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Successful agile teams at scale

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    Successful agile teams at scale Successful agile teams at scale Presentation Transcript

    • Successful Agile Teams at Scale Julian Holmes, AgileMentors
    • Agenda ▪ ▪ ▪ ▪ ▪ ▪ ▪ Why Agile? Defining ”Agile Teams at Scale” Scaling Agile Frameworks Large and Distributed team structures Enterprise Agile Transformation Supporting Practices and Techniques Summary ! ▪ Global Rational User Community
    • Everybody wants to be Agile ▪ Why? – Better Results – – – – Shorten Time-to-Market Adapt to Changing Needs Improved Quality Maximize ROI ▪ How? - Requires Change – – – – – Business Organizational Cultural Commercial/Contractual Ways of Working
    • What is “Agile”? – Some Truths ▪ ▪ ▪ ▪ ▪ ▪ A movement Based on management theory A collection of lightweight methods Empirical and adaptive Simplistic and pure Idealistic
    • What Does it Mean to Scale Agile? Selection Factors Scaling Factors
    • Hybrid Method Frameworks • Single methods don’t have all the answers • SDLC 3.0 first defined 
 a hybrid framework • DAD and SAFe are 
 both instances. • DAD is evolving into a 
 process decision framework
    • Greater Discipline ▪ ▪ ▪ ▪ ▪ Agile Foundation DAD Extension Risk Management Delivery Assurance Governance ! ▪ All required to allow for Scale
    • The roles of Disciplined Agile Delivery (DAD)
    • Moving from Traditional to Agile Roles ▪ Traditional roles are impacted by modern practices ▪ Siloed roles need to embrace cross-functional mindset ▪ There is a place for all roles in the agile organization ▪ New skills and responsibilities ▪ Requires organization-wide buy-in * Scott W Ambler, 2011
    • Structuring a Growing Team Medium Team Effective from 10 up to 30 Vision Small Team Effective up to 7 ± 2 Large Team Effective from 30 upwards
    • Evolving Team Structure Governance Team (sample roles) Shared Vision Product Team Technical Support Team (sample roles) Product Owner Deployment Product Analyst Configuration Management PMO Engagement Manager Solution Architect V Technical Expert Build Management Scrum Master Environment Support Feature Owner Feature Analyst Developer Feature Architect Tester Scrum Master Test Management Product Architect Enterprise Architect (supports Product Architect) Feature Team(s) * Capgemini UK plc, 2013 Independent Testing Team (permanent / part time)
    • Distributed Agile Teams at Scale ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Start local and establish a common culture Build a high-performing approach Implement and prove your collaboration tools Maintain constant cross-location transparency Budget for travel Don’t isolate “whole teams” Keep all locations “equal” Budget for some role duplication
    • Agile Transformation – Cultural Challenges ▪ Cargo cult change ▪ Matching practice to culture ▪ Individuals vs. teams ▪ Fear of transparency ▪ Rewards and recognition ▪ Outsourcing vs. fostering ▪ Beware of PANDA! * Cameron & Quinn’s Competing Value Framework, 2005
    • Agile Culture Change ▪ It has to start at an individual level ▪ The team has to be empowered ▪ The organisation must want to learn ▪ Communities must be fostered
    • Activity Coordination ▪ Collaboration is key ▪ A range of practice options available ▪ Some enable Agile, others less so ▪ Scales of maturity, or recommended options
    • Enterprise Alignment ▪ Increasing organisationwide maturity ▪ Aligning across programs of work ▪ Governing effectively ! ! disciplinedagiledelivery.com
    • Agile ALM Support with Jazz ▪ Jazz platform supports the practices of agile teams at scale ▪ Enabling collaboration, transparency, and integration The Rational solution for Application
 Lifecycle Management 
 Rational
 Requirements Composer Rational
 Team Concert Analyst Rational
 Quality Manager Developer Quality
 professional Architect Deployment
 engineer
    • Beyond Cargo Cult Coaching ▪ More than just certified 
 “scam-masters” ▪ Reality over rhetoric ▪ Coaching supported with empiricism ▪ Pragmatic application of practices ▪ True “journeyman” change agents
    • Successful Agile Teams at Scale – Summary ▪ Agile adoption will give the potential for: – – – – Shortened time-to-value Greater predictability Ability to react to change Improved business relationship and trust – Reduced waste – “Better” solutions ▪ But it will require: – – – – – An investment in people Business engagement A “one team” mentality A process decision framework Measures that support the approach – Collaboration tools – Experienced support
    • The Global Rational User Community A brief introduction © 2013 IBM Corporation
    • GRUC – An Active, Growing and Participating Audience ▪ The Global Rational User Community ▪ A collection of over 100 local & virtual groups with 15k members! – www.rational-ug.org ▪ Vision: – To promote the effective use of Rational solutions through an active, collaborative community of customers, partners, and IT professionals ▪ User Groups: – A group of customers who actively work with Rational and are interested in learning and sharing information and experiences about their solutions with other customers to assist with Rational Product implementation – Independently owned and run by users !21
    • Resources: The website is key - www.rational-ug.org
    • Available Resources ▪ Content libraries – Miss a webcast or looking for resources? Our content is available to you as a member ▪ User Forums – Ask questions or start conversations with other users ▪ Collaborate with IBM staff/executives – Utilize the “Ask the Experts” section to get the answers to your specific questions ▪ Local User Groups – Connect with uses near you ▪ Virtual User Groups – Find other users in the same industry/ interest area to collaborate with ▪ Exclusive webcasts and events – Keep sharp and continue to learn about Rational with expert-led trainings and group meetings ▪ Rational and Industry expert blogs – Search for the info you need, or follow our posts to stay ahead of the competition !23
    • Corporate User Groups Enable efficient sharing of knowledge and experiences with employees around the world: ▪ Employees leverage Communities to learn, train & gain ▪ Easily communicate with development groups ▪ Track training or content consumption ▪ Accelerate problem resolution ▪ Develop your own centralized content library ▪ Leverage IBM for expertise ▪ FREE service !24
    • What can you do to get value from the RUC? ▪ Register on the web-site – Make sure you allow us to send you our newsletters ▪ Join some Groups – At least one local group, and perhaps a few of the virtual groups ▪ Review the Content Library – There’s lots of value that we have already provided ▪ Contribute – Discussions, forums, content ▪ Volunteer – Present your experiences, provide venues, invite your peers
    • Next Steps ▪ Join the Swedish Rational User Group – Register at rational-ug.org – Perhaps volunteer to host or present at a meeting ▪ Consider your own private Corporate User Group: – Find detailed information online: rational-ug.org/crugs • Julie Jordan, Rational User Community Programs: jordanju@us.ibm.com • Rod Baptie, Baptie & Co., rbaptie@baptie.com ▪ Discuss either option with us here at RUC SE !26