David Weir And Graham Fisher - Scaling Agility Across the Enterprise
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David Weir And Graham Fisher - Scaling Agility Across the Enterprise

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Whilst agile frameworks are excellent at encouraging and tracking velocity for individual projects, when you are running 20+ projects at the same time these can sometimes be at the consequence of the ...

Whilst agile frameworks are excellent at encouraging and tracking velocity for individual projects, when you are running 20+ projects at the same time these can sometimes be at the consequence of the bigger picture. Our discussion, presents a number of techniques that can be used to observe trends and ensure both technical & project strategies are achieved across the enterprise, which complement projects remaining agile. You can study any number of Agile practices. Scrum, DSDM, XP, Kanban, Lean, TDD, Pair Programming, Continuous Delivery..... we'll let you know what's worked in the enterprise, what hasn't and why so hopefully you can avoid some of the many pitfalls along the path to sustained Agility, with some humble suggestions in tow.

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  • David Weir – Role, Years in the role, agile experience. Interesting fact.Graham Fisher - Role, Years in the role, agile experience, Interesting fact.
  • Each acquisition brought Callcredit a new business offeringEach with a different set of productsHowever….Each brought an IT Team to support development, operations and maintenanceFragmented teams, operating in Silo’sMixture of technologies and standards. Mixture of methodologies and processesMixture of Infrastructure and operational capability
  • We opted for DSDM because it is a very “Business Friendly” framework. At least 50% of the framework is dedicated to the non-development activities, whereas SCRUM/XP tends to start from the software engineering Agile practices upwards.We are not going to talk to much today about DSDM, because ‘That is a 3 days course’However, we assume the majority here today are familiar with AGILE, so we have tried to highlight some of the major similarities and differences.
  • DSDM does not specifically dictate that you have Huddles, or use Scrum Boards. But it does recognise a great number of modern agile engineering practices that can be used to achieve the goals set out in the DSDM framework.We all know Scrum Boards are great So there is little point trying to convince why it is a good idea to use them. But one of the key/major reasons to use a scrum board is often overlook. Visibility. The Scrum board is the “Shop Window” to the project. It should be a useful tool to more than just the immediate members of the team. You shouldn’t need to be a fully trained agile developer or even technical to extract basic info from a well design Scrum Board.
  • Each project requires different styles of white boardsSome projects will have may swim lanes, some just a fewSome will write a lot of details on the story cards, some just a prompt. Quick Question: Is this a Good Timebox or not?
  • When you have 15+ plus project, all with different degrees of decencies and overlaps, you need a degree of consistency between the management, tracking and progression of scrum board usage.
  • By keeping a strict Key, non-project members (such as myself/ Graham) are now tuned into the colour orange. When we pass a scrum board an orange post-it might catch our eye, and we’ll try to unblock it. We distinguish between blocker and issues, with both a colour and orientation. Our definition of a blocker is “Requires help”. If something will not be done on time because of a problem , but the project team or team member is on top of the situation then this is just an issue. An FYIBusiness people are now accustomed to the green post-it note, because the stories are generally as low level as the care or understand.
