W4 0245 agility_v1
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

W4 0245 agility_v1

on

  • 1,390 views

 

Statistics

Views

Total Views
1,390
Views on SlideShare
264
Embed Views
1,126

Actions

Likes
1
Downloads
36
Comments
0

5 Embeds 1,126

https://summit.atlassian.com 1115
https://wacdev.internal.atlassian.com 6
https://www.google.com 2
http://summit.atlassian.com 2
http://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

W4 0245 agility_v1 Presentation Transcript

  • 1. Overview  of  The  Enterprise   Agility  Model   May  2013   Enterprise  Agility   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐1-­‐  
  • 2. Damon  Poole   •  Chief  Agilist,  Eliassen  Group’s  Agile  PracIce   –  Coaching:  TransformaIon  and  Tune-­‐ups   –  Training   •  23  years  of  process  change:  small  co-­‐located  teams  to   mulI-­‐hundred  team  global  enterprises   •  Founder  and  past  CTO  and  CEO  of  AccuRev   •  Creator  of  mulIple  Jolt-­‐award  winning  products   •  Past  President  of  Agile  New  England   •  Author  of  “DIY  Agile  Kickstart”   •  Consulted  with  Ford  IT,  Orbitz,  Fidelity,  Capital  One,   ING  Direct,  and  many  others   •  Taught  Agile  techniques  to  thousands  of  people   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐2-­‐  
  • 3. Agenda   Diluted  Agile   Sell  the  idea  –  The  Financial  IncenIve   Enterprise  Agility  starts  at  the  team  level   PracIces  for  cross-­‐team  synchronizaIon   An  organizaIon  purpose-­‐built  for  Agile   Tooling  to  support  Enterprise  Agility   The  Enterprise  Agility  approach  to   transformaIon   •  Next  steps  for  Monday  morning   •  •  •  •  •  •  •  ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐3-­‐  
  • 4. Agile  DiluIon   IniIaIon   &  Funding   Requirements   &  EsImaIon   Design   PotenIally  Affected   Planning   •  ExecuIves   •  •  •  •  •  •  •  •  •  •  •  •  Senior  Leaders   Business   MarkeIng   Sales   Human  Resources   Finance  (capitalizaIon)   Product  Management   Architecture   PMO  /  Project  Management   Release  Management   Customers   Partners   Agile  touches  everything   Trad  Prj  Mgmt   Agile  Teams   TesIng   User   Acceptance   Release   1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐4-­‐  
  • 5. PotenIal  SoluIons   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐5-­‐  
  • 6. Approaches  for  CreaIng  an  Agile  Ecosystem   SAFe   Enterprise  Agility   Others   •  Larman/Bodde  Scaling  Frameworks:  FW-­‐1  &  FW-­‐2   •  Enterprise  Scrum   •  Roll  your  own  (default  approach)   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐6-­‐  
  • 7. Enterprise  Agility  Model   DELIVERY   FUNDING   BASED   DECISIONS   MANAGEMENT   ESCALATION   CAPACITY  BASED  INVESTMENT   PORTFOLIO  OF  PROGRAMS   AGILE  OFFICE   LOB   EPICS   LOB   CUSTOMERS   BUSINESS LEADERS   DELIVERY   BASED   CYCLE  TIME   METRICS   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐7-­‐   AGILE   PROJECT   MGMT   AGILE  SCM   I1   ARCHITECTURE   RELEASE  TEAM  /  OPS   I2   1-­‐CLICK   DEPLOY   I3  
  • 8. The  Financial  IncenIve  for  Enterprise  Agility   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐8-­‐  
  • 9. TranslaIng  MVI  to  Business  Benefits   $0   MVI  1   Project  A   MVI  2   $300K   $600K   $900K   ?   1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐9-­‐  
  • 10. An  Example  of  the  Effect  of  Working  by  MVI   Receive  an   extra  $450K   $150K   $0   $450K   MVI  1   MVI  2   1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐10-­‐  
  • 11. The  Cost  of  Too  Many  Projects  in  Progress   Project  A   Project  B   Project  C   Project  D   Project  E   Project  F   1   2   3   4   5   6   7   8   9   10  11  12  13  14  15  16  17  18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐11-­‐  
