1. AGILE ME
AGILE ME
HUSNI ROUKBI
Large Scale Agile
Transformation

2. AGILE ME
• Why
Adopt
Agile
?
• Agile
At
scale
• The
Problem
• The
Solu9on
• Agile
Governance
• Summary
• Q&A
2
Agenda

3. AGILE ME
WHY ADOPT AGILE?

4. AGILE ME
4
Why Adopt Agile?
Source:
VersionOne
–
State
of
Agile
2014

5. AGILE ME
5
Actual Improvement from Implemen=ng Agile
Source:
VersionOne
–
State
of
Agile
2014

6. AGILE ME
6
Barriers to Agile Adop=on
Source:
VersionOne
–
State
of
Agile
2014
Organiza=onal culture or a general resistance to change is the biggest barriers
to agile adop=on, followed by not having the right skill set.

7. AGILE ME
7
Most Popular Agile Framework
Source:
VersionOne
–
State
of
Agile
2014

8. AGILE ME
AGILE AT SCALE

9. AGILE ME
•
9
Scrum is Simple
Sprint
1 Month to 2 Weeks
Shippable
Release
Burn Down
Daily Scrum
(stand-­‐up)
Team
Scrum Master
Sprint Review
(including demo)
Retrospective
Burn Up
Velocity
SCRUM
Product Owner
Customer Needs
Definition of
Ready
Sprint Planning Sprint
Backlog
Definition of
DoneProduct
Backlog
Not to be confused with Easy ☺

10. AGILE ME
scrum
scrum
scrum
scrum of scrums
Tradi=onal Scrum Scaling Concepts
Is not enough to scale Scrum from team to program level
and deal with issues such as release planning and system integra=on.
What about PorUolio Mgmt. ?

11. AGILE ME
11
Why do you need to scale?
Product
Backlog
Product
Backlog
Product
Backlog
To Do More..

12. AGILE ME
12
Why do you need to scale?
Product
Backlog
To go faster..

13. AGILE ME
13
To Integrate
Product
Backlog
Product
Backlog
Product
Backlog

14. AGILE ME
Scaling Agile
More energy is being put into scaling agile across the enterprise
Ø Scrum of Scrums
Ø Scaled Agile Framework (SAFe).
Ø Large-Scale Scrum (LeSS)
Ø Disciplined Agile Delivery (DAD)
The 2014 VersionOne State of Agile survey shows that the overwhelming
response has been
http://info.versionone.com/state-of-agile-development-survey-ninth.html
Ø Scrum of Scrums (69%)
Ø Internal methods (25%)
Ø SAFe (19%).

15. AGILE ME
15
Scaled Agile Framework

16. AGILE ME
16

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17

18. AGILE ME
18

19. AGILE ME
19

20. AGILE ME
20

21. AGILE ME
21

22. AGILE ME
THE PROBLEM

23. AGILE ME
AGILE ME
23
Why would an enterprise want to take on Agile Transforma=on?
Ø Are there any issues with the current implementa=on
approach?
Ø Is the current =me to market helping the company
achieve its revenue targets?
Ø Are the customers happy with the company products?
Ø Are the products being delivered having quality issues?
Ø Are there any gaps between product management and
delivery teams?
Ø Is there produc=vity loss due to considerable amount
of rework on the delivered products?
Ø Is the current feedback loop not working to catch up
with market fluctua=ons?

24. AGILE ME
• Having
lots
of
agile
teams
in
an
enterprise
isn’t
enterprise
agility
• Some9mes
organiza9ons
fall
into
the
trap
of
thinking
that
having
agile
teams
means
they
have
an
agile
organiza9on
• Enterprise
agility
is
when
all
the
parts
of
the
organiza9on
work
together
to
create
Agile
outcomes
• The
en9re
delivery
capability
of
the
enterprise
has
to
be
focused
on
agile
principles
and
execu9on
• Focusing
only
at
the
team
level
can
result
in
local
op7ma
within
your
organiza7on
• Some9mes
a
team
can
perform
well
at
Scrum,
but
the
business
doesn’t
see
any
incremental
value
from
their
investment
• Some9mes
a
high-­‐performance
team
can
disrupt
other
func9ons
in
the
organiza9on
if
the
upstream
and
downstream
processes
are
not
able
to
work
at
the
same
pace
24
The Problem …

