Your SlideShare is downloading. ×

cPrime Agile Enterprise Transformation

348
views

Published on

How cPrime conducts Agile Transformations

How cPrime conducts Agile Transformations

Published in: Software

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
348
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Enterprise Agile Transformation Services
  • 2. cPrime Snapshot  Largest Depth & Breadth of Agile Methodology Training & Coaching  10 Years of Customer Success  50+ Fortune 100 Customers  Proven Enterprise-wide Transformations @ LG, Telenav, Wells Fargo, Macys.com, GreenDot, etc.  Technical Leadership – Integration Specialists & Technical practices  Agile Portfolio Management Expertise  VersionOne Premier Partner + Atlassian Platinum Partner + SAFe Gold Partner
  • 3. Who is cPrime? Agile Software Services
  • 4. Agile Clients
  • 5. Relevant Transformation Experience Cisco Exclusive Agile Training Provider, ERMO – Key Agile Consulting Engagement (2+ Yrs.) Ericsson Exclusive North America Training Provider Won 2 consecutive RFQ’s Greendot Full company transformation Oracle Multiple Global Teams (3+ Yrs.) Symantec Multiple Global Teams Advent Software All of Development Visa Multiple Teams PayPal Multi-year Transformation Engagements eBay Multiple Training & Coaching Engagements Wells Fargo Wholesale & Retail Multiple Teams and Engagements Macy’s.com Multiple Years of Agile Engagements Sony Multiple Division and Engagements Narus Global Transformation Engagement Athena Health Coaching Engagement Information Builders Training Engagements Trizetto Coaching and Advanced Training Across US (4 centers) HP Multiple Engagements Across US Netapp PMO and Development Engagements
  • 6. Typical cPrime Experts Name Biography Zubin Irani, MBA, CSM CSPO, ITIL, PMP Executive Director Experience: 16 years  Mr. Irani has managed a wide variety of application and Agile engagement ranging from 5 to 400 team members and budgets ranging in size from $100K to $80 million.  He has managed projects for Deloitte, AT&T Wireless, VISA, HP, DirecTV, AMEX, Agilent Technologies, Disney, Pacific Life, and JP Morgan Chase.  He has been leading cPrime for the past 8 years winning 6 consecutive fastest Private Company growth awards in San Francisco Bay Area Journal and Inc 500 Kevin Thompson, Ph.D., CSM, PMP, CSP Agile Practice Lead Experience: 23 years  Dr. Thompson has a doctorate in Physics from Princeton University, and extensive background in managing software development project.  As a thought leader he has created more original content than any other Agile Expert in the last 5 years. His groundbreaking paper on Agile Governance, Agile Portfolio, and Agile in Hybrid environments sets him apart from his peer group. Jim Schiel, CST, CSP, CSPO,CSM Agile FDA Lead Experience: 24 years  Mr. Schiel has worked in FDA environments for 24 years, and has spent the last 10 years assisting organizations in a FDA environment adopt Agile.  He has been driving Agile adoptions in regulated environments for the last ten years at Siemens Medical, Siemens HealthCare, and Siemens Imaging and is 1 out of 120 Certified Scrum Trainers in the world. Sue Shreve, MS, SPC, CSP, CSM, CSPO Experience: 18years  Ms. Shreve has a Masters from Stanford University, and extensive background in Agile adoption at large Enterprises.  She has been specializing in implementation of scaling agile solutions (SAFe) and Agile Architecture over the past several years, in addition to a number of transformations and organizational coaching John Hill, CSM, CSPO, CSP, CST Experience: 25 years  Mr. Hill has over 25 years in Information Technology, including extensive experience managing major software development and implementation projects (utilizing Agile project management methodologies, most notably using Scrum since 2003).  Numerous coaching and transformations executed during his tenure including 30 U.S. teams after a large acquisition Joel Brass CTO Experience: 14 years  Mr. Brass has been a Senior Development Lead in Silicon Valley for the last 6 years  He has experience in Commerce, Enterprise and Mobility Application Development in working with companies such as Techwood, Anybots, Fordela and SaveFans!  At cPrime, he is charged with heading up Enterprise Application Software Solutions in the Agile space revolutionizing how software is being developed
  • 7. Our Thought Leadership Agile Breakthroughs Solutions for leading Agile Topics  Developed a model for effective large-scale Scrum (“Organizational Scrum”)  Developed a Center of Excellence Framework and Portal to ensure Agile continuous learning in organizations  Created the RAGE framework, which explains the entire Agile world and provides the tools needed to develop new Agile processes to meet new situations  Developed Agile processes for hardware and mixed hardware-software development  Developed a simple and widely-used approach to time-based estimation for Agile processes  Developed a mathematical model to show why Agile processes are more effective than Waterfall processes  Kanban  Distributed Teams  Kanban outside of Software Development  DevOps Solutions  Portfolio Management Training & Coaching  Agile Architecture  Lean Startup  Kaizen, Team Optimization & Culture  SAFe  Agile Governance (RAGE)  Technology & Agile Integrated Solutions
  • 8. How we deliver our engagements… Just enough services We do not scope beyond your needs. We aim to fill in your gaps, the best and easiest way possible. Build as we go This reduces the risk of wasting time and resources where it is not necessary Two Leads for every engagement • A single coach leads engagement and manages clients and team members towards one unified goal. • Project Managers add value by working closely with you to plan all engagement logistics – freeing up the critical time of lead coach and providing cost savings throughout engagement.
