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Scaling Agile: A Guide for the Perplexed

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Sanjiv Augustine at ADC/BSC East 2015, Orlando, FL.

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Scaling Agile: A Guide for the Perplexed

  1. 1. A Guide for the Perplexed Sanjiv Augustine Sanjiv.Augustine@LitheSpeed.com @saugustine, @lithespeed
  2. 2. About Me • President of LitheSpeed, LLC • Experience: • 25 years industry • 15 years of Agile • 12 years of Lean • Specialties: Agile, Lean, Innovation • Practitioner, entrepreneur, consultant, trainer, author, speaker and community organizer Sanjiv Augustine 2
  3. 3. Audience Poll – Agile Knowledge? “Agile” describes a set of methodologies, aligned with lean principles for focusing on value and eliminating waste. Scrum is currently the most popular of these. 3State of Agile Development Survey, Version One, http://versionone.com
  4. 4. Agenda 1.Why Scale Agile? 2.How Do I JumpStart Scaling? 1. Overview 2. Assess 3. Align 4. Accelerate 3.Reflect and Progress 4.Summary & Next Steps 4
  5. 5. WHY SCALE AGILE? 5
  6. 6. 6
  7. 7. Organizational Agility @Nationwide • 27 teams using agile within a Lean ”standard work” framework • 7 months – no critical or high bugs in production 7
  8. 8. Vivek Kundra’ Federal CIOs 25-point Implementation plan: 38 projects reviewed, 4 canceled, 11 rescoped and 12 have cut the time for delivery of functionality down by more than half, from two to three years down to an average of 8 months Result: $3 billion in lifecycle budget reductions. - Wikipedia on Vivek Kundra Organizational Agility @ the Gov’t 8 National Geospatial Intelligence Agency "The use of agile acquisition methods and concepts are essential to NGA's success.” NGA, via Federal Computer Week
  9. 9. Barriers to Further Agile Adoption What’s hindering us from truly leveraging Agile for organizational agility? Source: Adapted from 2015 State of Agile Development Survey, VersionOne 9
  10. 10. Agile Teams, Waterfall Silos 10
  11. 11. Organizational Misalignment with Agile Methods • Team Size 11
  12. 12. Organizational Misalignment with Agile Methods • QA Silo 12
  13. 13. Organizational Misalignment with Agile Methods • Project Multitasking 13
  14. 14. The Evolution of the 21st Century Organization John Kotter, Harvard Business School
  15. 15. HOW DO I JUMPSTART SCALING? 15
  16. 16. Welcome to Acme Corp. Roy, CTO Amber, PMO Head Tom, ScrumMaster 16
  17. 17. Roy Amber Tom The Path to Agility OVERVIEW
  18. 18. Frameworks – Where do We Start? 18
  19. 19. Scaling Frameworks – A Tiered View Scrum of Scrums Meeting TEAMPROGRAMSPORTFOLIOS Scrum, XP, Kanban, ScrumBan SAFe® LeSS® DAD Nexus SAFe® 19 DAD AGILE PMO Spotify
  20. 20. Acme’s Iterative Scaling Strategy 20
  21. 21. Incremental Rollout Plan Month 0 Month 6 Month 12 Month 18 Assess • Current State Snapshot • Vision • Incremental Rollout Strategy Align • Program Experiments • Capability Building • Cultural Shift Accelerat e • Guided Rollout • Initial Scaling Reflect & Progress • Full Scale Transformation • Scaling Framework Deployment 21
  22. 22. The Path to Agility: ASSESS
  23. 23. Initial Assessment Results Time to Market Cost Customer Satisfaction Acme Competitors 23
  24. 24. The Path to Agility: ALIGN
  25. 25. Plan the Initial Pilot Program • Establish the role of an Agile Champion • Perform budgeting and acquire funding for Agile Coaches, Team Rooms, Training, and Team Development as needed • Establish the Voice of the Customer • Determine projects and timeline for project launch(s) • Set the vision for the Product Owners • Empower the Product Owners to make decisions on behalf of the sponsor (and all other stakeholders) • Dedicate the Product Owners to the projects • Launch pilot projects with Discovery sessions 25 Thanks to Mike Cohn for the image: http://blog.mountaingoatsoftwa re.com/four-attributes-of-the- ideal-pilot-project
  26. 26. Baseline Process – Scrum/XP Hybrid• Scrum process baseline captured in shared repository • Initial Discovery/Launch • Architecture Spike • Release Planning with Product Backlog • Iteration 0 Planning with Iteration Backlog • Agile delivery with 2-week Sprint • Sprint Planning Meetings • Sprint Demo/Review Meetings • Sprint Retrospectives • Daily Standup Meetings • Daily Build-Test Status • Burndown charts for all work; 1 Point = 1 Ideal Day • Scope locked during the Sprint • User stories in standard format with acceptance criteria for each Story; stored in product and sprint backlogs • Automated build-and-test with Jenkins • Team rooms with project card wall • Metrics • Code Quality • Team Velocity • User Story Cycle Time • Tools • Version One for Agile Project Management • Subversion for Version Control • Ant for automated build • Jenkins for continuous integration 26
  27. 27. Pilot Program Results Time to Market Cost Customer Satisfaction Acme Initial Assessment Acme Pilot Program 27
  28. 28. The Path to Agility: ACCELERATE