  • So now we know everything we need to know about running a Scrum board. And now we know, if 2 projects follow these simple rules, it will be clear and VISIBLE to everyone what is going on? Yes/No
  • We need a boat that can carry 2 tonnes of bananasWe need to incorporate a refrigerated area to store themWe need somewhere for the crew to live for the journeyWe could MOSCOW the requirements, but we haven’t got time today.
  • Must be able to withstand all weathersNeeds to be visible in day lightNeeds to bright and long range visibilityBricks/foundationsLight Needs to RotateShould be powered by the waves
  • Must be able to withstand all weathersNeeds to be visible in day lightNeeds to bright and long range visibilityBricks/foundationsLight Needs to RotateShould be powered by the waves
  • Must be able to withstand all weathersNeeds to be visible in day lightNeeds to bright and long range visibilityBricks/foundationsLight Needs to RotateShould be powered by the waves
  • Oct: Start Building the BoatNov: Start Building the lighthouseDec: Half Way Checkpoint, Progress CheckJan: Continue to build the boat and the lighthouseFeb: Boat build complete, boat due to set sail mid-febMar: Lighthouse build complete. The Boat should be 2 weeks into its 6 week journeyApr: Boat Arrives in France22nd Apr 2013 4:00AM: Boat is released from French Customs22nd Apr 2013 12:00PM NOON: Boat expected to pass lighthouse22nd Apr 2013 13:00PM; Boat expected to dock in Southampton4th May: Banana’s ripe and ready for Developers Conference. Code Monkeys happySo Lets start to build the boat, using a Scrum board:NOTE: Since all of the goods are going to be on the boat, and generally people are more excited by the boat construction than the Lighthouse, the budget for the boat is well financed, and we have put our best team onto it.
  • The boat should be partially builtNo sails yetPart still missing on the hullFridge compartments should not be built yetNow lets start to build the lighthouseNOTE: The light house has a strict budget and timescale, so we going to stick with what we know. Since bricks and motor is very much a traditional design, we can consider this project legacy. On a positive: We are developing using Continuous Integration and Continuous Deployment.
  • Just the foundations have been builtit has not been painted luminous / day-glowThe base of the lighthouse started, with an outline (dashed) which indicates how much of the build was expected to be built at this point. So how far behind we areThe water wheel construction has started, but no power yet
  • The completed boat is different from the initial designThe boat should still be based on a sail boat design, but more modernThe biggest difference is the added outboard motor, this should be exaggeratedThere is no-longer a need for a fridge compartment, so the banana should be visible on deckNo need for sails The boat should still be the same size as the design
  • The boat is not scheduled to arrive until 12Noon for its maiden voyage, so we must focus the efforts on completing the structure and making it visible in the day time.Light fitted but not working.The light is just a standard light, that does not rotateThe water wheel is still half complete
  • Scene: Night time, about dawnThe boat has smashed into the lighthouseLight still not onPeople overboard in seaBananas everywhereLuminous / day glow paint not very visible at nightBoat is broken
  • Each project requires different styles of white boardsSome projects will have may swim lanes, some just a fewSome will write a lot of details on the story cards, some just a prompt. Quick Question: Is this a Good Timebox or not?
  • We use Red, Amber and Green Magnets to denote RAG Status.

