Darwin Agile and The Dinosaurs


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  • Darwin Agile and The Dinosaurs

    1. 1. Darwin, Agile andthe Dinosaurs George Anghelache Cristian Cazan October 2012
    2. 2. IntroductionsEndava is a leading IT services organization, with offices in Londonand New York and delivery centers in Romania and Moldova thatsupport the full project lifecycle. Utilizing our distributed agiledelivery model - TEAM, we are able to deliver significantimprovements to quality and productivity resulting in our clientsbeing able to deliver substantially more for the same budget.IN YOUR ZONE 2
    3. 3. IntroductionsGeorge Anghelache Cristian CazanDelivery Manager Delivery Manager• 15+ years experience in IT • 15+ years experience in IT• Former Projects Delivery Manager and • Former Head of Development Romania, Head of PM, overseen good delivery of all spotting, attracting and managing over 160 IT Endava projects from a RO base professionals in 2 delivery locations• Agile Expert, consulting blue-chip clients in • Agile Expert, Certified Scrum Master, wide implementing nearshore distributed agile consultancy experience in enterprise agileIN YOUR ZONE 3
    4. 4. Darwin, Agile and the Dinosaursconsiderations when evolving Agile to Enterprise LevelAgile Purists and Enterprise Agile practitioners arealways debating how Scrum roles, ceremonies andpractices should be implemented when dealing withhighly complex Enterprise environments andsolutions.Can a single Product Owner cope with thecomplexity? How do we scale Agile? Do we needArchitectural leadership?Let’s look at these topics together.IN YOUR ZONE 4
    5. 5. Raise your hand if …•You’ve tried Agile on this type of project • 5-15 teams • Multi-site teams • Multiple vendors • Large and complex systems Any others ?IN YOUR ZONE
    6. 6. What does Complex Enterprise Environment mean?• Large organizations• Complex integrated business critical systems• Multiple vendors to develop their systems• Mix of technologies• Very complex budgeting cycle• Intricate organization structure and stakeholder tree to manage• Large programs of work• Long history => inherited a good amount of antiquated delivery practicesIN YOUR ZONE
    7. 7. Product Owner as Defined in ScrumWhat does The Book say?• maximizing the value of the product• maximizing the work of the Development Team• the sole person responsible for managing the Product Backlog • Clearly expressing Product Backlog items • ? Ordering the items in the Product Backlog to best achieve goals and missions • Ensuring that the Product Backlog is visible, transparent, and clear to all stakeholders, and shows what the Scrum Team will work on next • Ensuring the Development Team understands items in the Product Backlog to the level neededIN YOUR ZONE 7
    8. 8. Hmm… will it work at Enterprise Level? One Man Band The Hero One Stressed CookieIN YOUR ZONE 8
    9. 9. Enterprise Agile Challenge • Focus the will of many business users into detailed US • Get buy-in of very large stakeholder tree • Work around complex budgeting and tracking mechanics What would be an Evolution of the Product Owner in a complex enterprise context?IN YOUR ZONE 9
    10. 10. The Composite Product Owner Project Product Manager Owner Business Analyst We need a evolution of the concept at Enterprise Level Complexity Decouple three main areas: strategy / features / managementIN YOUR ZONE 10
    11. 11. Enterprise Agile Challenge • Focus on building the features • Removing impediments in a complex client environment • Channel results and reporting under contractual terms What would be an Evolution of the Scrum Master in a complex enterprise context?IN YOUR ZONE 11
    12. 12. Composite Scrum Master enterprise planning and Project Scrum features and scrum team communication Manager MasterIN YOUR ZONE 12
    13. 13. Enterprise Agile Challenge • Complex integrated business critical systems creating lots of dependencies • Mix of technologies as multiple vendors have & are developing the systems via large programs of work • Intricate organization structure and stakeholder tree to manage What would be an Evolution of the Agile Scaling in a complex enterprise context?IN YOUR ZONE 13
    14. 14. Scrum of Scrums, caveats with growth? Project coordination Release Planning Scrums coordination Tech leadership Solution storming Scrum coordination Plan ownership User Story ownership  Quality Add more teams• The SoS will have an overload to lead all the teams and projects• Keeping up to date will require too many meetings, too many details• Effective acting as Tech Leadership and Future Team compromised• LIMIT @3-4 SCRUMS and 30-odd people IN YOUR ZONE 14
