Telstra’s Journey to SAFe - RallyON - June 2013

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Presentation with Mark Richards at RallyON, June 2013 in Boulder, Colorado.

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Telstra’s Journey to SAFe - RallyON - June 2013

  1. 1. TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4 TELSTRA’S JOURNEY TO SAFE EM CAMPBELL-PRETTY, GM BI COE STRATEGIC DELIVERY MARK RICHARDS, PRINCIPLE CONSULTANT, RICHDATA Em • Twitter: @PrettyAgile • Blog: http://prettyagile.com Mark • Twitter: @MarkAtScale • Blog: http://agilenotanarchy.com
  2. 2. OUR SCALED AGILE JOURNEY March 2013 • 7 Agile teams • 24 concurrent projects • One Agile Release Train November 2011 5 “WAGILE” teams 4 large projects
  3. 3. THE AGILE RELEASE TRAIN • A virtual organization of 5 – 12 teams (50-100 individuals) that plans, commits, and executes together • Common cadence and normalized story point estimating • Aligned to a common mission via a single program backlog • Operates under architectural and UX guidance • Produces valuable and evaluate-able system-level Potentially Shippable Increments (PSI) every 8-12 weeks The ART is a long-lived, self-organizing team of agile teams that delivers solutions Define new functionality Implement Acceptance Test Deploy Repeat until further notice. Project chartering not required.
  4. 4. STRUCTURING THE AGILE RELEASE TRAIN Deployment Services Pipeline Services (connecting, feeding, and shielding the delivery teams. Identification of strategic opportunities) Delivery Teams (x5) (engaged and delivering directly to Epic/Feature Owners) Leadership Team ‘Loco’ + Specialist Chapters (virtual teams made from the workers themselves) Epic, Feature, Release Walls (capacity balancing and tracking against wider Telstra releases and commitments. Weekly release.) Team Iteration Walls (10% dedicated innovation time) SD System Team (identifies, manages, and eliminates bottlenecks) Work Cohesion Team Collaboration
  5. 5. SCALING THE SPRINT
  6. 6. THE BEST WAY TO START  Train everyone at the same time  Same instructor, same method  Cost effective  Align all teams to common objectives  Commitment  Continue training during planning  Orientation for specialty roles  Open spaces  Tool training for teams Training: SAFe ScrumXP Release Planning Enterprise Scrum Master Quickstart Enterprise Product Owner Quickstart Mon Tue Wed Thu Fri Tooltraining You Are Agile, Now When you find the first train, go “All In” and “All at Once”
  7. 7. HOW WE STARTED Source:https://www.youtube.com/watch?v=Z38itkVtEqI
  8. 8. WHAT’S IN YOUR BACKLOGS EPICS FEATURES STORIES
  9. 9. VISUALISING THE PROGRAM PORTFOLIO
  10. 10. RELEASE PLANNING • Two days every 8-12 weeks • Everyone attends in person if at all possible • Product Management owns feature priorities • Development team owns story planning and high-level estimates • Architects, UX folks work as intermediaries for governance, interfaces and dependencies • Result: A committed set of program objectives for the next PSI Cadence-based PSI/Release Planning meetings are the “pacemaker” of the agile enterprise
  11. 11. ‘PSI-LITE’ BECOMES UNITY DAY 1212
  12. 12. YOU NEED A LEARNING CULTURE
  13. 13. SERVANT LEADERSHIP
  14. 14. SCALING THE PRODUCT OWNER Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
  15. 15. SCALING THE PRODUCT OWNER EPIC OWNER FEATURE OWNER PRODUCT OWNER
  16. 16. THE RELEASE BOARD – FEATURE LEVEL
  17. 17. CONTINUOUS INTER-TEAM COORDINATION • Agile team members may visit other team’s… • Backlog grooming: to see what’s coming next sprint, request adjustments • Sprint planning: request adjustments • Daily standups: follow up on execution • Team Demo: summarize current stage Agile teams self-manage dependencies and resolve risks Agile Team 1 Agile Team 2 Dependent story Join other team scrum ceremony
  18. 18. COCKTAIL PARTY 19PRESENTATION TITLE | PRESENTER NAME | DATE | 9:00am 9:15am 930am 9:45am
  19. 19. SAFE SCRUM / XP
  20. 20. SAFE SCRUM/XP
  21. 21. OUR RESULTS • Average delivery cycle time down from 12 month to 3 months  • Frequency of delivery increased from quarterly to fortnightly  • Cost to deliver down 50%  • 95% decrease in product defects  • 100% projects delivered on time and on budget  • Happy project sponsors (NPS 29)  • Happy teams (Team NPS 43 )
  22. 22. A LITTLE TASTE OF OUR CULTURE Source: http://www.prettyagile.com/2013/05/the-power-of-haka.html

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