scaling the heights of agile (aka scaling and measuring agile)

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Scaling The Heights of Agile (aka Scaling and Measuring Agile). Damon Poole. Chief Agilist , Eliassen Groups Agile Practice Coaching: Transformation and Tune-ups Training Staffing 20 years of process change ranging from small co-located teams to multi-hundred team global enterprises - PowerPoint PPT Presentation

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Scaling The Heights of Agile(aka Scaling and Measuring Agile)Damon PooleChief Agilist, Eliassen Groups Agile PracticeCoaching: Transformation and Tune-upsTrainingStaffing20 years of process change ranging from small co-located teams to multi-hundred team global enterprisesFounder and past CTO and CEO of AccuRevCreator of multiple Jolt-award winning productsPast President of Agile New EnglandAuthor of DIY Agile Kickstart

AgendaScaling AgileInstitutional Headwinds and TailwindsMeasuring Success

Scaling AgileScalingWhat do we mean by scaling?A typical definition of scaling:Adding more resources adds proportionally more capacity for doing workDoes traditional development scale?Each Feature is Comprised of Many Aspects

#define a b/* * This is great code. */bool doStuff ( ) { index++;}

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 trips2TomTraveller wants to delete a booking1SueTraveller wants to enter a booking3BobTraveller wants to register with the system3SueAdmin wants a report of site-wide activity5BobTraveller wants to edit a booking2Tom#define a b/* * This is great code. */bool doStuff ( ) { index++;}

#define a b/* * This is great code. */bool doStuff ( ) { index++;}

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!Stories are done all the way through the iteration, not just at the end.8Agile in Action

Customers / MarketProduct Mgmt$One piece flow across multiple teams

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Customers / MarketProduct MgmtInspect and Adapt (Self-healing)Organizations, people, projects, markets are constantly changingHealthy Agile requires constant monitoring and adjustmentTypical inspect and adapt mechanismsStandupsScrum of ScrumsRetrospectivesStop the lineEscalation TreeS109:00am 09:15amS209:30am 09:45amDaily standupManagement involvementAction ItemsOwnerTeam Zs build server is downCover Joes unexpected absenceResolve dependency between team X & Y

Rapid turnaround.Action ItemsOwnerTeam Zs build server is downJoeCover Joes unexpected absenceSusanResolve dependency between team X & YPatFocus: transparency, accountability, sense of urgencyIndividuals run into problems and solve them on their own or working with a team memberAt standup, team surfaces issues and tries to solve them. If cant then escalate to S2Repeat at S2, record any action items and assign an ownerBuilds accountability at all levels.Need fast exposure/resolution of issues to support high speed deliverySure, more upper level management involvement, but fewer big crisis and about the same level of involvement over time.12Escalation Tree1 hourFrequent Retrospective1 hourSame structure as daily meetings, but covers bigger trends.13Institutional Headwinds and Tailwinds

AgileTraditional

AgileTraditional

AgileTraditional

Silos by Role Focus on Operational EfficiencyBAs / ProductManagersDevsTestersArchitectsProjectManagersSpecialization and cost reductionFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile18Misaligned GoalsFunctionalGoalsProject AProject BLate, missing scopeNot as relevant as hopedFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile19Moving to Managing Business Value DeliverySwitch to business value delivery metricsAlign everyone connected to a line of business or product to the same goal: delivering of business valueExamples:Oldnumber of defects found per releasecoding tasks completedNewtest coverage per new user story# of story points associated with done storiesFully Aligned GoalsSecondaryGoalsPrimaryGoalsProject AProject BFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile21One Solution: Organize around Business Value DeliveryProducts, lines of business, and maximizing business valueFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile

22Faux Teams vs Real TeamsFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile

23Faux Teams vs Real TeamsFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile

24Faux Teams vs Real TeamsFor illustrative purposes only, each organization is unique and will organize itself differently to handle Agile

25Top Ten Self-Reinforcing PatternsAreaTraditionalAgileDelivery focusProjectsProducts & releasesBusiness & IT interactionBig handoffsDaily interactionTeamsLarge, functional, project-based, transient, & dynamicSmall, cross-functional, product-based, long standing & staticMetrics, incentives and goalsFunctional and plan-basedTeam and business value delivery basedFundingAll or noneAs you goFeedback loopsSlowVery fastProjects per person2-51Test executionPrimarily manualAutomated & holisticIndividual Agile SkillsetLowHighTools and technologyTraditionalAgile-orientedWhen present, all of these things need to be worked around and accommodated in order to do Agile.That takes effort that is difficult to sustain which is why Agile at the team level so often evaporates.

Compensation around I helped insure delivery of completed stories vs I wrote X lines of code or found X bugs

26Measuring SuccessMeasuring SuccessNet Promoter ScoreProfitsAnecdotes related to business value

Agile Organization MetricsAreaCurrentGoalDelivery focusProducts & releasesBusiness & IT interactionDaily interactionTeamsSmall, cross-functional, product-based, long standing & staticMetrics, incentives and goalsTeam and business value delivery basedFundingAs you goFeedback loopsVery fastProjects per person1Test executionAutomated & holisticIndividual Agile SkillsetHighTools and technologyAgile-orientedWhen present, all of these things need to be worked around and accommodated in order to do Agile.That takes effort that is difficult to sustain which is why Agile at the team level so often evaporates.

Compensation around I helped insure delivery of completed stories vs I wrote X lines of code or found X bugs

29Additional MetricsShippabilityWork in ProgressCycle timeCycle Time2 years3 months2461357DevelopmentIntegration and testingPreparationmonthsCycle Time24613571 month iterationsPrepDoShipPrepDoShipPrepDoShipPrepDoShipPrepDoShipPrepDoShipCycle Time24613571 month iterationsPrepDoShipCycle TimeQ&AEmail:dpoole@eliassen.comWeb:www.eliassen.comTwitter:@damonpooleBlog:damonpoole.blogspot.com

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