25. AGILE ME
• Team
level
Agile
prac7ces
are
different
from
Agile
prac7ces
at
scale
• The
prac9ces
we
put
in
place
at
the
team
level
oVen
don’t
work
when
we
apply
them
in
larger
organiza9ons
• Prac9ces
have
to
adapted
at
scale
to
accommodate
more
diverse
groups
of
stakeholders
and
more
complicated
value
streams
• Agile
at
scale
requires
a
broader
set
of
tools
and
techniques
• Scrum
and
XP
at
the
team
level
• Kanban
and
Lean
at
the
program
and
porZolio
level
• Tradi9onal
Project/PorZolio
Management
at
the
Enterprise
25
The Problem …

26. AGILE ME
THE SOLUTION

27. AGILE ME
• First...
we
do
have
to
get
team
level
agile
right.
We
are
going
to
talk
about
some
of
the
things
you
can
do
that
will
lead
to
successful
team-­‐level
Agile
transforma9ons.
• The
fundamentals
behind
why
Agile
works
• Teams
stay
together
and
are
highly
engaged
• Minimize
dependencies
and
strive
for
loose
coupling
between
teams
• Fully
engaged
business
partners
• A`en9on
to
geang
done
and
comple9ng
work
before
new
work
is
started
• Technical
excellence
and
con9nuous
a`en9on
to
product
quality
27
The Solu=on

28. AGILE ME
• Common
challenges
that
cause
Agile
to
fail
• Agile
team
is
a
local
op9miza9on
and
out
of
alignment
with
the
rest
of
the
business
• Project
driven
organiza9ons,
very
difficult
to
keep
cross-­‐func9onal
teams
together
over
9me.
• Value
is
either
too
broadly
defined
or
too
narrowly
defined
• Organiza9onal
structures
and
product
architectures
work
against
establishing
cross
func9onal
teams
• Overly
poli9cal
cultures
and
lack
of
trust
• Inability
to
balance
capacity
and
demand
• Not
recognizing
the
broad
organiza9onal
change
necessary
to
make
an
agile
transforma9on
sustainable
28
The Solu=on

29. AGILE ME
What
does
it
look
like
when
things
are
really
going
well?
• Cross
func9onal
teams
aligned
directly
to
solve
business
problems
• Clear
voice
of
the
business
and
a
willingness
to
make
tradeoffs
to
meet
9me
and
cost
constraints
• Individual
empowerment
and
shared
accountability
for
outcomes
• Disciplined
a`en9on
to
technical
excellence
and
product
quality
• Predictable,
accountable,
able
to
consistently
make
and
meet
commitments
29
The Solu=on

30. AGILE ME
Adop7on
vs.
Transforma7on
First...
we
want
to
untangle
two
words
that
some9mes
can
be
used
interchangeably
• Agile
Adop7on
is
about
what
you
do...
prac9ces,
tools,
techniques,
ceremonies,
and
habits
• Agile
Transforma7on
is
about
who
you
are...
reflected
in
both
the
structure
of
the
organiza9on
and
who
you
are
as
people
Long
term
results
require
both
adop9on
and
transforma9on
to
be
successful
Second...
we
want
clearly
ar9culate
the
three
major
focus
areas
that
must
be
addressed
interdependently
• Organiza7onal
Structure
is
about
how
you
create
teams
and
how
you
organize
them
• Agile
Prac7ce
is
about
the
methods
and
tools
you
choose
to
introduce
• People
and
Culture
is
about
changing
hearts
and
minds
of
the
individuals
in
the
organiza9on
30
The Solu=on – Agile Adop=on and Transforma=on

31. AGILE ME
Third...
we
want
introduce
the
no9on
that
introducing
Agile
is
an
itera9ve
and
incremental
process
for
you
organiza9on
• Itera9ve
is
when
parts
of
the
system
are
developed
at
different
9mes
and
integrated
as
they
are
completed
• Incremental
is
when
you
go
back
over
parts
of
the
system
making
improvements
The
strategy
is
to
increment
the
organiza9on
by
building
teams
and
iterate
the
teams
over
9me
31
Itera=ve vs. Incremental

