1-page handout shared with attendees of BDPA Cincinnati chapter program meeting on January 16, 2014. The guest speaker was Gerald Smith (Sogeti USA)

1. Sogeti USA
Local Touch – Global Reach
Agile Methodology: What's the Big Deal?
How to Start an Agile Transformation
Presented at the 2014 January BDPA-Cincinnati Chapter Meeting
Presented at the 2013 Southwest Ohio PMI Chapter April Mega Event
Presented at the 2013 February Agile Cincy Membership Meeting, Cincinnati, OH
Presented at the 2012 PMI North American Global Congress
Vancouver, BC, CA
Presented at the 2012 IBM Rational Innovate Conference
Orlando, FL
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Agenda
•
Background on Company
•
Typical IT Environment
•
Why Chose Discipline Agile?
•
Transformation Strategy
•
Transformation Results
•
Benefits
•
Questions and Answers
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Agile Transformations are a
Marathon, Not a Sprint!
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About The Company
Client A
Fortune 100 company
2013 sales: $96.8B+
Hold #1 or #2 share in 38 of our 42 major markets.
35+ manufacturing plants supply 2 out of every 5 corporate brands units sold
335,000+ associates
IT Organization
1,270+ associates
Certified Scrum Masters & Project Managers
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Typical IT Environment
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Typical IT Environment
Tiered Environment
Project/Program
Mgmt
Infrastructure
Software
Development/
Support
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Typical Project Delivery Duration
Approx. 60% of project
completed before
capital is given.
TRa
TRb
TRc
TGx
TGw
TGz
TGy
Initiate
Define
Reqs.
Analysis
Design
Construct
Test
Implement
Close
2 mons
2-3 mons.
4-8 mons.
2-3 mons.
3-4 mons.
6-8 mons.
6-8 mons.
3 mons.
2 mons.
ROI/IRR
30 – 48 month durations
Approx. 2.5 to 3.5 yrs
13 – 20 mons.
+1 yr
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Why Choose Disciplined Agile
• Formal governance
• Teams need to stick to a [release] plan
• Measurements
• Role clarity
• Transparency
• Faster, Cheaper, Better® Directive
• DevOps
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Agile Scaling Model (ASM)
Core Agile Development
• Focus is on construction
• Goal is to develop a high-quality system in an evolutionary,
collaborative, and self-organizing manner
• Value-driven lifecycle with regular production of working
software
• Small, co-located developing straightforward software
Disciplined Agile Delivery
• Extends agile practices to address full system lifecycle
• Risk and value-driven framework
• Self organization within an appropriate governance
framework
• Refined solution due to involvement of core and extended
team members
Agility@Scale
• Disciplined agile delivery and one or more scaling factors
applies
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Source: Ambler, Scott Disciplined Agile Delivery
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Faster, Cheaper, Better®
Value
Quality
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Productivity
Predictability
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Scaling Factors
Team Size
Under 10 Developers
1000s Developers
Geographically Distributed
Co-Located teams
(same room)
Globally Distributed Resources
Enterprise Discipline
Project Focused
Enterprise Focused
Problem Domain
Straightforward
Emerging / Intricate
Compliance
Low Risks
Critical / Audited (ISO 9000, CFR 21)
Project Complexity
Homogenous
Heterogeneous / Legacy
Organization Distribution
Collaborative
(Single Organization)
Contractual
(Multiple Vendors)
Organizational Structure
Flexible
Rigid
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Scaling Factors
DiPD™
Area of Focus
Description Scaling
Factors
Risk Value Life Cycle
Iterative Risk Management
Expand to the entire project
lifecycle, not just software
development
Release Planning
Iterative Development
Core practices found in
SCRUM
Whole Team
Team Development
To help overcome the
organizational structure
factors that can negate team
development
Shared Vision
User Story Driven
Development
Core practices found in
SCRUM
Business Value Focus
Business Case
A measure to ensure working
software is planned for,
developed, tested,
demonstrated, and delivered
at the end of each iteration
Product Owner Acceptance
Disciplined iterative Project Delivery™
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Transformation Strategy
•
Enterprise transformations within any company are difficult in the best of
circumstances and usually must be staged across its organization and spread out
over time.
•
Knowing this, one option is to create a hybrid delivery framework with a focus on an
iterative approach for strategic enterprise capital projects based on a common set of
principles.
•
It is important to think of the effort to
create the iterative delivery framework as
a project.
