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Lego handout-agile2012
Lego handout-agile2012
Lego handout-agile2012
Lego handout-agile2012
Lego handout-agile2012
Lego handout-agile2012
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Lego handout-agile2012

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  • 1. WHOLE-TEAM, DYNAMIC ORGANIZATIONAL MODELINGAGILE 2012 - MONDAY AUGUST 13, 9 AMWhy model?To plan and executecomplex productdevelopment, we believe inwhole-team, dynamicorganizational modeling,and thats what weresharing with you in ourworkshop today.TEST IDEAS FASTWe use models to experimentand explore organizational“pretotypes” that are easy forpeople to understand, and can Information you need tobe changed fast. modelTEST ASSUMPTIONS Consider the following Product X whileDiscover how Legos can be inputs to developing large improving cross-trainingused for organizational scale agile organizational and maximizing time tomodeling and questioning models. market.)(testing) of initialassumptions. THE GOAL DESCRIBE CURRENT The goal, (e.g. we want to STATE OFGET RAPID FEEDBACKCreate a lightweight model of create an Agile ORGANIZATION: organization to develop # of developers,the organization that we canuse to get rapid feedback. (Continued on p. 2) Facilitators: CATHERINE LOUIS (PRODUCT OWNER, CST) - Principal and owner of CLL-Group. Contact: cll@cll-group.com - Web: cll-group.com - Twitter: @catherinelouis RAJ MUDHAR (CSM, PRODUCT OWNER) - Chief Agilist - Wireless DIvision @ Alcatel-Lucent Contact: raj@ripnet.com - Web: rajile.com - Twitter: @rmudhar © Raj Mudhar, Catherine Louis, 2012
  • 2. testers, project managers,functional managers, ABOUT CATHERINEScrumMasters, Product As principal of CLL-Group, Catherine focuses onOwners, Customers, other clients in the large and complex productroles... development space which include clients in military, power systems, telecom, and other regulatedGENERAL SKILLS industries.Skills: # required per Catherine’s business philosophy is a “train the trainer” model where she enables her clients totechnical domain, e.g. become autonomous and independent as quickly asMobile, CAD, UI, DBA, callP possible.Layer 1 etc.) Catherine is a tacit culture hacker from way back.SCARCE SKILLSSkills which are in limitedsupply which are preventing ABOUT RAJyour enterprise from As Chief Agilist of the Wireless Division at Alcatel-Lucent, Raj is focused on leading aachieving its goals. large-scale Agile transformation across multiple global sites, supporting 9000 employees across allDISTRIBUTION business functions.Distribution of roles/skills Raj’s transformation philosophy is to enable teamsacross time zones and and their leaders to facilitate their own change.geography. Raj is a tacit culture hacker from way back.CONSTRAINTSConstraints such as unions, 3rd party suppliers, physical presence required in a countryor you cannot sell there, others outside the firm with whom you work, skills shortagesother than scarce skills, test equipment shortages, etc.SCOPEScope of the model (e.g. development through product support, marketing throughdevelopment, etc).Why Model? (continued from p. 1)REDUCE HANDOFFSUse the models to find ways to reduce handoffs associated with collaboration and communication.SAFE AND FUNProvide a safe way of visualizing possible organizational change without naming peoplespecifically. © Raj Mudhar, Catherine Louis, 2012
  • 3. 1 LearningBots Inc. STATE OF THE ORGANIZATION LearningBots Inc. is a small company that builds learning robots for children aged 5 and 13. The robots come in different configurations, are voice activated and can be controlled remotely using a SmartPhone. The newest models are under development and are targeted for older children. LearningBots wants to get feedback from these older users and their parents as they develop a new version of their product. The robots plays educational games in math, physics, and literature. THE SCOPE OF THE AGILE TEAMS Development to Operations, Project has been initiated (through Marketing and Sales), and budgets have just been allocated across the HW and SW teams. Project will finish when Operations takes over after development. DISTRIBUTION OF EMPLOYEES: All teams are at located at the same site. THE GOAL • Establish three cross-functional, multi-disciplined teams. • Board layout skills need to be expanded across all 3 teams. • Prototyping needs to happen very quickly to keep the customer engaged. • Show how board-layout skills might transfer across 3 teams. • Show 3 teams cross-functional, multi-disciplined. • Show a reduction of reporting structure. ORTHOGONAL CONCERN OR MAJOR IMPEDIMENT: ABOUT The hardware teams and the software teams report 12 to 3 different silo’d areas of management. The SWH/W Developers: Director and the HW director are competing for theS/W Developers: 17 same budget for the project. Supply management isTesters: 5 currently not part of the team, and waiting for parts 3 total: 2 H/W & 1 S/W could impact the hardware schedule.Project Managers:Managers: 4 ) 2 total (1H/W & 1 S/W Supply Managers: ter who could become Other: One system tes a PO. nt skills in board layout Constraints: Insufficie . to support both teams © Raj Mudhar, Catherine Louis, 2012
