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Case: build an IT pool

  1. 1. Case Build an IT pool the Goal: • Share limited capacity on several projects, application maintenance … • Basis for a ‘Shared Service Center’ Key points: application of Lean & Agile principles on a real case Build an IT Pool 7 applications with 3 new for the team secure the business roadmap Unbalanced life style for the Team Leader 5 IT & 60% renewed Manage operational risk (backup)
  2. 2. Project Charter Build an IT Pool the Goal: • IT team (5 IT) is managing 7 applications (3 are new for the team) with 5 technologies • Help the team succeed to deliver his roadmap without major problems Context: • IT team (5 IT) is managing 7 applications with 5 technologies Problem: • Among the 7 applications, 3 are totally new for the team • 60% of the team has been renewed (1 internal but senior) • The team Leader is over burned as he’s doing too many things on his own (e.g. playing the role of IT expert which in reality he’s not) Success criteria: • The team succeeds to deliver his roadmap without major problems • The IT pool is nearly transparent for the Sponsor/Customers Benefits: • The team structure supports the strategic technology shift and secure the perimeter, defining a backup for the main IT applications • The team Leader, delegating the technical expertise part to the IT Tech Lead should free some time and be more focused on team management The Lean Project: • Help the Domain manager and the team leader to build an IT pool • Help the team Leader to delegate • Duration: 15 weeks • Average workload: 1 day per week for Lean Agile coach How?: • Do a small diagnosis of the situation • As the project is about technology expertise, create an internal role of IT Tech Lead • Encourage the team leader to delegate more to focus himself on team management i.e. organisation, control, support & make the team more autonomous • Define & communicate RACI on the code factory and key development steps i.e. accountability per application, modules of application, technology, Release building, environments, etc … Main steps: Build the SLA and the according Skill Matrix: • Build a skill matrix with the 7 applications, the 5 technologies • For each application, according to the life cycle and the importance of the application, define the ideal SLA (i.e. fully alive with project, alive with maintenance or in phasing out with just some support) • Translate this SLA in the minimum required staffing (number of expert, medium or low skilled team member) • Conduct the team member interview: try to match their wills and the minimum required staffing mentioned above Coached by the Team Leader, the Tech Lead defines and manages the action plan to effectively build the IT pool: • The pairs (assignee + backup) per application • The Referent per technology • The training/coaching plan to reach the Target skill level • The team structure in the daily life (do they do pair programming? How? What is exactly the role of the expert on each application?...) • The global governance: which subject is discussed in the meetings cascade (e.g. daily, weekly, specific ) the key points: the A3 format. Give all the key elements of your projects on a single A3 page so that the Sponsor can take the right decision
  3. 3. Define the Skill Matrix Define the SLA and translate it into the minimal required staffing the Goal: • For each application in the portfolio, define the current status: fully alive with project, alive with maintenance, in phasing out with just support the key points: keep in mind the coach has 2 goals: coach the Team Leader to improve his leadership and to make his team as autonomous as possible Application Technology Life cycle Minimal Target Staffing Appli 1 Tibco Live Project 1 expert 1 medium Appli 2 PHP Live Project 3 experts Appli 3 PHP Live Maintenance 2 experts 1 medium Appli 4 Talend Live Maintenance 2 experts 1 medium Appli 5 Java/Jira Live Maintenance 1 expert 1 medium Appli 6 Java Phase out Support IT Production team Appli 7 Java Live Project 2 experts 1 medium Output: How?: • Workshop: 1 to 2h • Attendees: • Team Leader • IT senior (future IT Tech Lead) • Lean/Agile coach • Preparation: all this action plan has to be discussed with the team leader • Warning & Advise: • Work first with the current roles • The team has to see the team leader act as the team leader • The team should not see the coach as the new team leader