  • 9. What it Takes: Solution Architect Guidance, Change Management Services Advisory Services, Tune Up’s, Check-In’s Coaching & Advanced Training Workshops & Training Expanding Sustaining
  • 10. Organizational Transformational Framework
  • 11. Transformation Approach TRANSITION PLANNING IMPLEMENTATION EXECUTION Organization Assessment Enterprise Transformation Planning Training Coaching & Workshops • Evaluate Current Environment • Understand Organizational Goals • Identify Gaps • Assess current Tools and Technology • Review Validation and Verification policies and procedures • Transition Backlog • Implementation Planning • Roadmap Definition • Team structure • Identify changes to Agile processes to accommodate Validation and Verification • Technology Setup EXECUTION Training & Coaching at all levels Product Deployment Coaching Implementation Support Embedded Coaches
  • 12. Assessments and Planning
  • 13. Agile Transformation Backlog Transformation - Sprint 0 : Assessment and planning phases will establish your transformation backlog or work items that must be completed to kick of the new scrum process The transformation backlog consists of: • training plan • facilities plan • scrum project plan • communication plan • tool acquisition and configuration • process development • personnel plan • metrics and reports • transition budget
  • 14. Becoming Agile Implementing Scrum Mechanics ≠ Agile Culture Mindset Shift From: Management has successfully mastered the art of planning and monitoring the development process through hierarchical control To: Management enables an Agile culture of continuous evolution toward more successful states – a successful and fluid division of work that emerges and self-adjusts in response to changing conditions
  • 15. Shifting Culture “One Team At A Time” Awareness of Others Team Awareness & Effectiveness Organization Awareness & Change Self-Awareness Self- Management Self-Mastery Successful change must begin at the individual level, but as anyone who tries to change a habit knows - while it may be simple, it is certainly not easy to sustain Change at the team level typically takes hold more rapidly and lasts longer – this is Team-Focused Change Initiatives “imposed” on the organization have a very reduced success rate
  • 16. Critical Factors for Collaboration DECISIONS 1 on 1 1 on Some 1 on All In addition to experience & data, rapid, quality decisions require: 1. The right balance of people 2. An effective process 3. The appropriate interaction from the people involved
  • 17. What Is Team Discovery? Team Discovery is a very time and cost effective introduction to the Team Acceleration process: • Experiential and Fast-paced: In a half day session understand the critical factors that speed up or slow down team performance • Learn a Common Language: Start communication and discussion on the people issues in a way that does not create a defensive response • Hard Data on Soft Skills: Actually measure how your team performs and interacts – benchmark the current state The outputs and learning from the Team Discovery workshop provide both an immediate improvement in team performance as well as a platform to develop a concrete Interaction Plan to keep improving performance on an ongoing basis.
  • 18. The Team Acceleration Journey Our Team Acceleration process improves collaboration and interaction. It helps ensure sustainable success by delivering a process, not an event that fades over time.