  29. 29. Key Scaling Fundamentals 1. Limit Work in Process (WIP) for high quality and maximum throughput. 1. Grow Small, Stable Teams to reduce thrashing and create predictable delivery. 2. Build a Network of Small Teams to scale teams in organic fashion. 3. Manage the Flow to detect and eliminate bottlenecks. 29
  30. 30. Limit WIP 30
  31. 31. The Typical Project Portfolio • Too much Work in Process (too many in- flight projects) • No project prioritization by business value • Resource over-utilization • Dangerous variation (large batch sizes, unregulated demand, irregular rate of service) Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 31
  32. 32. Portfolio Realignment • Terminate sick projects • Split large projects in smaller ones • Prioritize projects by business value, at least within business unit • Limit development timeframe to months • Re-prioritize projects regularly 1 Development 3 24 Little’s Law WIP Completion Rate Business Goals & Strategy Production Sunset Cycle Time = Backlog 32
  33. 33. Rebalancing the Portfolio #ofProjectsinPortfolio Un-prioritized Portfolio Prioritized Portfolio 33
  34. 34. Grow Small, Stable Teams 34
  35. 35. Stable Teams • Multiple, stable teams each focused on a single project at a time • Dedicated to platforms or lines of business • Platform owner prioritizes next project • Result: • Support multiple lines of business simultaneously • Focused effort results in quick delivery for individual projects • Clear accountability • Stability and predictability Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 35
  36. 36. Network of Small Teams 36
  37. 37. Network of Small Teams “…for a large organization to work it must behave like a related group of small organizations.” - E. F. Schumacher , Small is Beautiful Scaling may require, at certain levels: • Chief ScrumMasters • Strategic Product Owners • Tactical Product Owners • Lightweight Agile PMOs serving as a “guiding coalition” Accelerate! By John Kotter, HBR, November 201237
  38. 38. Organizational Structure • Encourage face-to-face dialogue across levels • Create overlapping management with “linking pins” • Run the Lean-Agile PMO as an Agile project team Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 38
  39. 39. Manage the Flow 39
  40. 40. Portfolio Alignment Wall 40 • Features laid out on index cards as per overall release plan • Card colors identify agile teams • Labels identify dependent teams • Rows track feature streams • Columns track sprints/timeline
  41. 41. Acceleration Results Time to Market Cost Customer Satisfaction Initial Assessment 1stAcceleration 41
  42. 42. The Path to Agility: REFLECT & PROGRESS
  43. 43. Scaling Frameworks – A Tiered View Scrum of Scrums Meeting TEAMPROGRAMSPORTFOLIOS Scrum, XP, Kanban, ScrumBan SAFe® LeSS® DAD Nexus SAFe® 43 DAD AGILE PMO Spotify
  44. 44. Scaled Agile Framework™ Big Picture
  45. 45. Scaling Fundamentals Mapped to Frameworks Scaling Option Origin, Authority Relevant Scaling Technique Scrum of Scrums Jeff Sutherland, Scrum Inc • Small, Stable Teams Agile PMO Sanjiv Augustine, LitheSpeed • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Spotify Model Henrik Kniberg, Spotify • Small, Stable Teams • Network of Teams Scaled Agile Framework® (SAFe®) Dean Leffingwell, Scaled Agile Academy • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Disciplined Agile Delivery (DAD) Scott Ambler, Disciplined Agile Consortium • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Large Scale Scrum (LeSS) Craig Larman, Bas Vodde, Less.Works • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Nexus Ken Schwaber, Scrum.Org • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow 45
  46. 46. SUMMARY & NEXT STEPS 46
  47. 47. Iterative Strategy, Incremental Rollout, Fundamentals Scaling Fundamentals 1. Limit Work in Process (WIP) 2. Grow Small, Stable Teams 3. Build a Network of Small Teams 4. Manage the Flow
  48. 48. • Prepare an Iterative Scaling Strategy • Find a trusted partner, internal or external • Read the FREE book! • Learn about Agile PMOs • Take the Certified ScrumMaster class • Find Agile Coaches, internal or external • Read the FREE book! • Take an Advanced ScrumMaster or Kanban Class • Join a local Agile Meetup • Read the FREE book! How Can We Move Forward? CTO PMO Lead ScrumMaster, Team Lead 48
  49. 49. 49
  50. 50. Visual Management at Scale @Nationwide 50 Master Management View @ the Application Development Center, Nationwide Insurance, Columbus, Ohio
  51. 51. Results at Scale @Nationwide Engagement Productivity Defects Cost Associate engagement is increasing for teams who have deployed Lean, and IT has had 7 years in a row of increasing engagement. 87% of production application releases are better than industry averages. High and critical defects counts are on a 5-year positive trend while 96% of releases have ZERO defects. Costs for application maintenance have been reduced by 20%... 51
  52. 52. Contact Us for Further Information Sanjiv Augustine President Sanjiv.Augustine@LitheSpeed.com Twitter: @saugustine, @lithespeed On the Web: http://www.lithespeed.com http://www.senseitool.com Please stop by our booth to learn more. 52

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