Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.
in 2002 and
in McLean, VA
and operated by
‣ Individuals and Interactions over Processes and Tools
‣ Working Software over Comprehensive Documentation
‣ Customer Collaboration over Contract Negotiation
‣ Responding to Change over Following a Plan
Improved Development Cost
Speed To Market
IT & Business Alignment
Value Delivered Through Features
+10% +37% +63%
+16% +39% +70%
Organize small, dedicated teams
focused on delivery
Make sure you have a dedicated
person to translate business to IT
Create a common vision and charter
for shared expectations
Build out a backlog that is at
least 3-4 weeks of effort
Be transparent in your process—you’ll
likely start on red and move to green.
Forget Command and Control.
Give the team the ability to
determine what’s best
4 5 6
The right team members in the right roles
focusing on important items. Team members
should be positive, have flexible skillsets and
thrive on challenge and change.
CREATE A CULTURAL BUBBLE
Create a “safe” place for the team
to operate. Separate but don’t
Think about success differently.
Incentivize innovation and incremental
FOCUS ON THE TEAM
Take transparency to a new level.
Encourage interactions, post
results and promote
ENHANCE COMMUNICATION LEARN, FAIL, LEARN AGAIN
Allow the team to learn and try new
things. Failure is ok. We learn fastest
from failure and Agile practices
Rinse, repeat. Look at what’s
working and what’s not and allow
the team room to continuously
improve and adapt.
Choose an Application Lifecycle
Management tool that can create the
metrics you need AND is suitable for
your Agile teams
Pull the data from your ALM and
create visual metrics dashboards for
Automate your testing. Unit,
integration, and system testing can
and should be automated.
HANDY DANDY TOOLBOX
Integrate your code frequently. At
least daily to ensure functionality
is stable and quality is high.
Continuous Integration XP
Multiple practices to increase
efficiency and collaboration during
Test Driven Development.
Test first mentality. Write the test
then write the code to pass the test.
Retrospective with stakeholders,
management, and impacted groups.
Make sure you are all still on the
same page with where this is headed.
EXPAND THE BUBBLE
Expand the boundaries of the
culture bubble. Get more people
involved in the Agile process
How big is it going to be? There are
multiple scaling options to choose
from. Scrum, SAFe, LeSS, DAD, Nexus
Got the scaling framework figured
out? Make sure you have plenty
of motivated people to be
PROJECT / TEAMS BUDGETING
Start socializing Lean Budgeting.
Budget a product not individual
Rinse, repeat. Look at what’s
working and what’s not.
Everyone comfortable with the Agile
reporting metrics? Work to keep only
what is needed.
How are your Auditors feeling about
all this. Work with them.
Keep them involved.
Starting small keeps the process at a
micro level. Is everything ready for the
More lines of communication for
each leap towards Enterprise Agile.
Do you have the back end systems in
place, are your Agents getting trained
on the new features? Are your
environments configured and stable?
How much do you owe!
Mature Agile financial services organization needed
capacity for 6-24 months.
‣ Provide Agile Pod teams using value-based pricing.
‣ Work within clients’ Agile framework (directly with Product Owners) to groom and
‣ Deliver 5-6 Scrum Teams annually (35+)
‣ Achieve high productivity in short periods of time.
‣ Flexibility to rapidly expand and get new products to market faster
Sales personnel not able to use complex back-end
‣ Deployed Scrum team to manage, run, and develop an integrated solution.
‣ Developed and managed evolving product backlog based off stakeholder feedback.
‣ Successfully deployed a mobile friendly, externally available web application on time
and below budget.
‣ Coached the organization on Agile best practices.
Needed additional capacity for rapidly growing product
‣ Deployed Scrum team to provide additional velocity.
‣ Independently managed Product Backlog while soliciting needs of stakeholders.
‣ Refactored a major feature of the system to ensure application’s future scalability
‣ Trained and coached the client on Agile scaling philosophies.
Lack of Agile expertise in-house.
‣ Deployed 2 full Scrum teams to run development projects from multiple locations.
‣ Developed and prioritized a product backlog based on client interviews.
‣ Delivered major code release for customer applications over eight 3-week sprints.
‣ Trained and coached the client during the process on Agile best practices.
Needed to meet a critical deadline but lacked the
necessary Product Development bandwidth.
‣ Digital Product Design team embedded with the client’s Product Owner.
‣ User-centered design process to ensure quality.
Concepted, designed and developed complex web-based membership service in
just 5 months.
Didn’t have the capacity needed to execute overflowing
Enterprise Scrum Team supports 7 overlapping digital products/services.
‣ Transparency of progress with client through demos and standup meetings.
‣ Average of 8 production deployments per mo. (vs. an average of 2 from other teams).
‣ Cost determined by value provided.
A NEW FOCUS
Added layer of governance, reporting, and process controls
“Culture of Excellence”
FLEXIBLE DEVELOPMENT CAPACITY
Plug our team into your Product Development Lifecycle
GET MORE, FASTER
We’ll get your strategic products to market faster, better
BE CLOSER TO YOUR DEVELOPMENT TEAM
Centrally-located development centers or on-site teams
Shared delivery risk and guaranteed quality with a proven
WE CALL THIS “AGILENOW”
AGILENOW ™ There are 3 primary use cases for considering AgileNow ™
‣ You need more development resources
‣ IT talent is difficult to find/retain
‣ Offshore is not a fit
‣ Customer demands are not being met
‣ Critical deadlines are missed
‣ Cost-Quality-Speed equation is off balance
‣ Agile adoption is floundering
‣ Marketing, IT & Product are misaligned
‣ The product is complex
A. TALENT IS TIGHT B. QUALITY IS LACKING C. EFFICIENCY CHALLENGES
HOW IT WORKS
Select Teams & Skill Sets Select Work Location(s)* Design Governance &
Manage Development &
*Location Options: Celerity on-shore delivery center, customer site, or a combination of the two.
Senior .Net Developer
Senior .Net Developer
QA Tester (Selenium)
Business Analyst/Proxy Product Owner
10 HOURS/SPRINT SME SUPPORT
(Architect, Art Director, Scrum Coach, UX, Content Strategist, Process)
‣ User Story Refinement
‣ Acceptance Criteria
‣ Definition of Done
‣ Non-Functional Requirements
‣ Just in Time Reviews, “Fail Forward Fast”
‣ Automated Unit and Integration Testing
‣ Continuous Integration
‣ Sprint Review, Demos
‣ Full functional & automated regression testing
CHANGE AT SCRUM
‣ UX visuals and wireframes
‣ Prioritization (User Story & Features)
‣ Acceptance Criteria
‣ Sprint backlog is sized and closed
‣ Just in Time Review, “ Fail Forward Fast”
‣ UX/BA Forward Thinking
‣ Risk/Implementation Elevation Plan
‣ ALM tool to show real-time progress
‣ Full Feature Sprint Review, Demos and Sign Off
‣ Shippable Product Increment