Scaling Scaled Agile: Lessons Learned at UnitedHealth Group

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<ul><li><p>Scaling Scaled Agile: Lessons Learned at UnitedHealth Group</p><p>Ken Mair</p><p>Agile Management</p><p>Optum</p><p>Agile Delivery Director</p><p>AMX26S</p><p>@TwitterHandle</p><p>#CAWorld</p></li><li><p>2 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD</p><p> 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.</p><p>The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type </p><p>of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA. </p><p>For Informational Purposes Only </p><p>Terms of this Presentation</p></li><li><p>Framing the Conversation</p></li><li><p>4</p><p>Optum - Who we are</p></li><li><p>5</p><p>What we are solving for on Polaris</p><p>Business Process Improvements:</p><p>Commitment to Flawless Execution of </p><p>the Details</p><p>Reduced Technology Costs:</p><p>Advancing the Capability </p><p>of the Enterprise</p><p>Market Facing Improvements:</p><p>Delivering Market Value at Market Speed</p><p> Front-end Improvements (efficiencies and quality improvements in product </p><p>set-up, network set-up, provider demographics, employer installation).</p><p> Back-end Improvements (claim processing efficiencies, reduction in rework, </p><p>fewer member and provider calls). </p><p> Lower maintenance costs, break-fix requirements, less testing time and lower </p><p>capital investments in the future.</p><p> Move configuration changes from IT to business to decrease implementation cost </p><p>and increase speed.</p><p> Improved speed to market, quality, compliance, satisfaction.</p><p> Product and Network flexibility aligned with where the market is heading.</p><p>1</p><p>2</p><p>3</p></li><li><p>6</p><p> Executing against 5+ year roadmap of business deliverables</p><p> Creating or significantly enhancing dozens of IT assets Several are targeted as commercialized assets</p><p> Influencing how software is developed within Optum and UnitedHealthcare moving forward</p><p> Leveraging full scaled agile practices for 80%+ of all development</p><p> 9 scaled agile release trains</p><p> 45+ scrum teams</p><p> 700+ people involved</p><p>So what are we actually doing on Polaris</p></li><li><p>7</p><p> Discuss our learnings to date on implementing Scaled Agile on Polaris</p><p> How is the Polaris scaled agile approach the same as SAFe?</p><p> How is the Polaris scaled agile approach different than SAFe?</p><p> Is the Polaris scaled agile approach succeeding?</p><p> Discuss what would we do differently next time</p><p> Discuss what lies ahead for our implementation</p><p>Objectives of the next 45 minutes</p></li><li><p>SAFe Foundation in Our Implementation</p></li><li><p>10</p><p> Value Stream Analysis informing future state</p><p> Centralized, prioritized, refined portfolio* backlog</p><p> Strategic Themes (aligned to a major release concept)</p><p> Capabilities (will span release trains, will span program increments)</p><p> Features (within a release train, within a program increment)</p><p> All trains on the same cadence</p><p> Dedicated portfolio leadership</p><p> Epic ownership through Capability Ownership Model</p><p>Our Experience with SAFe: What is the same at the Portfolio level?</p><p>*Internally Polaris is considered a program</p></li><li><p>11</p><p> Almost everything!</p><p> Dedicated team members</p><p> Common backlog executing from portfolio backlog</p><p> Common roles (e.g. RTE, Product Manager, Dev Leader)</p><p> Build on cadence, deliver on cadence </p><p> Some Variances exist based on release train size</p><p> Systems team &amp; dedicated DevOps on largest train, but not on others yet</p><p> Product Management Council vs. Product Manager refining backlog</p><p>Our Experience with SAFe: What is the same at the Program level?</p></li><li><p>12</p><p> Practically everything!</p><p> Dedicated, cross functional teams</p><p> Building working, tested software each sprint</p><p> Plan PI every 10 weeks, sprint plan every 2 weeks</p><p> Common ceremonies (e.g. sprint planning, system demo, retrospectives)</p><p>Our Experience with SAFe: What is the same at the Team level?</p></li><li><p>How have we altered our SAFe implementation?</p></li><li><p>14</p><p> Truly leveraging the portfolio swim lane of SAFe</p><p> Instead of it just being a loose pass through</p><p>Adjusting for the scale</p></li><li><p>15</p><p> Product Management Council @ Portfolio Level</p><p> Prioritizing &amp; Refining Epics (Capabilities) multiple times per week</p><p> Aligning product managers to then go get product owners aligned</p><p> Clearly defining themes for upcoming PI almost immediately after PI planning</p><p> Swarming on Epics</p><p>Adjusting for the scale</p></li><li><p>16</p><p> Roadmap planning</p><p> 9 trains X 5 people max per train + portfolio people = LOTS involved!