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Using Agile Principles to Deliver Real Business Value at Scale
 

Using Agile Principles to Deliver Real Business Value at Scale

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Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed ...

Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams

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  • Joe – 1 minute
  • Joe – 1 minute <br />
  • Mark – 1 minute
  • Joe – 2 minutes
  • Joe – 3 minutes
  • Joe – 2 minutes
  • Joe – 3 minutes
  • Mark – 4 minutes <br /> <br /> Use of business value teams as a specialized form of a development team is suggested for solving many problems associated with Agile methods in past development programs <br /> The following pages provide a loose framework of suggestions for managing Product Ownership and attaining real business value <br /> This is intentional, and in keeping with the “as few rules as possible” nature of the best Agile practices <br /> Thus existing Agile organizations can adopt the following framework readily <br /> Following suggestions are not intended to replace or preclude other management techniques, but are intended to work well with management structures such as a program management office <br /> Just as the multiple scrums in the following address problems of scale, an organization will likely have complex Product Ownership teams consisting of a hierarchical ownership structure. The suggested business value team is even more valuable as ownership groups are scaled up for large programs <br />
  • Mark – 2 minute <br /> <br /> Lets talk about the role of Business Value Teams in the typical Agile project lifecycle.
  • Mark
  • Mark – 3 minutes <br /> <br /> The business value team may or may not participate in the business case and help finalize the project budget.
  • Mark – 3 minutes
  • Mark – 1 minute
  • Mark – 5 miutes
  • Mark – 3 minutes
  • Joe – 1 minutes
  • Joe – 2 minutes
  • Joe – 3 minutes
  • Mark – 3 minutes <br /> <br /> No discussion about Agile is complete without mentioning some key tips and tricks for successful agile teams.
  • Mark – 2 minutes
  • Mark and Joe – 10 minutes 

Using Agile Principles to Deliver Real Business Value at Scale Using Agile Principles to Deliver Real Business Value at Scale Presentation Transcript