  • 19. Benchmark Your Team Management Process Handling Conflict & Decisions Learning Cycles & Feedback Planning Team Processes Assigning Responsibility Discovery of Data Planning Executing  Establish breakthrough goals  Anticipate barriers  Develop plans and processes, set ground rules  Assign roles and accountability  Encourage divergence and diversity of thought  Decide on a decision-making model  Surface and test assumptions; create valid data  Resolve conflict productively  Monitor progress Learning  Reflect on performance  Use learning cycles to ensure continuous improvement. 19 Goal Setting & Alignment
  • 20. cPrime Agile Maturity Scorecard
  • 21. Training & Coaching Strategy
  • 22. Agile Training Base Training CSM, CSPO, PMI ACP, Agile for Teams, Lean, Kanban, etc. Modular Role-Based Training Agile for POs, Scrum Masters, Managers, Marketing, Infrastructure, Executives, HR, DevOps, Testing/QA, etc. Custom Workshops Release Planning, Tools, Test-Driven Development, Kanban, Scaling Agile, Hybrid Projects and more
  • 23. Advanced Agile Training Advanced Training Release Planning, Tools, Test-Driven Development, Kanban, Scaling Agile, Enabling Change Management Training Management Techniques, Communication Practices, Team Optimization and more Scaling Training SAFe, Portfolio Management, Program Management, Architecture Sustainable Training Professional Agile Coaching and Train-the-Trainer
  • 24. Learning: Workshops and Training
  • 25. Kick Start Coaching Gets your team(s) started in the right way. Our coaches assess unique needs, tools, and requirements to increase the overall velocity, production and agility of your team Kick-start coaching focuses on planning the right transformation approach for your organization, our coaches provide the necessary guidance to get teams up-to-speed and self sufficient.
  • 26. Modular Training New series of modularized, role-based courses promotes optimal function and understanding within Agile teams. • Tailored learning objectives address problem areas unique to your team • Hands-on learning with interactive exercises that utilize sample projects • Provides in-depth understanding of roles/responsibilities across the team Product Owner Modular Training Scrum Master Modular Training Agile for Teams Modular Training Agile Awareness Training
  • 27. Basic Workshops • Guidance and support to help teams get up to speed • Tackles issues unique to your team • Integrating your unique projects in a “learn by doing” model Practical Scrum Overview Business Agile Distributed Teams Agile Tool Kanban Executive Agile
  • 28. Practicing: Coaching & Advanced Training
  • 29. Advanced Workshops • Guidance and support to help teams overcome their roadblocks • Tackles issues unique to your team • Integrating your unique projects in a “learn by doing” model Advanced Distributed Teams Hybrid Model Agile Release Planning Advanced Product Owner Scaling Agile Continuous Integration
  • 30. Optimizing: Advisory Service, Tune Up’s, Check-In’s
  • 31. Optimization Workshops • Guidance and support to help teams overcome their roadblocks • Tackles issues unique to your team • Integrating your unique projects in a “learn by doing” model Test-Driven Development Acceptance TDD Agile Testing Scrum Tune up
  • 32. Advisory Services Continued learning, on demand, how your organization needs it.
  • 33. Tune Ups and Check-Ins Remote coaching Q&A Technical coaching
  • 34. Role-based Soft Skill Training Our soft skill training consists of interactive courses that help attendees prepare their approach for Agile adoption. • Communication for Management in an Agile World • Why communication matters • How it has changed in and Agile environment • What it looks like in a healthy organization • What do I do about it? • Making the Leap: Traditional Project & Delivery Roles and How They Fit in the New World • Why it is necessary to “make the leap”? • What the change will look like /what an Agile environment looks like • Communication and Accountability: How much is enough? • How do I get there?
  • 35. cPrime’s Agile Library Agile Training Agile Technology Training Basic & Advanced Workshops Enterprise Scaled Training  Certified Scrum Master  Certified Product Owner  PMI Agile Certified Practitioner  Agile for Teams  Lean Startup  Kanban / Scrumban  Soft-Skill Training  Agile for Product Owners  Agile for Managers or Executives  Agile for Marketing  Story Writing, Story Mapping  Release Planning Workshops  Automating your Testing  Advanced Build Automation  VersionOne / Atlassian Software Training  Test Driven Development  Continuous Integration / GIT / Dev Training  Automated Testing  Agile Testing  Scaled Agilist / Leading SAFe  SAFe Program Consultant Certified Training  Agile Portfolio  Agile Budgeting  Lean Startup Culture  Agile Program Management
  • 36. Agile Coaching Levels
  • 37. Coaching At All Enterprise Levels Project Level: Team Coaching The coach works closely with team(s) to provide Agile coaching, guidance, and mentoring to support processes, tools, and practices. Organizational Level: Coaching at Scale An Enterprise Architect works with the leadership of the company on the key strategic planning and change management required to become an Agile organization. Technical Coaching • Coaching from expert technical coaches to work through more technical parts of the transformation – Architecture sprints, implementing CI and/or TDD/ATDD, setting up the right DevOps and Infrastructure, dealing with Technical debt, and beyond
  • 38. Coaching Deployment Transformation Coaching= ** We know this is the most effective way for Transformation success. Get a team/organization started with Agile. Our coaches take Agile theory and apply it to your organization’s projects, dependencies, challenges, capacity, resources. Kick start coaching can be used for sprint 0 to plan and prepare or for sprint 1 to start the first sprint. Just in Time Coaching = Buckets of coaching days are purchased to enable a metered approach to coaching. Coaching for organizations that require a leaner approach. Coaches are made available for the most critical parts of the Agile transformation – typically for the key planning sessions, retrospectives, leadership discussions, and scaling. Remote coaching are also available to fill in any gaps or questions. .