  • 12. An  Example  of  the  Effect  of  LimiIng  Projects  in  Progress   $0   $600K   $1.2M   $2.4M   $3.6M   Project  A   Project  B   Receive  an   extra  $3.6M   Project  C   Project  D   •  Requires  smaller  #  of  projects  in  progress   •  Requires  prioriIzing  the  order  of  projects   Project  E   Project  F   1   2   3   4   5   6   7   8   9   10  11  12  13  14  15  16  17  18   months   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐12-­‐  
  • 13. Team  Level  Enablement   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐13-­‐  
  • 14. What  Defines  Air  Travel   •  Benefit:  gepng  from  here  to  there  quickly   •  Plane   –  Aerodynamic  body   –  Control  surfaces   –  More  liq  than  weight   –  Landing  gear   •  Trained  pilot  (s)   •  At  least  two  runways   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐14-­‐  
  • 15. What  it  takes   Agreements  and  Boundaries   to  get  the   benefits  of   Scrum   1   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   19   20   21   22   23   24   25   26   27   28   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐15-­‐   2   29   30   31  
  • 16. Team  Level   •  Get  incredible  at  wriIng  small  user  stories   –  Well  defined  Who,  What,  and  Why   –  DefiniIon  of  ready  and  done   –  I.N.V.E.S.T.   –  Acceptance  criteria   –  Story  splipng   –  VerIcal  slices   •  For  soqware  projects   –  Implement  TDD   –  Use  automated  tesIng  for  all  new  work   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐16-­‐  
  • 17. Team  Level   •  There  is  a  product  owner  for  each  team   •  Apply  Lean   –  Implement  one-­‐piece  flow   –  Use  a  card  wall:  physical  or  electronic   –  Use  WIP  limits  on  a  per-­‐team  basis   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐17-­‐  
  • 18. What  does  it  take  to  get  a   hosix/patch  to  your  customer?   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐18-­‐  
  • 19. “One  Piece  Flow”   Done!   Done!   #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     Done!   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐19-­‐   #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     #define  a  b   /*    *  This  is  great  code.    */   bool  doStuff  (  )  {      index++;   }     Done!  
  • 20. Cross-­‐Team  Enablement   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐20-­‐  
  • 21. SynchronizaIon  Points   Example:  common  synch  point:  every  2  weeks   Kanban,  con)nuous  flow,  done  a0er  every  story,   con)nuous  synchroniza)on   1   2   3   4   5   6   7   8   9   10   Weeks   •  Each  team  chooses  1  or  more  of  the  following:  Scrum,  Kanban,  XP   •  IteraIon  lengths  must  synchronize  every  4  weeks  or  less   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐21-­‐  
  • 22. Planning,  Reviews  &  Retros  Structure   Daily   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐22-­‐   Weekly   On  a  regular   cadence  
  • 23. OrganizaIonal  Enablement  of  Agile   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐23-­‐  
  • 24. Scaling  Agile  is  More  Than  #  of  Teams   1.  Team  Agility   2.  MulI-­‐team  CoordinaIon   3.  Enterprise  Agility   OrganizaIonal   Structure   CompensaIon   Funding   Model   ban,   n m,  Ka or  XP   Scru and/ 3   2   1   Team(s)   Tools  &   Tech   Metrics   Cycle   Time   Impediments   Projects  in   Progress   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐24-­‐   Management  
  • 25. Top  Ten  Headwinds  and  Tailwinds   Area   Tradi)onal   Agile   Organiza)onal  structure   FuncIon  &  project   Product,  team,  &  delivery   Funding   Full  scope   Incremental   Compensa)on   Individual  based   Includes  consideraIon  of  team,   and  delivery   Metrics   FuncIonal,  plan  based   Team,  business  value  delivery   Tools  and  technology   TradiIonal   Agile-­‐oriented   Impediments   Rarely  raised   Focus  on  raising  &  addressing   Management  of  Teams   FuncIon  based   Delivery  based   Business  &  IT  interac)on   Big  handoffs   Daily  interacIon   Teams   Large,  funcIonal,   project-­‐based,   transient,  &  dynamic   Small,  cross-­‐funcIonal,   product-­‐based,  long  standing  &   staIc   Agile  Skillset   Low   High   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐25-­‐  