  • © Enterprise Knowledge, LLC Using Agile Principles to Deliver Real Business Value at Scale
  • © Enterprise Knowledge, LLC Topics • Introduction • The Problem • Our Solution • Business Value Teams • Agile Lifecycle – Program Initiation – Development Iterations – Program Close Down • Questions 1
  • © Enterprise Knowledge, LLC Joe Hilger 2 Recent Project Experience • GSA – Led a team developing an Enterprise Document Management strategy business case to support the strategy. • HHS – Worked with a group of content management SMEs to create a recommendation and roadmap for a new Web Content platform for HHS. • Wolters Kluwer Law and Business - Led a team in the development of a new product integrating SEC filings with SEC rules and regulations. • Library of Congress – Led a team commissioned by LoC to improve the way the capture and present Legislative content. Recent Presentations/Publications • Big Data Meet-up – An Introduction to Big Data – Washington, DC September, 2013 • Webinar – Cultivate your Taxonomies and Content Management – June 2011 • Enterprise Search Summit – Search for Customer Satisfaction at Standard & Poors – February, 2010 • KM Institute – Enterprise Search: Turning Find into Act – September, 2008 • Shared Insights – Portals, Collaboration, and Content Management Conference – Creative Uses of Enterprise Search – Orlando, FL – April, 2006 • 23 years consulting experience with a focus on knowledge management tools since 2002. • Agile consultant and Certified Scrum Master. • Consulted to over 50 clients in both public and private industry. • Developed search workshop and led over 30 workshops for clients in a wide range of industries. • Co-authored EDS’s portal development methodology.
  • © Enterprise Knowledge, LLC Mark Shima 3 Recent Project Experience • Fannie Mae – developed business case and road mapped transition to grid computing for statistical analytics • Fannie Mae – organized team structure for systems development architects to coordinate across divisions • DHS/ICE – modeled agency wide desktop virtualization approach, plans, and business case • CSC – coordinated development team and processes for enterprise program monitoring system • Shell Oil Company – automated forecasting system and processes for all US oil and gas production engineers Recent Presentations/Publications • CIO Accelerators Blog Series – outlining methods to use scrums in extraordinary use cases, 2014 • Business Case for Fannie Mae Business Analytics Platform Modernization – co-authored, 2013 • 37 years of consulting, systems development, project management and architecture experience • Certified Project Manager, ITIL practitioner, and process engineer • Experienced in government and a broad range of industries • Designed training programs and trained thousands of corporate students in programming, database design, and applications • Developed business cases and managed programs to implement systems improvements leading to many millions of dollars savings
  • © Enterprise Knowledge, LLC The Problem • Failed Project Delivery • Communication Gaps • Unclear / Transient Objectives • Inability to Prioritize • Methodology Wars • Lack of business engagement 4
  • © Enterprise Knowledge, LLC Our Solution: Agile Development with a Twist • Agile succeeds three times more often than Waterfall. • 49% of businesses say most of their company is using Agile development. • 52% of customers are happy or very happy with Agile projects. • The use of Agile project management tools has jumped by 8%. 5 Agile development works. Development teams feel empowered, stakeholders are getting what they want, and business value is being delivered sooner.
  • © Enterprise Knowledge, LLC The Good • Projects deliver value sooner • Development teams feel empowered • Risks and issues are identified sooner in the project • Project success rate is much higher (but not good enough!) The Bad • Agile continues to be misunderstood • Agile can be difficult to scale • Projects frequently lack direction • Product Owners feel overwhelmed • Many projects fail to end gracefully 6 Agile helps, but problems remain
  • © Enterprise Knowledge, LLC The Twist: Business Value Teams 7 “A Business Value Team is a group of representatives (stakeholders) who help the Product Owner make decisions about the value of features and functionality for each product.”
  • © Enterprise Knowledge, LLC Proscription Prescription Path Forward • Business Value Teams solve problems with past Agile development programs • Business Value Teams help manage product ownership and deliver real business value – Keep “as few rules as possible” per the best Agile practices – Improves communication with the program management office – Allows Agile projects to scale for larger initiatives. 8
  • © Enterprise Knowledge, LLC The Agile Project Lifecycle 9 Development Iterations Program Initiation Program Close Down
  • © Enterprise Knowledge, LLC 10 Program Initiation 10 Development Iterations Program Initiation Program Close Down
  • © Enterprise Knowledge, LLC Initiation Activities • Develop the mission and vision statements • Confirm the business case • Finalize and confirm budget • Select and form the development team • Create the initial roadmap • Develop and prioritize initial product backlog
  • © Enterprise Knowledge, LLC 12 Enhanced (Twisted) Agile Program Initiation The Business Value Team helps the Product Owner identify and prioritize business objectives and risks in enough detail to provide program structure • Product Owner assigns Business Value Team • Business Value Team – Identifies business values of required objectives – Assigns value metrics – Product Owner synchronization • Roadmap Development – Graphical representation of intrinsic milestones – Business Value Team creates and maintains updated roadmap – Risks are listed and ranked • Agile Development Teams – Assigned by Product Owner based on Business Value and Risks
  • © Enterprise Knowledge, LLC 13 Development Iterations 13 Development Iterations Program Initiation Program Close Down
  • © Enterprise Knowledge, LLC 14 Twisted Agile Development Iteration Roadmap1 Backlog1a Business Value Team Product Owner Development Teama Business Value Team Sprint Backlog1b . . . Backlog1n Roadmap2 Backlog2a Backlog2b . . . Backlog2n Development Teamb Development Teamn Iterate . . . The business value team helps the Product Owner steer development teams throughout the program lifecycle • Roadmaps graphically track progress • Roadmaps serve as a master communication tool for the Product Owner and Teams – Additional artifacts are used as needed – For example, architecture blueprints • Roadmap and Backlog assignments are updated after sprints as more details develop in program execution
  • © Enterprise Knowledge, LLC Development Iteration Drill Down • Staggered meetings ensure rapid decision making and effective communication. • Roadmap and architecture artifacts carry forward with ongoing business value team involvement and Product Owner oversight 15
  • © Enterprise Knowledge, LLC 16 Program Close Down 16 Development Iterations Program Initiation Program Close Down
  • © Enterprise Knowledge, LLC Program Close Down • Program Closure – Business Value Team defines minimal acceptable capabilities – Business Value Team confirms project closure – Business Value Team can allow for early buy outs • Ongoing cycle of enhancements – Business Value Team identifies value of additional features that warrant ongoing enhancements 17
  • © Enterprise Knowledge, LLC 18 Twisted Agile Program Close Down The Business Value Team helps the Product Owner assess program attainments and choose close down when beneficial • Product Owner reviews progress vs. Mission / Goals • Business Value Team – Works with Product Owner to confirm total business value of attained objectives – Updates Missions and Goals – Provides recommendation • Product Owner Decides – Early Buy Out if 80+% Done – Initiates Closure – OR continues development iteration
  • © Enterprise Knowledge, LLC Agile Tips and Tricks • Transparency • High Value / High Risk early • Maximum Diversity • Ameliorate the Anchors • Keep the team together • Agile teams doing more than code development 19
  • © Enterprise Knowledge, LLC The Twisted Agile Path . . . Continues • Non-Traditional Uses of Agile Methods – Business Value Teams – Requirements Definition Teams – Engineering Teams – Research and Development Teams • TRIZ Method Teams 20
  • © Enterprise Knowledge, LLC QUESTIONS? 21
  • © Enterprise Knowledge, LLC Our Contact Information 22 Joseph Hilger Principal Consultant Enterprise Knowledge, LLC Phone: 571.436.0271 Email: jhilger@enterprise-knowledge.com Mark Shima Managing Director CIO Accelerators Phone: 703.980.9065 Email: mark3shima@gmail.com