Scaling Atlassian for the Enterprise
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Learn techniques for integrating scaled agile processes in your Atlassian tools
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Scaling Atlassian for the Enterprise
- 1. © 2016 cPrime Inc., All Rights Reserved Scaling Agile with Atlassian Presented By: Swati Jain & Brandon Huff
- 2. About cPrime cPrime is an Alten Group Company 2
- 3. Presenter Background Swati Jain – VP Professional Services MBA, CSM, CSPO, SPC, PMC-II Swati has over 12 years of experience serving as a dynamic cross-functional leader with broad background in strategic planning, software product management, enterprise portfolio management, business process re-engineering, and solutions architecture. She has 4 years of experience leading Agile transformations of global high-tech development teams at enterprise level, where she championed and led software dept. transformations to Scaled Agile Framework for the Enterprise. She brings an open and adaptable mindset, with a strong ability to drive sustainable and scalable results through persistence and teamwork. 3
- 4. Presenter Background Brandon Huff – VP Professional Services PMP, PMI-ACP, SPC, CSM, CSPO Brandon Huff has 15 years of experience managing large software development, infrastructure, and process development projects for Fortune 500 companies. His experience as an Agile Coach has driven large enterprise transformations with lasting Agile COE’s. Brandon has designed and configured hundreds of Atlassian instances and pioneered the first Atlassian University courses. He has helped companies like Apple, Cisco, Oracle, NetApp, Ericsson, VISA, Hitachi, Target, and more. 4
- 5. Webinar Agenda • Scaling Agile Models • Tool requirements • Team needs in Scaling Agile • Demo of Scaling Agile Atlassian Solution 5
- 6. Scaling Agile Models 6 SAFe® 4.0 NEXUS™ DAD 2.0 LeSS Huge Interpreted by an organization to apply the core elements Your tools must support your organizations Scaling Agile methodology!
- 7. 7 Scaled Agile Framework for the Enterprise - SAFe® 4.0
- 8. 8 Disciplined Agile 2.0 - DAD
- 9. 9 Large Scale Scrum Huge - LeSS Huge
- 10. 10 Scaled Scum Framework – Nexus™
- 11. Common Scaling Agile Elements 11 SAFe® 4.0 DAD 2.0 LeSS Huge NEXUS™ Foundation based on iterative planning and delivery Centralized planning and decentralized decision making Cross-team and Cross- organization Planning Centralized planning and decentralized decision making Reporting on features and progress Alignment of requirements and traceability Focus on delivery of business value
- 12. Scaling Agile Tool Requirements Collaboration Communication Planning & Refinement Tracking & Reporting Traceability Process Enablement Your tools must to support your team needs in a Scaling Agile methodology 12
- 13. 13 1 2 3 4 Program Workflow 1 2 3 Team Workflow Feature Planning&Delivery Reporting Story Program Level Team Level ProductRequirements Feature Bug RiskSpike Portfolio Level 1 2 3 4 5 Portfolio Workflow Initiative Development Reporting Concept RepositoryBuildDelivery ConceptthroughDelivery Scaling Agile Atlassian Solution
- 14. 14 Backlog In Progress Done Feature Story Sprint Backlog Release 1 Backlog Evaluation In Progress Done Release 2 Portfolio Level Story Bug Spike Risk Story Story Bug Risk Story Story Bug Spike Risk Story Bug Roll Up & Reporting Team Level Funnel Evaluation Backlog Implementation Done Initiative Initiative Initiative Initiative Program & Product Level Backlog Evaluation In Progress Done Scaling Agile Atlassian Solution Feature Feature Feature Feature Feature Feature Feature Feature
- 15. Delivery & Support Alignment & Reporting Strategy Scaled Agile Organization & Hierarchy Stories Initiatives Features Portfolio Team Program & Product Team Delivery Team 15
- 16. Portfolio Team Needs Team needs to: view, plan and track your organizations most important initiatives across all strategic themes Are we working on the right things? Where are we in process of delivering our initiatives? Are we ready to start on next initiative? Where can I find the business plan of the initiative? What are our initiatives for our main investment theme? Can I see dashboard of most important metrics? 16
- 17. Program Team Needs Team needs to: determine if the release date will be met and test some what-if scenarios to determine what changes can be made to ensure the release date is met 17 Any cross-team dependencies getting in the way? Where are we in process of delivering our features? Are we going to deliver in budget and on- time? What are the details of this feature? Are there multiple teams working on it? Can I see Program dashboard of most important metrics? What percent of the feature is complete?