•
As such, there are steps as it progresses.
Readiness
Deployment
Support
Coaching
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Agile Readiness
•
The goal of the readiness step of the Agile adoption is to understand the current state
of the project team and stakeholders.
•
Setting Expectations for change.
•
Establishing an overall strategy and plan for the engagement.
Identify an Agile Coach
Establish a strategy and roadmap for implementing agile
Establish the agile methodology and practices framework
Determine suitability of projects – Decision Matrix
Establish periodic progress meetings
Assess engineering practices and agile mindset of the team
Focus on having an agile mindset and cultural shift
Identify a pilot project
Co-locate the project team
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Agile Deployment
• The goal of the deployment step is to execute the Agile approach
and practices and help the team apply them to the project.
Set up the agile planning tool
Provide agile training
Deploy the agile methodology and practices
Hold periodic meetings to ensure deployment is on track and
directionally correct
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Agile Support
• The goal of this step is to provide the necessary support (tools, data
gathering techniques, resolution of issues) to the pilot team
deploying the iterative project delivery framework, and to improved
as appropriate
• During this step meetings between the scrum master and project
manager accomplished the following:
Provide additional focus on tools and automation
Meet with and educate cross-functional managers, stakeholders
On-board new team members
Report to senior management the pilot team’s progress
Collect and record metrics
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Agile Coaching
• The goal of this step is to provide the necessary coaching
and mentoring to the pilot team deploying the agile
framework, and the validation to ensure that practices have
actually been implemented and improved, as appropriate
• During this step an agile coach was used to:
Provide continued coaching and mentoring
Provide in-session validation of practices
Provide periodic check-in meetings to monitor direction
Provide periodic agile assessments to gauge adoption
level
Provide additional focus on tools and automation
Groom local agile coaches – identify and energize the agile
user group
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Create a Book Club
Lyssa Adkins, CST, PMP
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Transformation Results
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Transformation Results
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Transformation Results
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Benefits
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Timeline Comparison
Initiate
Define
Reqs.
Analysis
Design
Construct
Test
Implement
Close
2 mons
2-3 mons.
4-8 mons.
2-3 mons.
3-4 mons.
6-8 mons.
6-8 mons.
3 mons.
2 mons.
30 – 48 month durations
Approx. 2.5 to 3.5 yrs
Fiscal Year 2011
Features Delivered:
Release 3
Release 4
Release 5
Release 6
3 mons.
2.5 mons.
3.75 mons.
3.25 mons.
12.5 month durations
Approx. 54 weeks
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i. Shopping List
ii. QR Code Scan
iii. Loyalty Points
iv. Weekly Ads
v. Rx Refills
vi. My Store
vii. User Profile
viii. Digital Coupons
ix. FAQs
x. Customer Feedback
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Product Owner Feedback
“I am proud that the team each contributes and wants to make the
product better, and that we can/have been able to maintain an
environment that fosters that inclusion and sense of freedom to
contribute; each and every team member adds value each and every
day … we have pushed the platform well beyond the expectations of
any one individual in the group, and the shared vision is much
stronger than any one could have imagined initially … we've done this
all on a (relatively) low operational run rate, and are gaining in
efficiency and through-put.”
-
Director, Client A, Print and Interactive Communications, Advertising, and Gift
Services Dept.
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Q&A
Raffle
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Contact Information:
Gerald D. Smith, MBA, PMP, CSP
Gerald.Smith@us.sogeti.com
Phone: 513-325-6513
Linkedin: http://www.linkedin.com/agilecounsel
Twitter: @gds005
Blog: http://gsmithcsp.wordpress.com
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Thank you
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References
Ambler, Scott. Agile Criteria, Common Agile Scenarios. “Scaling Agile
Software Development for IT with Rational Tools: A Detailed View”,
Ambler, Scott What is Agile, Measurement Challenges. “Introduction to
Agile Delivery Workshop”
Kroll, Per. “Measuring the Results of Your Agile Adoption - Using the
Measured Capability Improvement Framework”
Rivera, Ted, Richard, Ed. Core Iteration Metrics. “Agile and Lean Metrics:
Quantifying Agile Adoption and Business Contribution across the Entire
Value Stream”
ScrumSenses, “Agile Metrics”.
http://ww.scrumsense.com/coaching/metrics
Smith, Gerald, “Agility … Iteratively” Whitepaper
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