Ričardas Kunevičius: Strategy Implementation Sprint by Sprint
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  • 2 countries4 teams LT + 1 KANBAN1 team FITeam sizes differs from team to team – I wish to have them biggerCommon info space –TFS – is used for the communication
  • Tricky task - doing less could gain moreStructure of waterfall and scrum development it’s rather different.Cannot compare project to a set of US, same could be applied to performance, deadlines and other criteria.I haven’t right metrics and knowledge to do thisOne thing is probably could show the differentUnfinished work = waistAt some point we had about half year of unfinished project work on our waterfall projects.Something could be recovered but something just lost moneyWith scrum we are delivering every 2 weeks so theoretical unfinished work is 0, practically there is still some but on a total different level.
  • Let’s start a bit from the distanceStrategySome definitions here and you could find much more if you wantIt’s all about a where we want to be and how to get here
  • Have seen this picture at Gartner portfolio conference @2003Clear levels and iterationsUsed it successfully before the scrumI am project portfolio manUsed to create and manage project portfolio for big international companyApplied it to E-Bros and we lived with it happy for a couple of years
  • Mainly we where working on small to medium projects (something up to one man year but less on average)After starting scrumming I have got some challengesFirst approach – translate projects into the collections of the storiesInitially it looked almost OKBut after a while – US sorting just broke project boundaries. - New US wasn’t updated to the project - Some features from the project was accepted and development moved somewhere else without closing the rest - So big part of our portfolio started to look rather fragmentedSprint by sprint running OKPortfolio outdated in the monthsNo efforts to keep it alive – people are doing what makes sense – cannot survive long or the artificial process
  • So we have got some stormy gap between the tearsTop part of the picture remained the same – and should beAs all we (and our companies) should have the higher goalsNext to the nice development process we need to think where to get money to support itWe weren’t totally isolated but all the strategy communication was somehow hanging in the air. It lead for some wrong interpretation.Also the developers wasn’t motivated because they lost a feeling of doing something important.Just adding feature after feature, sprint after sprint without a clear vision where we are moving
  • I am still the portfolio manBack to roots:IT development as investmentsDefining IT investment areasSplit a pie by areasWhat’s common with scrum??? Prioritization to maximize business value Effective delivery to minimize costsTraining on product owner class showed more similarities between project portfolio management and scrum product owner activities
  • Define targets for each areaTarget definitionDeadline (quarter)Split a pie by areasAcceptance criteriaDefining clear criteria in advanceAutomated or manual tracking of acceptance
  • I have read somewhere what target without the deadline is just a dreamThe same could be said about the knowledge how to achieve itSo there we are going back to scum – US are here.We define US as the steps to reach our targetDifferent level of detailsIt’s agile because we could make changes to stories, priorities at this level still targeting the same targetTargets itself could be more stable as a backlog of US related but it also could be change if needed.
  • Benefits of the systemEasy – small number of the artifacts to manageTransparent from bottom to top and vice versusTeams should actively participating in the building the backlogThis is a hot approach – we just started building this –it’s the way we are going to work in the nearest futureHigh acceptance on all levelSimple and transparent approach…Nearest targets are set up – working on the backlogs currently
  • If there not enough velocity the targets must be reset Moved away Canceled More developers hired etc.
  • As mentioned earlier – targets could be changeSome achieved, some removed from the portfolioThe board of the company is responsible for this processTools to useTFS

Transcript

  • 1. Strategy implementationsprint by sprint
  • 2. Content
    Situation
    Scrumming for one year already
    Current issues
    Strategy and direction
    New portfolio concept and structure
    Link to planning
    2 Conclusions
  • 3. Company and me
    E-Bros
    IT innovation company
    Common business with partners
    Investing into product development
    Always looking for new opportunities and ideas
    Me
    20+ years in IT field
    10 years in big corporate business
    3 years at E-Bros
  • 4. Scrum @E- Bros
  • 5. SCRUM @ E-Bros
    October 2010 - August 2011
    417 user stories
    1689 story points
  • 6. Performance to compare
  • 7. Main benefits
    Happy customers
    Predictable short term delivery
    Great involvement into the process
    Increasing of SW quality
    Doing exactly what’s needed
    Prompt feedback
    Fast cycle
  • 8. New challenges
    People
    On the edge of chaos but not beyond
    Teams
    Anarchy, federation, collaboration
    Products and platforms
    Chicken or egg
    How to manage it all
    Clear view, right direction
  • 9. Strategy
    From businessdictionary.com:
    “A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem”.
    www.thefreedictionary.com
    Synonym for planning!
    All about a wayhow to be where we want to be
  • 10. Project portfolio as a strategy reflection
  • 11. Why it doesn’t work with SCRUM
    Wrong approach
    Project isn‘ta list of stories
    Project requires change tracking
    Project has different acceptance criterion
    And so on
    Well managed portfolio became useless
    Broken down just in a month
    Sprint by sprint rally
    Targets and directions somewhere between the lines
  • 12. Project portfolio and SCRUM
  • 13. New (old) portfolio concept: areas
  • 14. New portfolio concept: targets
  • 15. New portfolio concept: backlog
    For each target
    User story for each step
    Incremental value per user story
  • 16. New portfolio concept: user story
    User stories with size, priorities and status
    Level of details on the backlog depends on time
    Keep just a short description for future stories
    More details just before development
    One story could be attach to a few targets
  • 17. Keep it rolling!!!
    Areas
    Quarter plan
    Resource (team) allocation
    User Stories
    Area2
    Target1
    Target2
    Area1
    Target1
    Target2
    Balance
    Area3
    Target1
    Target2
    All together now!!!
    Area1/Target 1
    Value!!!
    Definition
    Acceptance Criteria
    Deadline
    Status
    User story 1 Status Size
    User story 2 Status Size
    User story 3 Status Size
    User story 4 Status Size
    Target backlog
    Execute!!!
  • 18. Quarter plan
    Stories to select
    A list of user stories for targets to be completed during the quarter is compiled
    + Future targets (from next 2 quarters)
    To avoid just one quarter horizon
    People to mobilize
    Team involvement is needed
    Review story points per area
    Evaluate the workload
    Go back for the targets if unreachable
    Allocate teams for the quarter
  • 19. Control of the process
    Strategy meetings
    2-3 times a year
    To review areas and directions
    Check the target achievement
    Set up the new targets/cancel some of them
    Quarter planning
    Once per quarter
    Review performance and share experience
    Review backlogs per area for the quarter
    Check if all the items still valid
    Check if we could do this
  • 20. Along the strategy
    Areas
    Strategy planning
    Targets
    Quarter planning
    Backlog
  • 21. Conclusions
    Scrum implementation direction
    Doesn't matter
    It’s most effective when all tears are covered
    Transparency &Commitment
    Information flow
    Common goals (targets)
    Commitment at all levels
    End right before the end
    “All wrong but some useful”
  • 22. That is all - thank you very much