  • 4. 2 Acme Athletics STATE OF THE ORGANIZATION The Acme Athletics company makes software for sports clubs to organize their team rosters, schedules, statistics, and training plans for their athletes. The software takes the statistics and training plans of the athletes and uses an algorithm (heuristic) that computes the probability of success or defeat of athletes and their teams. Customers are demanding more flexibility in the model to tune the output depending on local conditions. There ABOUT is only one modeler who know how all this works. And now, we S/W Developers: 12 need more of them. Testers: 10 THE SCOPE OF THE AGILE TEAMS Project Managers (PMs): 3 Scope is from Concept to Cash - because customers want to be Managers: 3 heavily involved in tuning the algorithm for their needs. This involves sales, marketing, R&D, and the deployment and Marketing staff: 3 support team. Deployment and support teams are separateSales staff: 3 (USA, UK, from the developers and testers. They are located on the sameAustralia) sites as the customers. Marketing staff are at the sameDeployment staff: 3 locations as the product managers. (we did not list these people in the original scenario)Product support staff: 3Other: 1 HR, 1 Finance, 3 DISTRIBUTION OF EMPLOYEES:product managers (2 in USA 1.PMs are on one site and the rest are elsewhere. and 1 2.Developers and testers are spread across different sites (each team has developers and testers-co-located) but the critical skills are only in one of the three teams. THE GOAL • Show how the model reduces reporting structures. • Show how the developers and testers can interact more easily. • Show how customers can be involved in feedback loops (e.g. tuning the algorithms). ORTHOGONAL CONCERN OR MAJOR IMPEDIMENT: Modeling skills are lacking. PMs demand lots of reports and documentation. A budget cut is forcing you to remove at least 5 people from the project or cut salaries by 10%. You are limited to how much test infrastructure you can replicate in different locations. You can only add enough additional test equipment to enable one more site. (Tied to #2 from “Distribution of employees” from above. © Raj Mudhar, Catherine Louis, 2012
  • 5. 3 GammaGenome ABOUT STATE OF THE ORGANIZATION Designers: 8 in RTP You’ve just been hired at GammaGenome  as a ScrumMaster. This company does genetic research to increase crop production in the US. Developers: 12 in Cairo, Egypt There are 8 designers in Research Triangle Park. The company is headquartered in Basel, Switzerland.  Basel HQ has decided that ALL Testers: 2 in RTP development must happen in Egypt.  The development currently consists ScrumMaster: 1 in of high level algorithms which are then used by the medical staff to prove RTP out their hypotheses. When they go into production, the code will be used Product Owners: 0 by universities in North America. during development Project Managers: 0 THE SCOPE OF THE AGILE TEAMS - she just left The teams currently take 2 weeks to plan a sprint of 2 weeks in length, and they begin with a backlog that has been prioritized and estimated by Managers: 0 - Nobody seems to know the BA’s.  So the scope is very narrow: someone else has done the what’s going on requirements analysis, user story writing, prioritization and estimation. Other: 5 BAs, all They hope for a single-piece to flow through to unit testing before being doctors holding multiple complete.   degrees, 1 production stream owner (although DISTRIBUTION OF EMPLOYEES: not in production yet) There are 17 people located in RTP, NC and 12 are located in Cairo, Egypt. THE GOAL 1. Have 3 cross-functional, multi-disciplined teams, able to deliver to one customer (University) in the next few months. 2. Show how the model can reduce reporting structures. 3. Show how product owners, developers and testers can more easily interact. 4. Show how customers can be involved in feedback loops (i.e. hypothesis testing.) 5. Show how we can stop this ScrumFall   ORTHOGONAL CONCERN OR MAJOR IMPEDIMENT: The BA’s never seem to agree to anything, prioritize anything (everything is P1) and they are always arguing over what should go in the backlog.  One of the BA’s seems to be able to get them to agree.  One of the designers in RTP just found a contracting agency and wants to hire developers locally (seems he has figured out a way to hire 3 people under the Basel HQ radar.)  The velocity of the team in Egypt is very low; their last Sprint review was a demo of an ordered linked list.  The whole team is concerned that the stories are being written without the User in mind. One developer recently said, “All of our stories start with ‘As A User’ and we don’t know who the user is!” © Raj Mudhar, Catherine Louis, 2012
  • 6. 4 Webtastic STATE OF THE ORGANIZATION Webtastic is a local start-up developing everything from small brochure sites to large- scale custom software solutions. Their services include: • Web design • Web hosting ABOUT • User Experience Executives:: CEO, CIO, COO • Programming Other Management: 1 Creative Director, 1 HR, • Internet marketing 1 Strategic Relations Manager, 1 Marketing Director, 1 Director of Client • Web strategy Consulting Services THE SCOPE OF THE AGILE Marketing: 1 senior marketing specialist and 2 intern et marketing specialists TEAMS Development to Operations, Designers: 8 web designers Just R&D, from Marketing Developers/Testers: 10 Associate Programmers, 1 senior through to final customer Associate Programmer, 2 Programmers, 1 Mobile Apps developer, 1 delivery, finance...etc. front-end developer, 1 Quality Assurance Specialist, 3 Associate S/W Developers, 1 UX Developer, DISTRIBUTION OF Technical Support: 2 technical support specialists EMPLOYEES: Project Managers: 6 All 47 employees are located in Grapevine, Texas. THE GOAL 1. Have cross-functional multi-disciplinary teams wherever possible. 2. Show how the model can reduce reporting structures. 3. Show how product owners, developers and testers can more easily interact. 4. Show how customers can be as close to development as possible to improve feedback. ORTHOGONAL CONCERN OR MAJOR IMPEDIMENT: Currently, Webtastic is without process, and managing in a hierarchical fashion where each morning the CXO’s meet and then dictate the day. Developers are thrashing with this turmoil. Their venture capital firm will not replenish their funds for 2012 until some order can be seen in the organization focusing on producing value for the customer. One programmer who thought he would have been named “senior associate” programmer is considering leaving, and he is a key programmer working on their next (Big!) client project. © Raj Mudhar, Catherine Louis, 2012

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