  • 39. Scaling: Solution Architect Guidance, Change Management Services
  • 40. RAGESM Recipes for Agile Governance in the Enterprise RAGE Enables rapid decisions, based on lightweight artifacts developed with minimum effort and is applicable to any process (Agile, Plan-Driven, Hybrid, etc.) Agile Governance is adaptable, not rigidly prescriptive  Standard Recipes based on verticals  Customized Recipes developed for your organization
  • 41. Assembling your RAGESM Below outlines standard recipe elements for each organizational level. This is a great starting point to pick and pull elements for your own custom recipe.
  • 42. Scaled Agile Framework® - SAFeTM The Scaled Agile Framework is a proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale. This framework synchronizes alignment, collaboration and delivery in the enterprise and scales successfully to large numbers of practitioners and teams.
  • 43. RAGESM and SAFeTM Scaling Services Assessment & Implementation Consulting Identifying and aligning a team of executives, stakeholders and organizational architects with insight into the organization’s environment. Our experts assess your organization’s Agile maturity and current state before transformation begins. Training  Portfolio Management Course  Release Management Course  Leading SAFe (SAFe Agilist )  SAFe for Teams (SAFe Practitioner) Embedded Coaching cPrime has a bench of SAFe Program Consultants, Solution Architects, and Senior Agile Coaches who can work with you throughout your entire transformation and beyond. If you need an expert for a few weeks or embedded for an extended period, we have the resources you need. Supporting Tools JIRA allows companies to scale agile to support multiple release trains by providing easy access to the key structural elements of the Portfolio layer: Investment Themes, Business and Architectural Epics, Portfolio Kanban Process, and Portfolio vision.
  • 44. Agile Software Solutions We partner with all major tool vendors to provide the very best software solutions to support your agile processes  Assessment / Design  Configuration / Set Up  Enhancement / Deployment  Training  Data Migration  Software Licensing
  • 45. Why cPrime?
  • 46. Why choose cPrime?
  • 47. Value of Engagement
  • 48. Improvements Project Visibility
  • 49. Case Studies
  • 50. Financial Services Agile Transformation cPrime evolves a team in the “doldrums” into a collaborative Agile culture. Industry: Financial Services Employees: 265,000 Headquarters: San Francisco Key Points:  An agile transformation at one of the largest financial services organizations in the world  With the pressure of financial application complexities, company realizes faster releases and predictability  A collaborative culture is created from a new agile process. cPrime given two thumbs up after selected out of three other vendors
  • 51. Enterprise Software Company Agile Transformation Industry: Computer Technology; Enterprise Software & Computer Hardware Employees: 122,830 Headquarters: Redwood City, CA Key Points:  cPrime sends Agile Practice Lead across the country and then the world to train 6 teams from one of the largest computer software companies  Company increases release rate by 780%, improves transparency & visibility and increased customer feedback loop after engagement with cPrime  They give praise cPrime for being easy to work with, having coaches with high expertise in Agile and creating an overall great experience.
  • 52. iSirona Agile Transformation Industry: Healthcare Specialties: Medical Device Connectivity Company Size: 200 employees Headquarters: Panama City, FL Key Points:  cPrime delivers a blend of hands-on training, executive consulting and long-term coaching at a critical time in iSirona’s maturation  iSirona successfully adopts a lean Agile process within strict FDA quality assurance regulations  Agile breeds a culture of personal responsibility, freedom to make your own choices, with a set of guide rails to lead you along the way  Agile permits an innovative way to meet the challenges that FDA regulations present
  • 53. CIG Insurance Agile Transformation Industry: Insurance Headquarters: Monterey, CA Key Points:  Visibility - with the Product backlog gives an explicit and definition of the work for a release  Prioritization - with large legacy applications in production, teams and POs now have a way to manage and balance production support with new feature development.  Integration of QA - integrating QA in the development process is already showing benefits.  Developing a more effective requirements definition process - The company is moving away from long PRDs and learning to streamline the requirements definition process.
  • 54. Why Go Agile?