David Weir And Graham Fisher - Scaling Agility Across the Enterprise David Weir And Graham Fisher - Scaling Agility Across the Enterprise Presentation Transcript

  • Scaling agility across the Enterprise.Focus on visibility, consistency and keeping track of the bigger pictureDavid Weir – Head of DevelopmentGraham Fisher – Head of PMO
  • Presentation Summary• Callcredit – overview• Why we needed to become Agile• Scrum Boards – Common Pitfalls• Scrum Boards – Quick Wins• Practical walkthrough• Increase visibility across the Enterprise/ Multiple Programmes• Q&A
  • Introducing Callcredit• More than 800 employees in ten locations, headquarters in Leeds Experts in enabling smarter• Vertically split into 3 sectors:- decisions, by Credit, Marketing and Consumer. converting clients own DATA into• Serving leading companies in INFORMATION Financial Services, Telecoms, Retail, Utilities and Insurance
  • Group StructureStrong Corporate Structure & Governance • Direct and database marketing • Consumer analysis and segmentation Marketing • Database building and management • Customer handling and marketing programmes Solutions • Market intelligence and predictive modelling • Digital marketing • Innovative credit referencing tools • Credit scoring and analytics Credit • Affordability assessment • Identity verification and bank account validation Solutions • Collections and recoveries tools • process benchmarking ltd also sit here Consumer • • Callcredit Check Online consumer solutions Markets • Payment platforms
  • Tremendous growth in a short time period. 2000 •Callcredit was formed 2003 •Callcredit, EuroDirect (est. 1991) and GMAP (est. 1983) were brought together under the name Skipton Information Group 2007 •Legatio and DecisionMetrics were acquired •Opened a regional office in Japan 2008 •Broadsystem (est. 1984) was acquired •Renamed Callcredit Information Group 2009 •Management team led a MBO backed by Vitruvian Partners, a private equity business 2010/2011 •Further acquisitions – pbl, Latitude and The Trading Floor
  • We rolled out DSDM in 2011Alike SCRUM/XP/Generic Agile :-• DSDM deals with changing requirements that are prioritised.• DSDM works on iterative model, whilst SCRUM uses terms like “Sprints”, DSDM uses “Timebox”• Feasibility  Foundations Exploration Engineering Deployment• DSDM has no need to detail the requirements up front.• DSDM is feature driven.
  • A Project Team (Alien Baby) Head of the Alien Baby (Chickens) • Business Sponsor == Product Sponsor • Project Manager == Scrum Master • Technical Co-ordinator == Architect Body of the Alien Baby (Pigs) • DSDM Team Lead == Scrum Master • Business Ambassador == Product Owner • Business Analyst == Developer • Solution Developer == Developer • Solution Tester == Quality Assurance
  • Scrum Boards / White Boards• Provides a focal point for the project team• Assists the velocity • Are we working on the right things • What’s blocked • What is committed / time left• Ensures important steps are not missed• Provides visibility…… provided that we stick to a few simple rules.
  • No Scrum board is the same
  • Examples of some of our white boards
  • Quick Win 1: Project Info• Name of the Project or Product• Timebox Start Date• Timebox End Date• Optional • RAG • Current Stage • Due Date
  • Quick Win 2: Consistent Sectors Backlog Q In Progress Q In QA Done 13 13Derived from Timebox Where a priority is currently in a number of A story Where A story currently in QA Planning decided then this shows stories are completed and Completed stories development Story Section the next story to move to awaiting QA they can be development prioritised here ready for timebox release Task Section
  • Quick Win 3: Colour Coding A STORY TASK Issue A.1 BLOCKER A.1 A Test Database QA Resource Unavailable Corrupted As a businessto allow ............. To Write query ambassador I want to be able to ............ So that be retrieved Blocker Issue
  • Quick Win 4: Consistent Progression Backlog Q In Progress Q In QA Done 13 13 C F A B E D GA.5 A.1 A.3 I A.2 B A.4B.1 B.2 B.3 D.1 D.3 D.2E.1 E.2 E.3 E.4F.1 F.2G.1 G.2 G.3 G.4 G.5 E.6
  • Practical Walkthrough - Scenario• There is a development conference in Southampton (UK) scheduled for 4th May 2013. We have won the exclusive catering contract for this event.• We must transport 2 Tonnes of bananas from Rio (Brazil) to the Event• We must arrive via France in order to pay the minimal European import tax
  • Practical Walkthrough – NFR’s• The transport must arrive before May 2013• Bananas will only last 6 weeks unrefrigerated• Southampton port is not used to international trade therefore we must upgrade its navigational aids.• 2 Projects. Build a Boat, and Build a Lighthouse
  • The Boat Design
  • The lighthouse Design 1
  • The lighthouse Design 2
  • The lighthouse Design 3
  • The Plan
  • The Boat: Halfway checkpoint
  • The Lighthouse: Halfway Checkpoint
  • The Boat: Complete (Ahead of Schedule)
  • The lighthouse: Complete J.I.T
  • Conclusion
  • Post Implementation Review• Boat twice as fast as expected• The light house was delayed• The boat was finished and released early•• FUNDAMENTALLY – Each project The daylight savings hours (march) wasnt considered ......Lots of other reasons etc. was not concerned or visible toGenerally• Each project acted exactly as it should have donetheir joint one another despite to satisfy it’s own requirements.• Each project approached the delivery using manyLOOKING goals– NO ONE WAS of the tried and tested agile techniques (incl. Running their whiteboards/scrum boards as demonstrated – this doesnt guarantee success)• Doing right by their own project but by the programme/Enterprise• No overarching ownership
  • Scrum of Scrums• 9:45am daily ‘huddle’ which contains all PM’s and other stakeholders to discuss issues/status of the day.• Reports on the major issues, concerns, changes and state of every project in a programme• Contains key individuals who can un-block major issues (Dev/QA/DBA/Infrastructure)
  • Our Scrum of Scrums Board
  • Project Cards • Project Name • Release Name • PM Initials • Release Date • RAG Status • Any associated Issues or Blockers