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How to be successful with Agile at Scale. 2013 PM Symposium
- 1. Culture Last. Predictability First. How to be Successful with Agile at Scale Derek Huether, Enterprise Agile Coach LeadingAgile
- 2. What makes Agile great?
- 4. 4 Values Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
- 5. 12 Principles Satisfy the Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly
- 6. Courtesy of Jeff Patton Increment Iterate
- 7. Team User Story User Story User Story User Story User Story User Story User Story Clarity (Scope) Accountability (Team) Measureable Progress (Deliverables & Metrics) Database Report ScreenDeveloper Business Rep Analyst Tester Facilitator
- 8. The downside of Agile is the same thing that makes it great
- 9. How do we scale Agile?
- 11. Team Team Team Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 12. Team Team Team Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 13. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
- 15. Construction Story Done Task Done Task In Process Task Ready Story Backlog COMPONENT DELIVERY SCRUM Done Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Market Research Story Review Story Mapping Feature Breakdown KANBAN SOLUTION DELIVERY PORTFOLIO Feature Complete Integration Testing Develop and Test KANBAN Inception Elaboration Transition New Concept
- 16. • Idea list generation from multiple data feeds and sources • Market Research • Customer Research • Field Feedback • Business Case & ROI • Competitive Analysis • High Level Estimation • Solution Cost • High Level Architecture • Risk Analysis • Feasibility • Detailed Architecture • Feature Mapping • Acceptance Criteria • Estimation • 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 Targeting Feasibility Study Market Research New Concept Portfolio Team GATE RESPONSIBLITY Portfolio Level
- 17. • Feature List for the Parent Epic • Story Writing • MMF • Estimating • High Level Design • UX Mockups • Estimate Sanity Check • Spike Identification • Review for Feasibility • Review of Acceptance Criteria • Story Spanning • Story Tasking • Feature Testing Non-Functional • Validation of Automated Tests • Detailed Design • Code • Unit Test • Code Review • Functional Test • User Story • Product Owner Acceptance Feature Complete Integration Testing Develop and Test Story Review Story Mapping Feature Breakdown • All Stories are done • Feature Level testing 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
- 18. 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 •Conversations •Level of Value •Level of Effort •Design Assumptions •Design Documented (optional) •UI Documented (optional) Coded •Checked Into integrated build •Simple Design •Documented with Comments •Automated Tests for New Features Tested •Testing is complete •Defect Criteria Met •Automated Testing Passed Approved •Feature Complete (Scrum Master) •Test Complete (QA Lead) •Accepted (Product Owner) Project or Component Level
- 19. Why is it hard?
- 20. Its hard when… We show what it looks like But Not How organizations will get there safely
- 21. Safety • Successfully do your job • Feed your family / Kids in college • Viable over time
- 22. Executive Management Performer • Supported by management • Show how meeting commitments is possible • Demonstrate success • Must be clarity of roles • Success needs to be measurable • Organizational influence is maintained • Operational model needs to align with strategy • The plan needs to be credible • Progress needs to be demonstrated Safety is different depending on perspective
- 24. Understand Business Drivers Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Predictability •Economics •Early ROI
- 25. Define the Organizational Structure Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Built around teams • Product focused • Service oriented Change Management & Communication
- 26. Define the Multi-level Governance Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Portfolio • Program • Project
- 27. Define Metrics to Measure Success Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Return on Investment • Throughput/Cost of Delay • Capitalization
- 28. Form Appropriate Teams Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Independent • Small • Entrepreneurial
- 29. Teach Process & Technical Practices Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Product definition • Project management • Technical and delivery
- 30. Introduce Change Incrementally Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Trust • Accountability • Adaptability
- 31. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Capability focused • Objectively assessed • Focus on sustainability
- 32. Target Process Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Training • Workshops • Mentoring
- 33. Measure Process Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Demonstrable progress • Outcomes focused • Map to business drivers
- 34. Manage Change Effort Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Quick wins •Identify champions •Centers of excellence
- 35. Tie Back To Business Drivers Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Predictability •Quality •Early ROI
- 36. Sustainable Transformation Top town Intent Bottom Up Implementation
- 37. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Agile Pilot
- 38. Cultural Change is Last Cultural Beliefs Processes, Practices, Policies Organizational Structure
- 40. Questions? Email: derek@leadingagile.com Twitter: @derekhuether or @leadingagile LinkedIn: /derekhuether or /company/leadingagile Phone: (703) 483-9055
Notas del editor
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- Culture emerges from an organizational structure that makes Agile possible. Effective process, practices, and enable these teams to deliver working tested code – and complex projects to plan and deliver predictably. And management “the messy middle” that is supporting and enabling the agile competencies and outcomes.