  • 55. Reasons to go Agile VersionOne State of Agile Development Survey 2013
  • 56. Agile Results: Improvements VersionOne State of Agile Development Survey 2013
  • 57. Agile Methods & Practices VersionOne State of Agile Development Survey 2013
  • 58. Paths to Agile Success VersionOne State of Agile Development Survey 2013
  • 59. Agile: What’s Trending Now?  Kanban  Distributed Teams  Knowledgeable Product Owners  Kanban within Software Development  Agile Beyond Software Development  DevOps  Portfolio Management  Architecture in the Forefront  Focus on culture change  Workflow and tools
  • 60. cPrime: Delivering What’s Trending Now  Kanban  Distributed Teams  Knowledgeable Product Owners  Kanban within Software Development  Agile Beyond Software Development  DevOps Training  Portfolio Management Training & Coaching  Architecture in the Forefront  Focus on culture change  Workflow and tools
  • 61. What is an Agile Process? In principle: Any process that adheres to the principles of the Agile Manifesto “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” Manifesto for Agile Software Development, www.agilemanifesto.org
  • 62. Scrum vs. Waterfall Waterfall • Freezes scope, estimates schedule • Preserves scope by adjusting schedule • Is more predictive than adaptive • Plans all features, designs all features, implements all features, tests all features, fixes all bugs, in that order • Delivers all value at end of project (late ROI) • Customer experiences product at end of project Scrum • Freezes schedule, estimates scope • Preserves schedule by adjusting scope • Is more adaptive than predictive • Plans one feature, designs one feature, implements one feature, tests one feature, fixes bugs for one feature, then repeats for next feature • Delivers value incrementally throughout project (early ROI) • Customer experiences product early and often
  • 63. Success Rates: Agile vs Waterfall Agile software projects succeed 3X more often than Waterfall projects Data from 2002—2010 Copyright © 2011 by The Standish Group International, Inc. Challenged • late (100% median) • over budget (50% median) • lacking functionality • low quality
  • 64. cPrime’s 6 Levels of Planning
  • 65. Agile Portfolio Management The new Capital Budget Paradigm  Dynamically align resources to projects/needs with the highest value  Ability to respond to markets and technology  Can scale up or down with business markets  Increase IRR and predictability of projects  Reduce risk of projects
  • 66. Agile Transition Challenges & Failure At a high level, they fail because they are not planned properly • The transition to Scrum is always an exercise in business process re-engineering, whether or not anyone uses the term • The transition requires work, which must be planned and executed successfully At a low level, they fail when some requirements are not understood and addressed properly • Some departments don’t understand or buy in to the process. • Needs of direct stakeholders are ignored • Needs of indirect stakeholders are ignored
  • 67. What you get with cPrime  Success Metrics  ROI of adoption  Agile Portfolio management  Risk management of projects  Agile planning at scale  Customer Interactivity Cycles  Using feedback to increase IRR  Increase quality  Agile innovation cycles
  • 68. What cPrime Transformation Success Looks Like * Goal: Team achieves after 6 Sprints / 3 Releases Metric Target * Sprint Predictability > 80% Deliverable Rejection Rate < 1 Requirement Rejection Rate < 1 Estimation Reliability ±30% in 80% of Sprints Tracking Reliability < 5% Defect Impact < 20% Quality 3X reduction Cost of Defects 3X reduction
  • 69. Tracking Success Common Agile Metrics Sprint Project/Program Portfolio • Tracking of completed work (Burndown) • Velocity • Work Capacity (Actuals) • Focus Factor (Availability to work on Sprint stories) • Estimation Reliability • Accuracy of Commit (Margin of error when estimating) • Running tested features (Sprint) • Refactors completed • Defects/Bugs • Tests Automated • Unit Test Coverage • Tracking of completed work (Burnup) • On-Time Delivery (Release) • Features Delivered (Release) • Quality (Defects per Release) • Defect Cost • Revenue generated per portfolio • Cost reduction per portfolio • Positive impact in net present value (NPV) of the portfolio • Quantifiable ROI vs • Internal rate of return (IRR) per portfolio • Reduction in business risk(s)
  • 70. Drives Process Selection PREDICTIVE REACTIVE Predictive Adaptive Reactive Plan-Driven Scrum Kanban Waterfall XP SDLC The Agile Zone Adaptive processes Emphasize adaptability to rapid change Enable detailed planning Reactive processes Don’t require planning Handle unpredictable work well Predictive Processes Emphasize Efficiency Perform poorly when uncertainty is high The Adaptive Spectrum
  • 71. Constraints / Risk in Projects The Iron Triangle Scope Creep Change Management Over Budget Missed Deadlines
  • 72. …With Agile Agile Freezes the Constraint of Time (Freezes the schedule) • Predictability • Release sooner (faster ROI) • Deliver to market needs