how to be successful with agile at scale. 2013 pm symposium
TRANSCRIPT
Culture Last. Predictability First.How to be Successful with Agile at Scale
Derek Huether, Enterprise Agile Coach
LeadingAgile
What makes Agile great?
Simple by Design
4 Values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
12 Principles
Satisfy the Customer
Welcome Change
Deliver Frequently
Collaborate Daily
Support & Trust Motivated
Teams
Promote Face-to-Face
Conversations
Deliver Working Software
Promote Sustainable
Pace
Promote Technical
Excellence
Maximize Through
Simplicity
Have Self-Organized
Teams
Reflect & Adjust
Regularly
Courtesy of Jeff Patton
Increment
Iterate
Team
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity(Scope)
Accountability(Team)
Measureable Progress(Deliverables & Metrics)
Database
Report
Screen Developer
Business Rep
Analyst
Tester Facilitator
The downside of Agile is the same thing that makes it great
How do we scale Agile?
Accountability
Different Teams for
Different Jobs
Team
Team
Team
TeamPortfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
Team
Team
Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.
Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.
Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.
Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
Team
Team
Team
Team
Team Team
Team
Team
Team Team Team Team
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Accountability
Governance
Construction
Story Done
TaskDone
Task InProcess
TaskReady
StoryBacklog
COM
PON
ENT
DEL
IVER
Y SCRUM
DoneDevelop and Test
Ready To Build
DetailedPlanning
Release Targeting
FeasibilityStudy
MarketResearch
Story Review
Story Mapping
FeatureBreakdown
KANBAN
SOLU
TIO
ND
ELIV
ERY
PORT
FOLI
O
Feature Complete
Integration Testing
Developand Test
KANBAN
Inception Elaboration Transition
New Concept
• Idea list generation from multiple data feeds and sources
• Market Research• Customer Research• Field Feedback• Business Case & ROI• Competitive Analysis
• High Level Estimation• Solution Cost• High Level Architecture • Risk Analysis• Feasibility
• Detailed Architecture• Feature Mapping• Acceptance Criteria• Estimation• Backlog
• All features are done• Regression tests are completed • Release Criteria are met
• Forced Priority• Certainty Curve
DoneDevelop and Test
Ready To Build
Detailed Planning
Release Targeting
FeasibilityStudy
Market Research
New Concept
Portfolio TeamGATE RESPONSIBLITY
Portfolio Level
• Feature List for the Parent Epic
• Story Writing• MMF• Estimating• High Level Design• UX Mockups
• Estimate Sanity Check• Spike Identification• Review for Feasibility• Review of Acceptance Criteria• Story Spanning• Story Tasking
• Feature Testing Non-Functional• Validation of Automated Tests
• Detailed Design• Code• Unit Test• Code Review• Functional Test• User Story • Product Owner Acceptance
Feature CompleteFeature
CompleteIntegration
TestingIntegration
TestingDevelopand Test
StoryReviewStory
ReviewStory
MappingStory
MappingFeature
BreakdownFeature
Breakdown
• All Stories are done• Feature Level testing is completed• Defect criteria are met• Feature Check list from RDS template• Performance and Sizing Complete
Product Owner TeamGATE RESPONSIBLITY
Engineering TeamGATE RESPONSIBLITY
Engineering TeamGATE RESPONSIBLITY
Product Owner TeamGATE RESPONSIBLITY
Program or Feature Level
Story Done
TaskDone
Task InProcess
TaskReady
StoryBacklog
• 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•Conversations •Level of Value•Level of Effort•Design Assumptions•Design Documented (optional) •UI Documented (optional) Coded•Checked Into integrated build•Simple Design •Documented with Comments•Automated Tests for New Features Tested•Testing is complete •Defect Criteria Met •Automated Testing Passed
Approved•Feature Complete (Scrum Master)•Test Complete (QA Lead)•Accepted (Product Owner)
Project or Component Level
Why is it hard?
Its hard when…
We show what it looks like
But Not
How organizations will get there safely
Safety
• Successfully do your job• Feed your family / Kids in college• Viable over time
Executive
Management
Performer• Supported by management• Show how meeting commitments is possible• Demonstrate success
• Must be clarity of roles• Success needs to be measurable• Organizational influence is maintained
• Operational model needs to align with strategy• The plan needs to be credible• Progress needs to be demonstrated
Safety is different depending on perspective
Transform the Organization
Understand Business Drivers
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
•Predictability•Economics•Early ROI
Define the Organizational Structure
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
• Built around teams• Product focused• Service oriented
Change Management& Communication
Define the Multi-level Governance
Change Management& Communication
Structure
Governance
Metrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
• Portfolio• Program• Project
Define Metrics to Measure Success
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
• Return on Investment• Throughput/Cost of Delay• Capitalization
Form Appropriate Teams
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
• Independent• Small • Entrepreneurial
Teach Process & Technical Practices
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPractices
Guide Culture
• Product definition• Project management• Technical and delivery
Introduce Change Incrementally
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPractices
Guide Culture
• Trust• Accountability• Adaptability
Measure Improvement
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
• Capability focused• Objectively assessed• Focus on sustainability
Target Process Improvement
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
• Training• Workshops• Mentoring
Measure Process Improvement
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improveme
nt
Form Teams
TeachPracticesGuide Culture
• Demonstrable progress• Outcomes focused• Map to business drivers
Manage Change Effort
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
•Quick wins•Identify champions•Centers of excellence
Tie Back To Business Drivers
Change Management& Communication
Structure
GovernanceMetrics
Assessment
Targeted Coaching
Measure Improvement
Form Teams
TeachPracticesGuide Culture
•Predictability•Quality•Early ROI
Sustainable Transformation
Top town Intent
Bottom Up Implementation
Team
Team
Team
Team
Team Team
Team
Team
Team Team Team Team
Product & ServicesTeams
ProgramTeams
PortfolioTeams
Scrum
Kanban
Kanban
Agile Pilot
Cultural Change is Last
Cultural Beliefs
Processes, Practices, Policies
Organizational Structure
Change Takes Time
Questions?
Email: [email protected]
Twitter: @derekhuether or @leadingagile
LinkedIn: /derekhuether or /company/leadingagile
Phone: (703) 483-9055