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© 2012-2013 Eliassen Group. All Rights Reserved -1- Scaling and Measuring Agile Success

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Damon Poole is the Chief Agilist at Eliassen Group. His twenty years of experience spans the gamut from small collocated teams all the way up to global development organizations with hundreds of teams. Damon was President of Agile New England from 2008-2010. He writes frequently on the topic of Agile development, is the author of the web book “Do It Yourself Agile,” and a pioneer in the area of Multistage Continuous Integration and mixing Scrum and Kanban. Damon has spoken at numerous conferences including Agile and Beyond 2010-2012, Agile Business Conference, Agile DC, Agile 2008-2012, AgilePalooza, and Agile Development Practices and trained nearly a thousand people on Agile techniques. He is also a co-founder and past CEO and CTO of AccuRev where he created multiple Jolt Award winning products including AccuRev and AccuWorkflow.

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Page 1: Scaling and Measuring Agile Success

© 2012-2013 Eliassen Group. All Rights Reserved -1-

Scaling and Measuring Agile Success

Page 2: Scaling and Measuring Agile Success

© 2012-2013 Eliassen Group. All Rights Reserved -2-

Damon Poole

• Chief Agilist, Eliassen Group’s Agile Practice– Coaching: Transformation and Tune-ups– Training

• 22 years of process change: small co-located teams to multi-hundred team global enterprises

• Founder and past CTO and CEO of AccuRev• Creator of multiple Jolt-award winning products• Past President of Agile New England• Author of “DIY Agile Kickstart”• Consulted with Ford IT, Orbitz, Fidelity, Capital One,

ING Direct, and many others• Taught Agile techniques to thousands of people

Page 3: Scaling and Measuring Agile Success

© 2012-2013 Eliassen Group. All Rights Reserved -3-

Agenda

• Scaling Agile• Organizational Support for Scaling Agility• Cycle Time – The Agile Adoption Forcing Function• Measuring Success

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Scaling Agile

Page 5: Scaling and Measuring Agile Success

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“Scaling”

• What do we mean by “scaling?”• A typical definition of scaling:

– Adding more resources adds proportionally more capacity for doing work

• Does traditional development scale?

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A Typical Iteration#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

Traveller wants to see their upcoming trips

Traveller wants to see their upcoming trips

2

Tom

Traveller wants to delete a booking

Traveller wants to delete a booking

1

Sue

Traveller wants to enter a booking

Traveller wants to enter a booking

3

Bob

Traveller wants to register with the system

Traveller wants to register with the system

3

Sue

Admin wants a report of site-wide activity

Admin wants a report of site-wide activity

5

Bob

Traveller wants to edit a bookingTraveller wants to edit a booking

2

Tom

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

Page 7: Scaling and Measuring Agile Success

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“One Piece Flow”

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

Done! Done! Done!

Done!

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One Piece Flow All the Time – Kanban

Customers / Market

Product Mgmt

$$

Always Deliverable

Page 9: Scaling and Measuring Agile Success

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Organizational Support for Scaling Agility

Page 10: Scaling and Measuring Agile Success

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High Level SDLC Overview

RELEASE VEHICLE

SYNCHRO

NIZATIO

N

LOB CUSTOMERS / MARKETS

BUSINESS STRATEGY & PLANNING

BUILD, TEST, DEPLOY, & MAINTAIN

Page 11: Scaling and Measuring Agile Success

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AgileTraditional

Page 12: Scaling and Measuring Agile Success

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AgileTraditional

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AgileTraditional

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AgileTraditional

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Inspect and Adapt (Self-healing)

• Organizations, people, projects, markets are constantly changing

• Healthy Agile requires constant monitoring and adjustment

• Agile process improvement mechanisms– Standups– “Scrum of Scrums”– Retrospectives– Stop the line

Page 16: Scaling and Measuring Agile Success

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Escalation Tree

S109:00am –09:15am

S209:30am –09:45am

Daily standupManagement involvement

Action Items OwnerTeam Z’s build server is downCover Joe’s unexpected absenceResolve dependency between team X & Y

Rapid turnaround.