  4. 4. Define the Skill Matrix Define the SLA and translate it into the minimal required staffing the Goal: • For each application in the portfolio, according to the skill level & team members’ desire build the Target staffing with the current skill level the key points: the skill matrix is focused on autonomy and expertise Appli 1 Appli 2 Appli 3 Appli 4 Appli 5 Appli 6 Appli 7 Team Member 1 expert 1 medium 3 experts 2 experts 1 medium 2 experts 1 medium 1 expert 1 medium IT Prod. Team 2 experts 1 medium TM 1 0 3 1 1 4 4 3 TM 2 0 3 1 2 0 0 0 TM 3 0 3 2 1 0 0 0 TM 4 4 0 0 0 0 0 0 TM 5 (until August) 3 0 0 0 0 0 0 TM 6 (until June) 0 0 0 0 0 0 3 TM 7 (TBA) 0 0 0 0 0 0 0 Output: How?: • Workshop: 1 to 2h • Attendees: • Team Leader • IT senior (future IT Tech Lead) • Lean/Agile coach Legend 4: autonomous & expert able to coach the other 3: autonomous (senior) 2: partially autonomous (medium) 1: not autonomous (junior) 0: doesn’t know
  5. 5. Define the Skill Matrix Define the SLA and translate it into the minimal required staffing the Goal: • For each application in the portfolio, according to the skill level & team members’ desire assess the gap between current & target skill level the key points: in one-to-one, the Tech Lead discuss with each team member his wills and the team constraints Appli 1 Appli 2 Appli 3 Appli 4 Appli 5 Appli 6 Appli 7 Team Member 1 expert 1 medium 3 experts 2 experts 1 medium 2 experts 1 medium 1 expert 1 medium IT Prod. Team 2 experts 1 medium TM 1 0 3 -> 4 1 -> 3 1 -> 3 4 4 3 -> 4 TM 2 0 3 -> 4 1 -> 4 2 -> 4 0 0 0 -> 2 TM 3 0 -> 3 3 -> 4 2 -> 4 1 -> 4 0 0 0 TM 4 4 0 0 0 0 0 0 TM 5 (until August) 3 0 0 0 0 0 0 TM 6 (until June) 0 0 0 0 0 0 3 TM 7 (TBA) 0 0 0 0 0 -> 2 0 0 -> 4 Output: How?: • Workshop: 1 to 2h • Attendees: • Team Leader • IT senior (future IT Tech Lead) • Lean/Agile coach • Attention points: • Presented to all the team (in team meeting) • Supported by all the team • Follow-up done by the Tech Lead coached by the Team Leader
  6. 6. Internal organisation with a Tech Lead the Goal: • Governance to build the quality in the code the key points: empower the Tech Lead and Senior people. Even more junior if you can. Show people they can have perspectives in terms of professional development creates motivation Daily Weekly Fortnightlty Team role Daily stand-up Weekly team meeting Sprint planning Team Leader Technical Lead Team Member Output: • Governance of the IT pool project • Several tools to build the IT pool • Pair programming • Best Practice sharing • Training (theoritical & academic session) • Standard documentation The Tech Lead has to define when and how to use them. For instance • Pair programming: • During the sprint planning, select the User Stories and define the ‘pair’ to work on them • During the daily & weekly: monitor and adjust the ‘pair programming sessions • Best Practice sharing • The last 15mn of the weekly team meeting might be used to present a specific Best Practice validated by the Tech Lead A B A A B
  7. 7. Build the quality in the code the Goal: • Ensure the consistency in many key topics • Build the map of key topics and ensure they are managed by someone in the team the key points: ask the team where is complexity, create ad-hoc roles and find in the team who could play those roles Key topics to cover to have a good code factory • Release package including the setup in production Often the end of the development process involves many stakeholders (the sponsor, the End-User, the Business Analyst, the developer, the architecture, the production team, …) which implies complexity in terms of coordination • Code management If many developers develop on the same code, a specific role of ‘Integrator’ might be useful to manage the complexity of branches • Module management If the code is structured following a specific architecture by module (e.g. 3 tiers), one manager per module (e.g. per tier) can ensure the consistency of other developers’ contribution, validating the architecture principles defined internally • Environment management If people (BA, IT, testers, …) are sharing the same environments (e.g. dev, test, etc …), internal conflicts will appear. To ensure a good use of those shared envirnoments, you can define one manager per environment. People wanting to use this environment should ask the agreement of ‘its manager’ to see When and How to use it • And many others might be useful depending of the team context

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