successful agile teams at scale
TRANSCRIPT
Successful Agile Teams at Scale
Julian Holmes, AgileMentors
Agenda▪ Why Agile? ▪ Defining ”Agile Teams at Scale” ▪ Scaling Agile Frameworks ▪ Large and Distributed team structures ▪ Enterprise Agile Transformation ▪ Supporting Practices and Techniques ▪ Summary
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▪ Global Rational User Community
Everybody wants to be Agile
▪ Why? – Better Results – Shorten Time-to-Market – Adapt to Changing Needs – Improved Quality – Maximize ROI
▪ How? - Requires Change – Business – Organizational – Cultural – Commercial/Contractual – Ways of Working
What is “Agile”? – Some Truths
▪ A movement ▪ Based on management theory ▪ A collection of lightweight methods ▪ Empirical and adaptive ▪ Simplistic and pure ▪ Idealistic
What Does it Mean to Scale Agile?
Selection Factors Scaling Factors
Hybrid Method Frameworks
• Single methods don’t have all the answers
• SDLC 3.0 first defined a hybrid framework
• DAD and SAFe are both instances.
• DAD is evolving into a process decision framework
Greater Discipline
▪ Agile Foundation ▪ DAD Extension ▪ Risk Management ▪ Delivery Assurance ▪ Governance
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▪ All required to allow for Scale
The roles of Disciplined Agile Delivery (DAD)
Moving from Traditional to Agile Roles
▪ Traditional roles are impacted by modern practices
▪ Siloed roles need to embrace cross-functional mindset
▪ There is a place for all roles in the agile organization
▪ New skills and responsibilities ▪ Requires organization-wide
buy-in * Scott W Ambler, 2011
Structuring a Growing Team
Small Team Effective up to 7 ± 2
Vision
Medium Team Effective from 10 up to 30
Large Team Effective from 30 upwards
Product Team
Deployment
Configuration Management
Solution Architect
Technical Expert
Build Management
Technical Support Team (sample roles)
Environment Support
Product Analyst
Product Architect
Engagement Manager
Scrum Master
Governance Team (sample roles)
Product Owner
Test Management
PMO
Feature Team(s)
V
Shared Vision
Enterprise Architect (supports Product
Architect)Independent Testing Team (permanent / part time)
Evolving Team Structure
Feature Owner Feature Analyst Developer Feature Architect Tester Scrum Master
* Capgemini UK plc, 2013
Distributed Agile Teams at Scale
▪ Start local and establish a common culture ▪ Build a high-performing approach ▪ Implement and prove your collaboration tools ▪ Maintain constant cross-location transparency ▪ Budget for travel ▪ Don’t isolate “whole teams” ▪ Keep all locations “equal” ▪ Budget for some role duplication
Agile Transformation – Cultural Challenges
▪ Cargo cult change ▪ Matching practice to
culture ▪ Individuals vs. teams ▪ Fear of transparency ▪ Rewards and recognition ▪ Outsourcing vs. fostering ▪ Beware of PANDA!
* Cameron & Quinn’s Competing Value Framework, 2005
Agile Culture Change
▪ It has to start at an individual level
▪ The team has to be empowered
▪ The organisation must want to learn
▪ Communities must be fostered
Activity Coordination
▪ Collaboration is key ▪ A range of practice
options available ▪ Some enable Agile,
others less so ▪ Scales of maturity, or
recommended options
Enterprise Alignment
▪ Increasing organisation-wide maturity
▪ Aligning across programs of work
▪ Governing effectively !
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disciplinedagiledelivery.com
Agile ALM Support with Jazz
▪ Jazz platform supports the practices of agile teams at scale
▪ Enabling collaboration, transparency, and integration
RationalRequirements
Composer
RationalTeam
Concert
RationalQuality
Manager
The Rational solution for Application Lifecycle Management
Architect
Analyst Developer
Quality professional
Deploymentengineer
Beyond Cargo Cult Coaching
▪ More than just certified “scam-masters”
▪ Reality over rhetoric ▪ Coaching supported with
empiricism ▪ Pragmatic application of
practices ▪ True “journeyman” change
agents
Successful Agile Teams at Scale – Summary ▪ Agile adoption will give the
potential for: – Shortened time-to-value – Greater predictability – Ability to react to change – Improved business
relationship and trust – Reduced waste – “Better” solutions
▪ But it will require: – An investment in people – Business engagement – A “one team” mentality – A process decision framework – Measures that support the
approach – Collaboration tools – Experienced support
The Global Rational User Community
A brief introduction
© 2013 IBM Corporation
GRUC – An Active, Growing and Participating Audience
▪ The Global Rational User Community ▪ A collection of over 100 local & virtual groups with 15k members!
– www.rational-ug.org ▪ Vision:
– To promote the effective use of Rational solutions through an active, collaborative community of customers, partners, and IT professionals
▪ User Groups: – A group of customers who actively work with Rational and are interested in
learning and sharing information and experiences about their solutions with other customers to assist with Rational Product implementation
– Independently owned and run by users
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Available Resources ▪ Content libraries
– Miss a webcast or looking for resources? Our content is available to you as a member
▪ User Forums – Ask questions or start conversations
with other users ▪ Collaborate with IBM staff/executives
– Utilize the “Ask the Experts” section to get the answers to your specific questions
▪ Local User Groups – Connect with uses near you
▪ Virtual User Groups – Find other users in the same industry/
interest area to collaborate with ▪ Exclusive webcasts and events
– Keep sharp and continue to learn about Rational with expert-led trainings and group meetings
▪ Rational and Industry expert blogs – Search for the info you need, or follow
our posts to stay ahead of the competition
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Corporate User GroupsEnable efficient sharing of knowledge and experiences with employees around the world: ▪ Employees leverage Communities to learn, train & gain ▪ Easily communicate with development groups ▪ Track training or content consumption ▪ Accelerate problem resolution ▪ Develop your own centralized content library ▪ Leverage IBM for expertise ▪ FREE service
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What can you do to get value from the RUC?▪ Register on the web-site
– Make sure you allow us to send you our newsletters ▪ Join some Groups
– At least one local group, and perhaps a few of the virtual groups ▪ Review the Content Library
– There’s lots of value that we have already provided ▪ Contribute
– Discussions, forums, content ▪ Volunteer
– Present your experiences, provide venues, invite your peers
Next Steps
▪ Join the Swedish Rational User Group – Register at rational-ug.org – Perhaps volunteer to host or present at a meeting
▪ Consider your own private Corporate User Group: – Find detailed information online: rational-ug.org/crugs
• Julie Jordan, Rational User Community Programs: [email protected]
• Rod Baptie, Baptie & Co., [email protected]
▪ Discuss either option with us here at RUC SE
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