32. AGILE ME
Organiza7onal
Transforma7on
• Establish
top
to
bo`om
structure
and
roadmap
• Incrementally
make
changes
and
establish
teams
• Define
policies
and
working
agreements
between
teams
32
Agile Transforma=on/Adop=on
Organiza(onal+
Transforma(on+
Adopt++
Prac(ces+
Personal+
Transforma(on+

33. AGILE ME
Adop7ng
Prac7ces
• Sprint
planning,
daily
stand-­‐
ups,
product
reviews,
and
retrospec9ves
• Iden9fy
and
train
a
Product
Owner
and
Scrum
Master
• Teach
TDD,
CI,
Story
Maps,
and
MMF
33
Agile Transforma=on/Adop=on
Organiza(onal+
Transforma(on+
Adopt++
Prac(ces+
Personal+
Transforma(on+

34. AGILE ME
Personal
Transforma7on
• Develop
an
ability
to
deal
with
uncertainty
and
adapta9on
• Help
people
work
toward
common
organiza9onal
goals
• Help
foster
empathy,
trust,
and
teamwork
34
Agile Transforma=on/Adop=on
Organiza(onal+
Transforma(on+
Adopt++
Prac(ces+
Personal+
Transforma(on+

35. AGILE ME
35
The Solu=on – Enterprise Agility

36. AGILE ME
AGILE GOVERNANCE

37. AGILE ME
Construc9on
Story
Done
Task
Done
Task
In
Process
Task
Ready
Story
Backlog
COMPONENT
DELIVERY
SCRUM
Done
Develop
and
Test
Ready
To
Build
Detailed
Planning
Release
Targe7ng
Feasibility
Study
Market
Research
Story
Review
Story
Mapping
Feature
Breakdown
KANBAN
Program
PORTFOLIO
Feature
Complete
Integra7on
Tes7ng
Develop
and
Test
Incep9on
Elabora9on
Transi9on
New
Concept
PorUolio -­‐> Program -­‐> Component

38. AGILE ME
• Idea list genera=on
from mul=ple data
feeds and sources
• Market Research
• Customer Research
• Field Feedback
• Business Case & ROI
• Compe==ve Analysis
• High Level Es=ma=on
• Solu=on Cost
• High Level Architecture
• Risk Analysis
• Feasibility
• Detailed Architecture
• Feature Mapping
• Acceptance Criteria
• Es=ma=on
• Backlog
• All features are done
• Regression tests are completed
• Release Criteria are met
• Forced Priority
• Certainty Curve
Done
Develop
and
Test
Ready
To
Build
Detailed
Planning
Release
Targe7ng
Feasibility
Study
Market
Research
New
Concept
PorUolio Team
GATE RESPONSIBLITY
Portfolio Level

39. AGILE ME
• Feature List for
the Parent Epic
• Story Wri=ng
• MMF
• Es=ma=ng
• High Level Design
• UX Mockups
• Es=mate Sanity Check
• Spike Iden=fica=on
• Review for Feasibility
• Review of Acceptance Criteria
• Story Spanning
• Story Tasking
• Feature Tes=ng Non-­‐Func=onal
• Valida=on of Automated Tests
• Detailed Design
• Code
• Unit Test
• Code Review
• Func=onal Test
• User Story
• Product Owner Acceptance
Feature
Complete
Integra7on
Tes7ng
Develop
and
Test
Story
Review
Story
Mapping
Feature
Breakdown
• All Stories are done
• Feature Level tes=ng is completed
• Defect criteria are met
• Feature Check list from RDS template
• Performance and Sizing Complete
Product Owner Team
GATE RESPONSIBLITY
Engineering Team
GATE RESPONSIBLITY
Engineering Team
GATE RESPONSIBLITY
Product Owner Team
GATE RESPONSIBLITY
Program or Feature Level

40. AGILE ME
Story
Done
Task
Done
Task
In
Process
Task
Ready
Story
Backlog
• Story List for the
Parent Feature
• Approved task of 8
hours or less
• SCRUM team
completes the task
• Task is done and
communicated
in the standup
Documented
• The
User
Story
• Acceptance
Criteria
• Conversa9ons
• Level
of
Value
• Level
of
Effort
• Design
Assump9ons
• Design
Documented
(op9onal)
• UI
Documented
(op9onal)
Coded
• Checked
Into
integrated
build
• Simple
Design
• Documented
with
Comments
• Automated
Tests
for
New
Features
Tested
• Tes9ng
is
complete
• Defect
Criteria
Met
• Automated
Tes9ng
Passed
Approved
• Feature
Complete
(Scrum
Master)
• Test
Complete
(QA
Lead)
• Accepted
(Product
Owner)
Project or Component Level