- 18. Product Team Needs Team needs to: Prioritize and groom the backlog, need clear visibility into status and progress of the projects 18 Any cross-team dependencies getting in the way? Confirm ranking of the backlog is in alignment with top ranked features How is our release progressing? Communicate changes to work in progress Communicate acceptance criteria to the team
- 19. Delivery Team Needs Team needs to: Track and manage sprint commitments, work assignment, and impediments for optimal velocity 19 Any cross-team dependencies getting in the way? We have room in the sprint to take on next item? Which one? What have we completed? Do we have capacity to take on more in this sprint? What is our remaining ToDo? What discussions did our offshore team have yesterday? What is our velocity? Let’s break this work down…..what do we need to do and who is taking it?
- 21. THANK YOU! 23
Notas del editor
- Now that we know how communication flows, lets see some more details on what happens at each level from concept to delivery First – there is an idea generation and there is an intake funnel which can be in JIRA , Confluence or some other enterprise tool. Once these ideas are vetted through economic and business viability, the approved initiatives flows through the program level. Next – your program teams break those initiatives into features, establish dependencies, and plan releases. This plan maps to the team’s backlog. Finally – teams are focused on development and delivery Lets take a closer look at each of these.
- So lets first take a look at the Portfolio Teams. Their main goal is to view, plan, and track all important initiatives. So what are they are doing to achieve that goal? They are going to look at where we are in the process, are we focused on the right things…….and they’ll need to under the impediments. Lets go take a look on how they will perform few of these activities. So we looked at the overall health of our initiatives. Any questions? john/cprime Admin/Charlie! Capabilities Kanban boards WSJF calculation , strategic themes, and prioritization Open link to share to linked features, Confluence documentation, hipchat integration Dashboards As a Portfolio Manager, my goal to understand progress or health of our portfolio To do this, I’ll need to view where we are in the process of delivering our intiatives, confirm we are working on the right things (bang for our buck) , delve into details and view features for an initiative and determine if what we are working on is aligned with our strategic themes. All this will be need to be communicated to the Program Team. From this view , I can see what initiatives we have in play. I’d like to focus on our most important strategic theme, which is XYZ so I’ll filter my view to focus on those initiatives. I want to know if we are ready to move the next initiative to approval but I see that we are past our WIP. Taking a look at the items in bottleneck, I decide to re-rank so we can focus on most important and move them to the next phase. {covered Kanban board, WIP limit, , filter by them, capturing process (workflow) …} To summarize, as a Portfolio manger, I’ve been able to get view into my portfolio by seeing where we are in the process of delivering, identify any bottlenecks, look at details down to feature level. All this information helps me make better decisions on the priority of the work.
- Next lets take a look at our program Teams. Their main goal is to coordinate activities and to ensure the delivery of the release. So what are they are doing to achieve that goal? They are going to look at where we are in the process, are we focused on the right things…….and they’ll need to understand the impediments. Lets go take a look on how they will perform few of these activities. So we looked at the overall health of our features. Any questions? Capabilities Kanban boards – WIP limit and flagged issues Open issue to view linked issues, dependencies, more feature breakdown Open Structure – see where it is in overall priority, what teams are working on it, progress Tempo Program board to see if feature is at risk, sprint timeline, overall capacity report Tempo Folio to plan resources for a release – scope, budget, costs Program Dashboard for additional metrics
- Next lets take a look at our product teams. Their main goal is to coordinate activities and to ensure the delivery of the release. So what are they are doing to achieve that goal? They are going to look at their backlog, prioritize and groom it, and manage dependencies. Lets go take a look on how they will perform few of these activities. So we looked at the overall health of our features. Any questions? Capabilities Scrum boards with epics and stories aligned next to each other, Drag&Drop to prioritize, start a new sprint Look at reports on how epics are burning down (Feature 20) along with projected completion of epics Look at reports on how release is burning down (WDP Greencloud new web page) As a Product Owner my goals is to ensure timely release. My main activity is grooming the backlog so the team knows what to work on. To do this, I'll be ranking the backlog, communicating the details of the backlog, ensuring dependencies are met, determine team’s availability, confirm we can meet our release date.
- Next lets take a look at our delivery teams. Their main goal is to track and manage sprint commitments for optimal delivery. So what are they are doing to achieve that goal? They are going to look at their workboard, prioritize and groom it, and manage dependencies. Lets go take a look on how they will perform few of these activities. So we looked at the overall health of our features. Any questions? Capabilities Work board to track current sprint activities - Drag and drop activities across columns Track team’s velocity and sprint reports Team timesheets Tempo planner to track team’s capacity Team Dashboard
- Next lets take a look at our delivery teams. Their main goal is to track and manage sprint commitments for optimal delivery. So what are they are doing to achieve that goal? They are going to look at their workboard, prioritize and groom it, and manage dependencies. Lets go take a look on how they will perform few of these activities. So we looked at the overall health of our features. Any questions? Capabilities Work board to track current sprint activities - Drag and drop activities across columns Track team’s velocity and sprint reports Team timesheets Tempo planner to track team’s capacity Team Dashboard