Dollars and Dates are Killing Agile

Dollars and Dates Are Killing AgileWednesday, November 2, 2011

Chris Sterling Co-‐founder of Agile Advantage and VP of Engineering (www.AgileAdvantage.com) Author of Book “Managing SoBware Debt: Building for Inevitable Change” Consults on soBware technology, Agile technical pracKces, Scrum, and eﬀecKve management techniques CerKﬁed Scrum Trainer InnovaKon Games® Trained Email: chris@sterlingbarton.com Web: hWp://www.agileadvantage.com Facilitator Blog: hWp://www.geYngagile.com Follow me on TwiWer: @csterwa Open Source Developer 2Wednesday, November 2, 2011

Agenda Business Value and Agility • How AdapKve Planning Stresses Strategic Planning Balancing Signal to Noise at Scale The Agile Business Roadmap • Year 1: Reduce Carryover • Year 2: OpKmize Por_olio • Year 3: Incremental Funding • What we can do to help all along the way Ques:ons & Answers 3Wednesday, November 2, 2011

ValueWednesday, November 2, 2011

What is Value? 5Wednesday, November 2, 2011

AgileWednesday, November 2, 2011

Wednesday, November 2, 2011

Value AgileWednesday, November 2, 2011

Value What’s In-‐Between? AgileWednesday, November 2, 2011

Value DemandWednesday, November 2, 2011

Value Demand Rhythm of the BusinessWednesday, November 2, 2011

Value Demand Rhythm of the Business Human CFO Resources Cost Constraints People ConstraintsWednesday, November 2, 2011

Value Demand Rhythm of the Business Human CFO Resources Cost Constraints People Constraints PorEolio/BudgetWednesday, November 2, 2011

Value Demand PorEolio/BudgetWednesday, November 2, 2011

Value Demand PorEolio/Budget AgileWednesday, November 2, 2011

Value Demand PorEolio/Budget Perfec&on Goes Here AgileWednesday, November 2, 2011

10Wednesday, November 2, 2011

? 10Wednesday, November 2, 2011

Conclusion: AdapKve Planning Stresses Strategic Planning (Fine Print: ** Except in cases of PerfecKon **) 10Wednesday, November 2, 2011

Typical Outcomes Business can’t take advantage of Adap:ve Planning methods It is decided that Agile can’t scale Subop:mal results Restarted several :mes 11Wednesday, November 2, 2011

Balancing Signal to Noise at ScaleWednesday, November 2, 2011

Balancing Signal Indicators Value Quality Constraints Source: Jim Highsmith (Schedule, Cost, Scope) 13Wednesday, November 2, 2011

The Agile Business RoadmapWednesday, November 2, 2011

Agile Business Roadmap Year 1: Reduce carryover Iden:fy issues sooner Make decisions earlier Demonstrate progress frequently Focus on quality 15Wednesday, November 2, 2011

PaMerns for Scaling Agile deliveryWednesday, November 2, 2011

Component Teams “Component Team” structure Separate Product Backlog Managing dependencies is oBen serialized ProblemaKc integraKon issues are typically faced if mulKple components are required to release Use an “IntegraKon Team” to pull components together Causes more rework than “Feature Team” structure 17Wednesday, November 2, 2011

Feature Teams “Feature Team” structure Uses common Product Backlog IntegraKon is done in parallel Requires high levels of communicaKon across teams to resolve integraKon issues Forces Product Owners to be more coordinated Sprints should be synchronized Cross team ferKlizaKon is a requirement to successfully deliver in parallel 18Wednesday, November 2, 2011

Story Map Areas of func:onality/capabili:es on top Place associated user stories ver:cally 19Wednesday, November 2, 2011

Story Map -‐ Next Release Draw line that represents viable release • Customer features above the line are “in” • DoMed line represents nego:ability !" 20Wednesday, November 2, 2011

Forming the Meta-‐Scrum 21Wednesday, November 2, 2011

DefiniKon of Done -‐ Assert Quality Acceptance defined criteria for each Code checked in with reference to user story US#/Task# Unit tests written and passed Tested on FE Code compiles with no errors and no Integration test written & passes warnings Test code reviewed New code doesn’t break existing code Environment requirements documented Test case review (Dev to review test Interface document updated/added case written) and checked in to SVN Architectural impact assessed and Acceptance criteria verified complete artifacts updated if necessary All P1-P3 bugs for the story are Comments in code closed Error codes added Test approves user story Code reviewed by peer Story demonstrated to product owner and accepted on Target Platform 22Wednesday, November 2, 2011

