Handout: 'Agile Methodology: What's the Big Deal?'
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Handout: 'Agile Methodology: What's the Big Deal?'

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1-page handout shared with attendees of BDPA Cincinnati chapter program meeting on January 16, 2014. The guest speaker was Gerald Smith (Sogeti USA)

1-page handout shared with attendees of BDPA Cincinnati chapter program meeting on January 16, 2014. The guest speaker was Gerald Smith (Sogeti USA)

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  • 1. Sogeti USA Local Touch – Global Reach Agile Methodology: What's the Big Deal? How to Start an Agile Transformation Presented at the 2014 January BDPA-Cincinnati Chapter Meeting Presented at the 2013 Southwest Ohio PMI Chapter April Mega Event Presented at the 2013 February Agile Cincy Membership Meeting, Cincinnati, OH Presented at the 2012 PMI North American Global Congress Vancouver, BC, CA Presented at the 2012 IBM Rational Innovate Conference Orlando, FL 2012 Copyright www.us.sogeti.com
  • 2. Local Touch – Global Reach Agenda • Background on Company • Typical IT Environment • Why Chose Discipline Agile? • Transformation Strategy • Transformation Results • Benefits • Questions and Answers 2012 Copyright Agile Transformations are a Marathon, Not a Sprint! www.us.sogeti.com 3
  • 3. Local Touch – Global Reach About The Company Client A Fortune 100 company 2013 sales: $96.8B+ Hold #1 or #2 share in 38 of our 42 major markets. 35+ manufacturing plants supply 2 out of every 5 corporate brands units sold 335,000+ associates IT Organization 1,270+ associates Certified Scrum Masters & Project Managers 2012 Copyright www.us.sogeti.com 4
  • 4. Local Touch – Global Reach Typical IT Environment 2012 Copyright www.us.sogeti.com 5
  • 5. Local Touch – Global Reach Typical IT Environment Tiered Environment Project/Program Mgmt Infrastructure Software Development/ Support 2012 Copyright www.us.sogeti.com 6
  • 6. Local Touch – Global Reach Typical Project Delivery Duration Approx. 60% of project completed before capital is given. TRa TRb TRc TGx TGw TGz TGy Initiate Define Reqs. Analysis Design Construct Test Implement Close 2 mons 2-3 mons. 4-8 mons. 2-3 mons. 3-4 mons. 6-8 mons. 6-8 mons. 3 mons. 2 mons. ROI/IRR 30 – 48 month durations Approx. 2.5 to 3.5 yrs 13 – 20 mons. +1 yr 2012 Copyright www.us.sogeti.com 7
  • 7. Local Touch – Global Reach Why Choose Disciplined Agile • Formal governance • Teams need to stick to a [release] plan • Measurements • Role clarity • Transparency • Faster, Cheaper, Better® Directive • DevOps 2012 Copyright www.us.sogeti.com 8
  • 8. Local Touch – Global Reach Agile Scaling Model (ASM) Core Agile Development • Focus is on construction • Goal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing manner • Value-driven lifecycle with regular production of working software • Small, co-located developing straightforward software Disciplined Agile Delivery • Extends agile practices to address full system lifecycle • Risk and value-driven framework • Self organization within an appropriate governance framework • Refined solution due to involvement of core and extended team members Agility@Scale • Disciplined agile delivery and one or more scaling factors applies 2012 Copyright Source: Ambler, Scott Disciplined Agile Delivery www.us.sogeti.com 9
  • 9. Local Touch – Global Reach Faster, Cheaper, Better® Value Quality 2012 Copyright Productivity Predictability www.us.sogeti.com 10
  • 10. Local Touch – Global Reach Scaling Factors Team Size Under 10 Developers 1000s Developers Geographically Distributed Co-Located teams (same room) Globally Distributed Resources Enterprise Discipline Project Focused Enterprise Focused Problem Domain Straightforward Emerging / Intricate Compliance Low Risks Critical / Audited (ISO 9000, CFR 21) Project Complexity Homogenous Heterogeneous / Legacy Organization Distribution Collaborative (Single Organization) Contractual (Multiple Vendors) Organizational Structure Flexible Rigid 2012 Copyright www.us.sogeti.com 11
  • 11. Local Touch – Global Reach Scaling Factors DiPD™ Area of Focus Description Scaling Factors Risk Value Life Cycle Iterative Risk Management Expand to the entire project lifecycle, not just software development Release Planning Iterative Development Core practices found in SCRUM Whole Team Team Development To help overcome the organizational structure factors that can negate team development Shared Vision User Story Driven Development Core practices found in SCRUM Business Value Focus Business Case A measure to ensure working software is planned for, developed, tested, demonstrated, and delivered at the end of each iteration Product Owner Acceptance Disciplined iterative Project Delivery™ 2012 Copyright www.us.sogeti.com 12
  • 12. Local Touch – Global Reach Transformation Strategy • Enterprise transformations within any company are difficult in the best of circumstances and usually must be staged across its organization and spread out over time. • Knowing this, one option is to create a hybrid delivery framework with a focus on an iterative approach for strategic enterprise capital projects based on a common set of principles. • It is important to think of the effort to create the iterative delivery framework as a project. • As such, there are steps as it progresses. Readiness Deployment Support Coaching 2012 Copyright www.us.sogeti.com 13