Action Items OwnerTeam Z’s build server is down JoeCover Joe’s unexpected absence SusanResolve dependency between team X & Y

Pat

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Escalation Tree

1 hour

Frequent Retrospective

1 hour

Page 18: Scaling and Measuring Agile Success

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Misaligned, Functional Goals

FunctionalGoals

✔ ✔ ✔ ✔ ✔ ✔

Project A Project B

Late, missing scope

Not as relevant as hoped

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Moving to Managing Business Value Delivery

• Switch to business value delivery metrics• Align everyone connected to a line of business

or product to the same goal: delivering of business value

• Examples:– Old

• number of defects found per release• coding tasks completed

– New• test coverage per new user story• # of story points associated with done stories

Page 20: Scaling and Measuring Agile Success

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Fully Aligned Goals

SecondaryGoals

✔ ✔ ✔ ✔ ✔ ✔

PrimaryGoals

✔ Project A Project B✔

Page 21: Scaling and Measuring Agile Success

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One Solution: Organize around Business Value Delivery

Line of Business A

Line of Business B

✔✔

Page 22: Scaling and Measuring Agile Success

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Top Ten Headwinds and Tailwinds

Area Traditional AgileDelivery focus Projects Products & releasesBusiness & IT interaction Big handoffs Daily interactionTeams Large, functional,

project-based, transient, & dynamic

Small, cross-functional, product-based, long standing & static

Metrics Functional, planbased

Team, business value delivery

Funding Full scope IncrementalFeedback loops Slow Very fastProjects per person 2-5 1Agile Skillset Low HighTools and technology Traditional Agile-orientedTest execution Primarily manual Automated & holistic

Page 23: Scaling and Measuring Agile Success

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1-CLICK DEPLOY

Enterprise Agility Model

AGILE OFFICE

I3I2I1

LOB CUSTOMERS

ESCALATION

ARCHITECTURERELEASE TEAM / OPS

EPICS

DELIVERY BASED MANAGEMENT

LOB BUSINESSLEADERS

DELIVERY BASED

METRICS

PORT

FOLI

O O

F PR

OGR

AMS

CAPA

CITY

BAS

ED IN

VEST

MEN

T

AGILE PROJECT MGMT

AGILE SCM

CYCLE TIME

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Cycle Time – The Agile Adoption Forcing Function

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Cycle Time

2 4 61 3 5 7

DevelopmentIntegration and

testingPreparation

9 11 138 10 12 14 15 1716 18

months

Page 26: Scaling and Measuring Agile Success

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A Typical Risk Mitigation Strategy That Can Increase Risk

• A Project is Prioritized after gathering requirements and doing estimation for multiple projects.

• This usually takes 3, 6, or more months.• Requirement gathering and scoping for

multiple projects takes time away from working on funded projects.

Page 27: Scaling and Measuring Agile Success

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Cycle Time

2 4 61 3 5 7

DevelopmentIntegration and

testingPreparation

9 11 138 10 12 14 15 1716 18

Proposing

Funding (picking)

months

18 month cycle time

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Cycle Time

2 4 61 3 5 7

months

9 11 138 10 12 14 15 1716 18

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Cycle Time

2 4 61 3 5 7

1 month iterations

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Pick Pick Pick Pick Pick Pick

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Cycle Time

2 4 61 3 5 7

1 month iterations

Prep

Do

Ship

3 month cycle time

Pick

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Measuring Success

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Measuring Success

• Profits• Net Promoter Score• Business value anecdotes• Value delivery rate• Agile capabilities

– Organizational– Team– Individual (by role)

Page 33: Scaling and Measuring Agile Success

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Value Delivery Vehicles

Your organization’s end-to-end delivery vehicle

Payload

40 cubic meters

Load

Deliver

Cycle Time

Rate of Value Delivery =Payload

Cycle Time

Page 34: Scaling and Measuring Agile Success

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Value Delivery Vehicles

40 cubic meters CoalGold

Page 35: Scaling and Measuring Agile Success

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Agile Maturity Indicators

StableAccelerates adoption

Slows Adoption

Impeded Transition Sustainable Agile Ideal

Metrics Function based Delivery based metrics are being tried, planned, or discussed

50%+ of metrics are delivery based. Old metrics are still being tracked and used

50%+ of metrics are delivery based and old metrics are no longer being tracked or used

Metrics are primarily delivery based

Progress tracking

Not implemented and/or doesn’t influence behavior

Progress is tracked using burnup, burndown, CFD or similar method and sometimes influences behavior

Progress is tracked and frequently influences the behavior of the team

Progress information usually influences the behavior of the team

The team proactively uses progress information to head off potential problems

Page 36: Scaling and Measuring Agile Success

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Relationship of Agile Maturity to Benefits

Agile MaturityAgile Maturity

Bene

fitBe

nefit

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The Path to Agility

Team Dynamics

Product

Engineering Practices

Process Mechanics

Team Structure

Organizational

Start

Per Team

44 Indicators

1 2 3 40

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The Path to Agility

Team Dynamics

Product

Engineering Practices

Process Mechanics

Team Structure

Organizational Support

Per Team

Example Goal

44 Indicators

1 2 3 40

Page 39: Scaling and Measuring Agile Success

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Q&A

Dropbox with Enterprise Agility Materialshttp://bit.ly/10hpvxb