Release DefiniKon of Done Every release should have clear quality criteria With a “Release Defini:on of Done” you can understand targets beMer Measure the gap between the teams’ Defini:on of Done and a Release Defini:on of Done. • This gap is a source of quality issues and represents significant risk to scheduleWednesday, November 2, 2011

Agile Business Roadmap Year 2: Optimize Project Portfolio Iden:fy emergent value Compare performance across porRolio Increase overall value/cost ra:o Lower cost of compliance Deliver smaller batches Reduce stabiliza:on periods Coordinate across groups 24Wednesday, November 2, 2011

Process AutomaOon & OpOmizaOon with AddiOon of Appropriate “Slack”Wednesday, November 2, 2011

TradiKonal Source Control Management 26Wednesday, November 2, 2011

TradiKonal Source Control Management Main Branch 26Wednesday, November 2, 2011

TradiKonal Source Control Management Code Complete Version 1 Integrate for Branch Version 2 Main Branch 26Wednesday, November 2, 2011

TradiKonal Source Control Management Code Complete Version 1 Integrate for Branch Version 2 Debt Main Branch Death March 26Wednesday, November 2, 2011

TradiKonal Source Control Management Code Complete Version 1 Integrate for Branch Version 2 Debt Main Branch Death March { Debt accrues quickly within stabilizaCon periods 26Wednesday, November 2, 2011

Flexible Source Control Management 27Wednesday, November 2, 2011

Flexible Source Control Management Main Branch 27Wednesday, November 2, 2011

Flexible Source Control Management Version 1 Main Branch 27Wednesday, November 2, 2011

Flexible Source Control Management Version 1 Version 2 Main Branch 27Wednesday, November 2, 2011

Flexible Source Control Management Version 1 Version 2 Main Branch { Not Easy! Must have proper infrastructure to do this. 27Wednesday, November 2, 2011

ConKnuous IntegraKon 28Wednesday, November 2, 2011

29Wednesday, November 2, 2011

Agile Business Roadmap Year 3: Incremental Funding Safe-‐fail environment Use experimenta:on as a compe::ve advantage Combat compe::ve threats Integrate technical & customer feedback promptly Aggressively use commit/transform/kill for porRolio op:miza:on Pull ini:a:ves through teams rather than pushing resources to projects 30Wednesday, November 2, 2011

PorEolio Management Decisions: Commit, Transform, Kill Source: Johanna Rothman “Manage Your Project PorLolio” hNp://www.amazon.com/Manage-‐Your-‐Project-‐PorLolio-‐ﬁrst/dp/B004SMU0OWWednesday, November 2, 2011

EsKmates are Unreliable but Useful Es:mate using rela:ve size Affinity Es:ma:ng technique* Affinity EsKmaKng How-‐To: hWp://www.geYngagile.com/2008/07/04/affinity-‐esKmaKng-‐a-‐how-‐to/ 32Wednesday, November 2, 2011

Por_olio Level Project Commitment 33Wednesday, November 2, 2011

Por_olio Project TransformaKon 34Wednesday, November 2, 2011

Early Warning Signs Early Warnings: •Broken Builds •Broken Automated Tests •Broken Custom Thresholds 35Wednesday, November 2, 2011

Early Warnings: •Design Debt in DuplicaOon (DRY) •Technical Debt in Code Complexity •Quality Debt in Bug DB (Break/Fix) •Other Custom Thresholds 36Wednesday, November 2, 2011

Project Por_olio Kill? Early Warnings: •When transform and re-‐”commit” is not a valid opOon: •“Kill” should be an opOon on the table MORE 37Wednesday, November 2, 2011

Thank you! QuesOons & AnswersWednesday, November 2, 2011

Come see us at AgileAdvantage.com 39Wednesday, November 2, 2011

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Dollars and Dates are Killing Agile

by Chris Sterling on Nov 01, 2011

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