  • 13. Local Touch – Global Reach Agile Readiness • The goal of the readiness step of the Agile adoption is to understand the current state of the project team and stakeholders. • Setting Expectations for change. • Establishing an overall strategy and plan for the engagement. Identify an Agile Coach Establish a strategy and roadmap for implementing agile Establish the agile methodology and practices framework Determine suitability of projects – Decision Matrix Establish periodic progress meetings Assess engineering practices and agile mindset of the team Focus on having an agile mindset and cultural shift Identify a pilot project Co-locate the project team 2012 Copyright www.us.sogeti.com 14
  • 14. Local Touch – Global Reach Agile Deployment • The goal of the deployment step is to execute the Agile approach and practices and help the team apply them to the project. Set up the agile planning tool Provide agile training Deploy the agile methodology and practices Hold periodic meetings to ensure deployment is on track and directionally correct 2012 Copyright www.us.sogeti.com 15
  • 15. Local Touch – Global Reach Agile Support • The goal of this step is to provide the necessary support (tools, data gathering techniques, resolution of issues) to the pilot team deploying the iterative project delivery framework, and to improved as appropriate • During this step meetings between the scrum master and project manager accomplished the following: Provide additional focus on tools and automation Meet with and educate cross-functional managers, stakeholders On-board new team members Report to senior management the pilot team’s progress Collect and record metrics 2012 Copyright www.us.sogeti.com 16
  • 16. Local Touch – Global Reach Agile Coaching • The goal of this step is to provide the necessary coaching and mentoring to the pilot team deploying the agile framework, and the validation to ensure that practices have actually been implemented and improved, as appropriate • During this step an agile coach was used to: Provide continued coaching and mentoring Provide in-session validation of practices Provide periodic check-in meetings to monitor direction Provide periodic agile assessments to gauge adoption level Provide additional focus on tools and automation Groom local agile coaches – identify and energize the agile user group 2012 Copyright www.us.sogeti.com 17
  • 17. Local Touch – Global Reach Create a Book Club Lyssa Adkins, CST, PMP 2012 Copyright www.us.sogeti.com 18
  • 18. Local Touch – Global Reach Transformation Results 2012 Copyright www.us.sogeti.com 19
  • 19. Local Touch – Global Reach Transformation Results 2012 Copyright www.us.sogeti.com 20
  • 20. Local Touch – Global Reach Transformation Results 2012 Copyright www.us.sogeti.com 21
  • 21. Local Touch – Global Reach Benefits 2012 Copyright www.us.sogeti.com 22
  • 22. Local Touch – Global Reach Timeline Comparison Initiate Define Reqs. Analysis Design Construct Test Implement Close 2 mons 2-3 mons. 4-8 mons. 2-3 mons. 3-4 mons. 6-8 mons. 6-8 mons. 3 mons. 2 mons. 30 – 48 month durations Approx. 2.5 to 3.5 yrs Fiscal Year 2011 Features Delivered: Release 3 Release 4 Release 5 Release 6 3 mons. 2.5 mons. 3.75 mons. 3.25 mons. 12.5 month durations Approx. 54 weeks 2012 Copyright i. Shopping List ii. QR Code Scan iii. Loyalty Points iv. Weekly Ads v. Rx Refills vi. My Store vii. User Profile viii. Digital Coupons ix. FAQs x. Customer Feedback www.us.sogeti.com 23
  • 23. Local Touch – Global Reach Product Owner Feedback “I am proud that the team each contributes and wants to make the product better, and that we can/have been able to maintain an environment that fosters that inclusion and sense of freedom to contribute; each and every team member adds value each and every day … we have pushed the platform well beyond the expectations of any one individual in the group, and the shared vision is much stronger than any one could have imagined initially … we've done this all on a (relatively) low operational run rate, and are gaining in efficiency and through-put.” - Director, Client A, Print and Interactive Communications, Advertising, and Gift Services Dept. 2012 Copyright www.us.sogeti.com 24
  • 24. Local Touch – Global Reach Q&A Raffle 2012 Copyright www.us.sogeti.com 25
  • 25. Local Touch – Global Reach Contact Information: Gerald D. Smith, MBA, PMP, CSP Gerald.Smith@us.sogeti.com Phone: 513-325-6513 Linkedin: http://www.linkedin.com/agilecounsel Twitter: @gds005 Blog: http://gsmithcsp.wordpress.com 2012 Copyright www.us.sogeti.com 26
  • 26. Local Touch – Global Reach Thank you 2012 Copyright www.us.sogeti.com
  • 27. Local Touch – Global Reach References Ambler, Scott. Agile Criteria, Common Agile Scenarios. “Scaling Agile Software Development for IT with Rational Tools: A Detailed View”, Ambler, Scott What is Agile, Measurement Challenges. “Introduction to Agile Delivery Workshop” Kroll, Per. “Measuring the Results of Your Agile Adoption - Using the Measured Capability Improvement Framework” Rivera, Ted, Richard, Ed. Core Iteration Metrics. “Agile and Lean Metrics: Quantifying Agile Adoption and Business Contribution across the Entire Value Stream” ScrumSenses, “Agile Metrics”. http://ww.scrumsense.com/coaching/metrics Smith, Gerald, “Agility … Iteratively” Whitepaper 2012 Copyright www.us.sogeti.com 28