41. AGILE ME
41
Visualizing Improvement

42. AGILE ME
INTEGRATED STRATEGY
Customers
Business Strategy
Application Portfolio
Management Demand
Management
Resource
Management
Financial
Management
Reporting &
Analytics
Agile Programs & Projects
Traditional Waterfall
Programs & Projects
Agile Best Practices
Product Planning
Release Planning
Sprint Planning
Sprint Tracking
Agile Reporting & Analytics

43. AGILE ME
BRINGING PPM AND ALM TOGETHER
• Development Effort
(Hrs)
• Per resource
• Per day
• Per task
• Tasks = Work
items
• Name
• Description
• Start Date
• End Date
• Project = Initiative Epic
• Name
• Description
• Start Date
• End Date
New Project
WBS
Time Sheets
PPM
ALM
PPM
PPM
ALM
ALM

44. AGILE ME
SUMMARY

45. AGILE ME
• Execu9ve
Agile
Champion
• Agile
maven
and
organiza9onal
connector
• Business
and
Agile
credibility
• Pragma9c
and
prescrip9ve
• Tailor
the
message
to
the
audience
• Must
be
able
and
willing
to
“call
out”
bad
behavior
effec9vely
• Provide
consistent
team
training
across
all
parts
of
the
organiza9on
• Teams
are
the
founda9on
of
agile
at
any
level
of
scale.
• This
includes
not
only
training
in
agile
values
and
concepts,
but
also
in
agile
engineering
best
prac9ces.
• Provide
competent
post-­‐training
guidance
&
Coaching
• Experienced
coaches
should
mentor
newly
minted
agile
teams
for
3-­‐5
sprints
at
least.
• Bring
external
Agile
coaches
ini9ally
to
complete
the
transforma9on
within
a
shorter
period.
• Allocate
budget
to
cover
coaching
in
the
transforma9on
road
map.
• Conduct
a
successful
pilot
• Iden9fy
a
business
area
to
start
with,
and
then
expand
from
there.
It
will
allows
an
organiza9on
to
improve
the
process
and
learn
what
works
and
what
doesn’t.
45
What Works

46. AGILE ME
• Provide
consistent
leadership
training
across
all
parts
of
the
enterprise
• Individuals
in
various
levels
of
leadership
must
know
how
to
be
facilita9ve,
business-­‐
oriented
leaders
with
an
agile
mindset.
• Execu9ve
mgmt.
team
has
to
undergo
some
coaching
to
set
the
right
expecta9on
about
the
transforma9on.
• Decide
on
organiza9on
structural
changes
and
plan
for
them
carefully
• You
can’t
establish
a
cross-­‐func9onal
team
if
test
and
dev.
live
in
separate
silos
within
the
organiza9on.
• High
performance
teams
require
them
to
act
toward
one
goal
and
trust
each
other.
HR
needs
to
change
their
compensa9on
benefits
to
focus
more
on
rewarding
the
team
rather
the
individual.
• Decide
how
to
measure
transforma9on
progress
before
you
start
• Establish
a
core
transforma9on
team
to
con9nuously
inspect
and
adapt.
• Create
Maturity
model
against
which
to
measure
progress
(SHU/HA/RI).
• Decide
on
the
required
changes
to
tools
• Iden9fy
suitable
tools
for
agile-­‐based
methods,
and
train
teams
on
their
use.
46
What Works (Cont.)

47. AGILE ME
AGILE ME
47
gold sponsor
silver sponsor
bronze sponsor
media partner

48. AGILE ME

49. AGILE ME
• The
content
of
this
presenta9on
was
influenced
by
below
men9oned
people:
• Mike
Co`meyer
:
His
ideas
were
adopted
in
the
Agile
Adop9on
and
agile
organiza9on
governance
sec9ons.
49
Appendix

50. AGILE ME
AGILE ME
Thank You
50