</p><p> Getting people to think outside of their silos and manage to the broader objective</p><p>Adjusting for the scale</p></li><li><p>17</p><p> HIP but at a much larger scale</p><p> Balance of portfolio level sessions (e.g. Open Space, Innovation) vs. release train based (e.g. bug-a-thons, hardening, team building)</p><p> Modified PI Planning Agenda</p><p> Release train modifications for time zone differences</p><p> Time for Portfolio wide level set of the key themes (day before)</p><p> Cross program dependency management review sessions at end of Day 1</p><p> Add in portfolio risk review after release train review</p><p> Cross release train demos</p><p> Mid-PI and End of PI for full portfolio</p><p>Adjusting for the scale</p></li><li><p>18</p><p> Dedicated Communication Team</p><p> Scrum of Scrum of Scrums</p><p> Much more sophisticated Dependency Management</p><p> Much more sophisticated Environment Coordination &amp; Definition of Done</p><p>Adjusting for the scale</p></li><li><p>What are We Doing Well?</p></li><li><p>20</p><p> Commitment to agile execution from Senior Leadership on down</p><p> Increasing maturity across all release trains</p><p> PI &amp; sprint planning is becoming a well-oiled machine</p><p> Teams honoring commitments</p><p> HIP is working well</p><p> Significantly improving backlog management from Portfolio to Teams</p><p> Cutting edge DevOps practices </p><p> on 1 out of 9 release trains</p><p> Dedicated team of agile practitioners driving the overall transformation</p><p> Writing practical guidance that will be used for all of Optum moving forward</p><p> Leveraging Rally as a Source of Truth with extensive metrics to drive decisions</p><p> Not crumbling under the weight of it </p><p>Things to be proud of</p></li><li><p>What are Our Largest Challenges?</p></li><li><p>22</p><p> Its soooo big it disrupts every process or system around it</p><p> Change in mindset </p><p> Existing waterfall based processes </p><p> Organizational alignment</p><p>Things that keep me up at night</p></li><li><p>23</p><p> Communication, communication, communication</p><p> How do you really effectively communicate to 700+ people? Trusted messengers</p><p> Weekly news letter</p><p> Nested distribution lists</p><p> Lots of Wiki based content</p><p> Regardless of the best ideas, communication is tough at this scale</p><p>Things that keep me up at night</p></li><li><p>24</p><p> Balancing a carrot and a stick </p><p> How much to Centralize vs. Decentralize?</p><p> How to build self-organizing teams that are heading in the same direction?</p><p>Things that keep me up at night</p></li><li><p>25</p><p> Dependency management</p><p> Dozens of integrated applications with End to End flows</p><p> Complex scenarios in a complex industry</p><p>Things that keep me up at night</p></li><li><p>26</p><p> Inspire people to inspire others</p><p> Not like just running your own release train</p><p> Cant just directly solve problems </p><p> Cant be everywhere at once</p><p>Things that keep me up at night</p></li><li><p>27</p><p> Clarifying Program/Project Manager roles vs. Agile Practitioner Roles</p><p> Did not fully rationalize roles prior to starting</p><p> Agile practitioners morphed from coaches to RTE / Scrum Master</p><p>Things that keep me up at night</p></li><li><p>28</p><p> Co-location, within &amp; across release trains</p><p> Portfolio wide impossible</p><p> Program wide very difficult</p><p> Pushing team level co-location</p><p> Can still build a sense of community through</p><p> HIP</p><p> Flowdock</p><p> Face to face PI planning</p><p>Things that keep me up at night</p></li><li><p>29</p><p> Ramping up or retooling existing resources</p><p> Training &amp; Coaching to hundreds of people</p><p> Building deep vendor partner relationships</p><p> Build competency models for screening and hiring candidates</p><p>Things that keep me up at night</p></li><li><p>What Would We Do Next Time?</p></li><li><p>31</p><p> Dedicated, training &amp; coaching team (instead of relying on RTEs &amp; Scrum Masters) to launch new trains, teams, or improve existing</p><p> Driving portfolio backlog maturity &amp; swarming from beginning with clear epic ownership teams</p><p> Focus on DevOps right out of the gate</p><p> ATDD, common environments, tooling, automation</p><p> Better define what is mandated at the portfolio level:</p><p> Definition of Ready (DoR)</p><p> Definition of Done (DoD)</p><p> Non-functional Requirements (NFRs)</p><p> Environment standards &amp; levels</p><p> Source of truth for requirements Rally!</p><p> PI Planning cadence</p><p>Hindsight says</p></li><li><p>32</p><p> Relentless focus on building working tested software every sprint</p><p> Cross functional problem solving team to manage a continuous improvement backlog at beginning</p><p> Better rationalize roles &amp; responsibilities of Project Management job family</p><p> Agile practitioners, Program &amp; Project Management</p><p> Make a decision about Rally portfolio item hierarchy and just stick to it</p><p>Hindsight says</p></li><li><p>What is in Our Future?</p></li><li><p>34</p><p> Stabilizing what we launched</p><p> Way, way more sophisticated DevOps &amp; Release Management</p><p> Product Runway team at the Portfolio Level</p><p> Continue to partner with Rally to:</p><p> Improve Dependency Management</p><p> Build an actual release object</p><p> Convert heaps of data into actionable information</p><p> Funding teams &amp; not projects</p><p> and more</p><p>Next areas of focus</p></li><li><p>35</p><p>For More Information</p><p>To learn more, please visit:</p><p></p><p>CA World 15</p><p></p></li></ul>


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