AgileCamp 2014 Track 1: Enterprise Scaling Patterns and Anti Patterns

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AgileCamp 2014 Track 1: Enterprise Scaling Patterns and Anti Patterns, Monica Yap, Agile Coach

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AgileCamp 2014 Track 1: Enterprise Scaling Patterns and Anti Patterns

  1. 1. Pattern Name Depending on Roadmap & Release Planning Aspect Dependencies Problem Multiple dependencies within a project across teams, hardware and software technologies Context  Dependencies not realized until it’s too late  Difficult to plan with dependent teams  Issues came up for dependencies not resolve in time  Integration issue across dependent teams Solution  When conducting high level roadmap planning, identify dependent team(s), involve their leaders in roadmap planning together  Dependent team(s) participate in release planning, involve– create & groom their stories, estimate, sequencing stories, slot stories in sprints within release window, commit together  Track dependency status and conduct regular release plan review with representatives from each dependency team  Conduct Scrum of Scrums during those sprints where stories have dependencies across teams, representatives from each team  Release demo across each team Where it used Precor fitness, across 3 client consoles teams, 1 backend teams, 1 hardware team
  2. 2. Pattern Name Plan for the New & Maintaining the Old Aspect Large Scale Planning Problem Have existing mature products, and developing next generation for multiple product lines Context  Need to produce new product(s)  Needs to fix bugs and produce small existing product enhancement regularly  Team specialize only in silo business domain, creating problem down the road when in maintenance mode Solution  Use iterative methodology (Scrum) for developing new product(s)  Use Kanban for existing product enhancement and bug fixes  Rotate delivery team to focus on new product development vs. maintenance, every quarter  Streamline release planning, only for dedicated product teams Where it used GE Healthcare, out-patient product line, across 10 delivery teams
  3. 3. Anti-Pattern Name Anti-Pattern - Plan for the New & Maintaining the Old Aspect Large Scale Planning Problem Have existing mature products, and developing next generation for multiple product lines Context  Need to produce new product(s)  Needs to fix bugs and produce small existing product enhancement regularly  Team specialize only in silo business domain, creating problem down the road when in maintenance mode Ineffective Solution  Each development team develop for new product as well as maintaining existing product  Put a large size story as place holder for bug fixes in each Sprint Where it used A large online payment company
  4. 4. Anti-Pattern Name Permafrost Aspect Role & Responsibility Outside of Team Problem Multi layers of management, teams are Agile, managers are not Context  Middle managers still in command-in-control mode  Managers assign tasks for each team member Ineffective Solution  Development managers play dual roles as ScrumMaster and manager Where it used A large eCommerce company
  5. 5. Pattern Name Keep it close and keep it far Aspect Dispersed Organization Problem Multiple development centers across the world Context  Distributed specialties across different time zones and locations, e.g. developers, testers, UX Solution  Re-organize teams to maximize co-location to form cross functional teams, with the following preference order o Co-located within same location o Time zones with maximum overlapping time  Re-organize work space to allow members from same delivery team in the same office space  Whenever team member leaves, back fill in the same location where the majority of team members resides Where it used Large online payment company, teams across US, APAC, India
  6. 6. Pattern Name Remote Product Owners Aspect Dispersed Organization Problem All Product Owners are in one location, development teams are else where with large time zone gaps Context  Remote Product Owners or business stakeholders from the delivery team Solution  Create proxy Product Owner role local with the delivery team members  Regular sync-up and Q&A sessions between delivery team and Product Owner, e.g. PO attend team standups 2 times a week  Use collaborative space for offline communication, e.g. wiki  Delivery team record demo as soon as each story is completed, PO accept/not-accept story based on recorded demo  Use high bandwidth communication mode during ceremonies, e.g. video conference Where it used Areva, delivery teams in Shanghai, POs in west coast US

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