    15. 15. Enabling Enterprise Scale Agile• Growing to a large number of teams requires a change of the standard structure• Vertical ownership: each Cluster and each Scrum = Feature focus • Scale Horizontally by creating new clusters containing 3-4 Scrum teams • Each Cluster has a project manager to focus on: Release Planning, Reporting and Impediments• Horizontal ownership: the shared Design Scrum = Technical Knowledge and Quality focus Virtual Scrum of Scrums of Scrums: DS SM, PMs, SMs, Agile Coaches Feature focus. Detail Technical Knowledge & Quality focus via DS shared allocation Design Scrum (DS) Cluster of teams Cluster of teams Add more team clusters; Multisite enabled IN YOUR ZONE 15
    16. 16. Enterprise Agile Challenge • Complex domain knowledge spanning many integrated business critical systems • Significant mix of technologies, frameworks, 3 party product, COTS rd • Various technical and subject matter expert groups to assimilate knowledge from How would you approach Growing multiple scrum teams in a complex enterprise context?IN YOUR ZONE 16
    17. 17. How do you ramp-up Highly Productive Teams? Project Lifecycle Team 3 Team 1 + + Team 4 Team 5 Initial Core Team + Team 2 + Team 6• Organic growth, seeding and pairing techniques to ramp-up and build highly productive teams• Use pairing to accelerate domain knowledge transfer, new members ramp-up and improve code quality IN YOUR ZONE 17
    18. 18. Enterprise Agile Challenge • Intricate flux of requirements to backlog items through many layers of business users, key stakeholders, compliance agents and composite product owner • Insuring strategic architecture and design principles alignment with empowered technical groups from the client How would you evolve Planning activities in a complex enterprise context?IN YOUR ZONE 18
    19. 19. Forward PlanningClient Release planning Sprint 1 Sprint 2 … Sprint 6 Sprint 7 Build Build Build Build H.U.T. Design Authority Technical experts How we build it? CompositeProduct Owner Design Leads SMs  Planning  Look ahead  Foresee impedimentsWhat’s to be build? Future Team Now Team IN YOUR ZONE 19
    20. 20. The Anti Hero• Chuck Norris is ScrumMaster and ProductOwner – simultaneously• Chuck Norris has implemented everything at the planning meeting• When Chuck Norris says “done”, then it’s “done”• Chuck Norris answers just two questions on the stand-up meeting: Chuck Norris does not know obstacles• Chuck Norris does not need Reviews or Retrospectives: there is no improvement for Chuck Norris’ process• Chuck doesnt meet customer requirements and needs, they meet his!IN YOUR ZONE 20
    21. 21. Thank you!George Anghelache Cristian CazanDelivery Manager Delivery ManagerGeorge.Anghelache@endava.com Cristian.Cazan@endava.comIN YOUR ZONE
    22. 22. AttributionsThis material draws inspiration from a massive community of Agile enthusiasts, our own experience and that of many clients andcompanies weve engaged with through the years.• People that have inspired us through many trainings, workshops , articles and webinars: Mike Cohn, Jeff Sutherland, Henrik Kniberg, Ken Schwaber, Roman Pichler, Anna Forss, Serge Beaumont, Mike Beedle and many others we’ve not intentionally forgot• Sites and whitepapers with excellent knowledge: www.agilealliance.org; www.mountaingoatsoftware.com; www.scrumalliance.org; www.controlchaos.com; www.implementingscrum.com; www.jeffsutherland.org; www.agileforall.com; www.infoq.com; www.rapidscrum.com; www.slideshare.net; www.agile42.com; scrum.jeffsutherland.com; www.agilemanifesto.org; www.scrum.org; www.wikipedia.org; www.projectmanagement.com; www.romanpichler.com; www.agilesherpa.org; www.cathycarleton.com; www.implementingscrum.com; www.gantthead.com;• Books that have added invaluable knowledge: Ken Schwaber - Agile Project Management with Scrum; Mike Cohn - Agile Estimating and Planning; Mike Cohn – Introduction to user stories; Roman Pichler - Agile product management with Scrum; Anna Forss - Confessions of a serial product owner; Ken Schwaber - The Enterprise and Scrum; Mike Cohn - User Stories Applied; Carl Larson and Frank LaFasto - Teamwork; Serge Beaumont - Practical Tools for the Product Owner: Focus, Value, Flow; Jim Highsmith - Agile Project Management; Jeff Patton - Story Maps; Mike Cohn - Succeeding with Agile; 37 Signals: Getting Real; Jeff Sutherland - The Power of Scrum ; Tobias Mayer - Scrum Roles; Donald Reinertsen - The Principles of Product Development Flow; C. Jakobsen and J. Sutherland - Scrum and CMMI – Going from Good to Great; Donald Reinertsen - Managing The Design Factory; Scrum Sense – What every product owner should know; Ken Schwaber, Beedle Mike - Agile Software Development with Scrum;• Pictures copyright and courtesy of The Flistones, Warner Bros; Television Distribution & Meet the Robinsons, Disney PicturesIN YOUR ZONE