NewBase 22 April 2024 Energy News issue - 1718 by Khaled Al Awadi (AutoRe...
Agile2013 sustainable change
1. Gaining Support for a
Sustainable Agile
Transformation
Dennis Stevens, VP Enterprise Engagements
Mike Cottmeyer, CEO & President
LeadingAgile
August 8, 2013
22. Team
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
23. Team
Team
Product Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
24. Team
Team
Team
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Product Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
25. Team
Team
Team
Team
Portfolio Teams – These teams govern the
portfolio and make sure that work is moving
through the system.
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Product Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
34. The Portfolio Tier
• Idea list generation
from multiple data
feeds and sources
• Market Research
• Customer Research
• Field Feedback
• Business Case & ROI
• Competitive Analysis
• High Level Estimation
• Solution Cost
• High Level Architecture
• Risk Analysis
• Feasibility
• Detailed Architecture
• Feature Mapping
• Acceptance Criteria
• Estimation
• Backlog
• All features are done
• Regression tests are completed
• Release Criteria are met
• Forced Priority
• Certainty Curve
Done
Develop
and Test
Ready To
Build
Detailed
Planning
Release
Targeting
Feasibility
Study
Market
Research
New
Concept
35. Portfolio Tier Ownership
R
A
C
I
Product Management
Product Management
Customer Advocate
Portfolio Team
R
A
C
I
Product Owner Team
Product Owner Team
Engineering
Portfolio Team
R
A
C
I
Product Owner Team
Product Owner Team
Engineering
Portfolio Team
R
A
C
I
Engineering
Product Owner Team
Customer Advocate
Portfolio Team
Portfolio Team
R
A
C
I
Product Management
Product Management
Customer Advocate
Product Owner Team
R
A
C
I
Product Management
Product Management
Customer Advocate
Product Owner Team
• Responsible - Those who do the work to achieve the task.
• Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable.
• Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.
• Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.
GATE RESPONSIBLITY
Done
Develop
and Test
Ready To
Build
Detailed
Planning
Release
Targeting
Feasibility
Study
Market
Research
New
Concept
36. The Program Tier
• Feature List
for the
Parent Epic
• Story Writing
• MMF
• Estimating
• High Level Design
• UX Mockups
• Estimate Sanity Check
• Spike Identification
• Review for Feasibility
• Review of Acceptance Criteria
• Story Spanning
• Story Tasking
• Feature Testing Non-Functional
• Validation of Automated Tests
• Detailed Design
• Code
• Unit Test
• Code Review
• Functional Test
• User Story
• Product Owner Acceptance
Feature
Complete
Integration
Testing
Develop
and Test
Story
Review
Story
Mapping
Feature
Breakdown
• All Stories are done
• Feature Level testing is completed
• Defect criteria are met
• Feature Check list from RDS template
• Performance and Sizing Complete
* Stand alone features must have these acceptance criteria (x, x, x)
37. Program Tier Ownership
• Responsible - Those who do the work to achieve the task.
• Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable.
• Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.
• Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.
R
A
C
I
Product Owner Team
Product Owner Team
Customer Advocate
Engineering
R
A
C
I
Engineering
Product Owner Team
Product Owner Team
Product Owner Team
R
A
C
I
Engineering
Engineering
Product Owner Team
Product Owner Team
R
A
C
I
Engineering
Engineering
Product Owner Team
Product Owner Team
R
A
C
I
Product Owner Team
Product Owner Team
Engineering
Engineering
R
A
C
I
Product Owner Team
Product Owner Team
Engineering
Portfolio
Product Owner Team
GATE RESPONSIBLITY
Engineering Team
GATE RESPONSIBLITY
Engineering Team
GATE RESPONSIBLITY
Product Owner Team
GATE RESPONSIBLITY
Feature
Complete
Integration
Testing
Develop
and Test
Story
Review
Story
Mapping
Feature
Breakdown
38. The Project Tier
Story
Done
Task
Done
Task In
Process
Task
Ready
Story
Backlog
• Story List for the
Parent Feature
• Approved task of 8
hours or less
• SCRUM team
completes the task
• Task is done and
communicated in
the standup
Documented
•The User Story
•Acceptance Criteria
•Conversations
•Level of Value
•Level of Effort
•Design Assumptions
•Design Documented (optional)
•UI Documented (optional)
Coded
•Checked Into integrated build
•Simple Design
•Documented with Comments
•Automated Tests for New Features
Tested
•Testing is complete
•Defect Criteria Met
•Automated Testing Passed
Approved
•Feature Complete (Scrum Master)
•Test Complete (QA Lead)
•Accepted (Product Owner)
* Stand alone stories must have these acceptance criteria (x, x, x)
39. Project Tier Ownership
• Responsible - Those who do the work to achieve the task.
• Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable.
• Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.
• Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.
R
A
C
I
Product Owner
Product Owner
Customer Advocate
Engineering
R
A
C
I
Engineering
Engineering
Engineering
Engineering
R
A
C
I
Engineering
Engineering
Engineering
Engineering
R
A
C
I
Engineering
Product Owner
Engineering
Engineering
R
A
C
I
Engineering
Engineering
Engineering
Engineering
Story
Done
Task
Done
Task In
Process
Task
Ready
Story
Backlog
43. You have to align various
perspectives
Executive
Management
Performer
44. Safety is different depending on
your perspective
Executive
Management
Performer
• Supported
• Possible
• Demonstrate success
45. Safety is different depending on
your perspective
Executive
Management
Performer
• Supported
• Possible
• Demonstrate success
• Role clarity
• Success is measurable
• Maintain organizational influence
46. Safety is different depending on
your perspective
Executive
Management
Performer
• Supported
• Possible
• Demonstrate success
• Role clarity
• Success is measurable
• Maintain organizational influence
• Operational model aligned with the strategy
• Credible plan
• Demonstrate progress
48. Understand
Business Drivers
Change Management
& Communication
Structure
GovernanceMetrics
Assessment
Targeted
Coaching
Measure
Improvement
Form Teams
Teach
Practices
Guide Culture
•Predictability
•Economics
•Early ROI
59. Tie Back To
Business Drivers
Change Management
& Communication
Structure
GovernanceMetrics
Assessment
Targeted
Coaching
Measure
Improvement
Form Teams
Teach
Practices
Guide Culture
•Predictability
•Quality
•Early ROI
Last but not least we have a product owner. They are the interface between the team and the business. They are the single wringable neck and responsible for the business outcomes of the product. They define requirements, set the priorities, and otherwise help the team converge on the best possible outcome to meet the business objectives. Agile teams have all these roles in some form or fashion… they are self contained and independent. This kind of team is the backdrop to almost everything you read about adopting agile. This is such an important concept because if this isn't’ the kind of team you are building as you adopt agile… some of the things you are learning about just aren’t going to work.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