  • 26. Tooling  to  Support  Enterprise  Agility   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐26-­‐  
  • 27. Automatable   CreaIve   Product   Mgmt   Dev   Test   Deploy   Business   Planning   Design/Code   Test   Design   Releng   Data   Gathering   Test/Debug   Test   ExecuIon   Release   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐27-­‐  
  • 28. ConInuous  *Everything*   Design/Code   Automatable   CreaIve   Business   Planning   Test   Design   Data   Gathering   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐28-­‐   Releng   Build/Test   Release  
  • 29. The  Enterprise  Agility  TransformaIon  Approach   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐29-­‐  
  • 30. Agile  Principles  Applied  to  TransformaIon   •  Run  the  transformaIon  as  an  Agile  project   •  The  Simplest  Thing  That  Could  Possibly  Work   •  Measure  every  construct/pracIce  against  the   Agile  Manifesto   •  Incremental  “architecture”   –  Evolve  the  organizaIon  towards  Enterprise  Agile   rather  than  create  a  big  up  front  plan   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐30-­‐  
  • 31. Agile  Maturity  Indicators   Slows   AdopIon   Stable   Accelerates  adopIon   Impeded  (0)   Metrics   Transi)on  (1)   Sustainable  (2)   Metrics  are  all   Delivery  based   funcIon  based   metrics  are  being   tried,  planned,  or   discussed   50%+  of  metrics   are  delivery  based.   Old  metrics  are  sIll   being  tracked  and   used   50%+  of  metrics   Metrics  are   are  delivery  based   primarily   and  old  metrics  are   delivery  based   no  longer  being   tracked  or  used   Being  held  every   day,  15  minutes,   impediments   raised,  team   understands  it  is   for  them.   Daily,  short,   effecIve.  Runs  well   with  or  without   Scrum  Master.   Team  does  an  on-­‐ the-­‐spot  analysis  of   how  things  are   going  and  takes   correcIve  acIon.   Standups   Not  being  held   (or   similar)   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐31-­‐   Not  held  every  day   and/or  not  effecIve,   oqen  looked  at  as  a   status  meeIng,  not   a  benefit  for  the   team.  Can't  keep  to   the  3  quesIons  and/ or  mtg  takes  more   than  15  min.   Agile  (3)   Ideal  (4)   PosiIvely   adapted  to  the   needs  of  the   team  
  • 32. The  Path  to  Agility  –  StarIng  Point   0   1   2   3   4   44  Indicators   OrganizaIonal   Support   Team  Dynamics   Team  Structure   Per  Team   Product   Process  Mechanics   Engineering  PracIces   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐32-­‐  
  • 33. The  Path  to  Agility  –  Example  Goal   0   1   2   3   4   44  Indicators   OrganizaIonal   Support   Team  Dynamics   Team  Structure   Per  Team   Product   Process  Mechanics   Engineering  PracIces   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐33-­‐  
  • 34. Agile  Maturity  Radar  Chart  –  Team  Level   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐34-­‐  
  • 35. Enterprise  Agility  Summary   •  Enterprise  Agility  Model   •  Enterprise  Agility  Guide   –  OrganizaIon  level  pracIces   –  OrganizaIon  level  changes   –  Cross-­‐team  pracIces   –  Team  level  pracIces   –  TransformaIon  approach   •  Agile  Maturity  Matrix  Tool   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐35-­‐  
  • 36. Next  Steps  /  Q&A   •  Download  the  materials   –  h~ps://summit.atlassian.com/archives/     •  Share  with  your  team/organizaIon   •  As  a  team/leadership,  assess  your   team/organizaIon   •  Discuss  the  results  and  consider  improvements   ©  2013  Eliassen  Group.  All  Rights  Reserved  -­‐36-­‐  
  • 37. Rate this Talk The Enterprise Agility Model Text code below to 22333 or visit http://bit.ly/1bR9eGC MEH = 2H NOT BAD = 2I PRETTY GOOD = 2J AWESOME = 2K To join this session, send text 136888 to 22333