agile

Plan-

based

Complex

Obvious

Complicated

Chaotic

Cynefin

AVIVA CONFIDENTIAL page 54

Using Agile

Source: 2013 Agile Development

Survey by Version One

Agile usage & benefits

Managing over 50% of portfolio using Agile

AVIVA CONFIDENTIAL page 55

Agile Benefits

Better Manage Changing Priorities

Increased Productivity

Better Visibility

Source: 2013 Agile Development

Survey by Version One

AVIVA CONFIDENTIAL page 56

Agile Outcomes

Faster, Chea

Better

Happier Source: 2013 Agile Development

Survey by Version One