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Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
Enterprise agility
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Enterprise agility

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Is agile at enterprise level any different to agile in a small ISV? If it was, large scale software organizations would have adopted it across the board. …

Is agile at enterprise level any different to agile in a small ISV? If it was, large scale software organizations would have adopted it across the board.
What are the challenges in enterprise agility? How to overcome issues such as planning? estimations? integrations?
On this and more in this slide deck, presented in Agile Practitioners IL on Augist 1st 2011

Published in: Technology, Business
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Transcript

  • 1. Welcome<br />Meeting #2<br />
  • 2. Agile practitioners IL<br />HashTag: #AP_IL<br />
  • 3. AgilityEnterprise Edition<br />Ilan Kirschenbaum<br />דובדבן על העץ<br />http://kirschilan.wordpress.com<br />
  • 4. USS ENTERPRISE<br /><ul><li>Length: 342m
  • 5. Weight: 93,500 ton
  • 6. Service duration 51 years
  • 7. 1st nuclear military vessel ever
  • 8. Longest serving military vessel
  • 9. Top speed: 30+ knots
  • 10. Propulsion: 8 nuclear reactors
  • 11. Power: 280,000 SHP
  • 12. Crew: Ship company 3,350 Air wing 2,480</li></ul>Source: http://www.maritimequest.com, www.wikipedia.com<br />
  • 13. Hustler 39 Diesel Rockit<br />Length: 12.16m<br />Weight: 4.3 ton<br />Top speed: 90+ mph (~78 knots)<br />Engine: Cummins MerCruiser Diesel 6.7<br />Power: 550 HP<br />Crew: Ship company 2-11<br />Source: http://hustlerpowerboats.wordpress.com<br />
  • 14. Are enterprise projects different than others?<br />Higher Complexity<br />Multiple products<br />Many teams<br />Conflicting roles<br />Conflicting interests<br />Multiple release strategies<br />Multiple cultures<br />http://www.flickr.com/photos/heatedground/759823713/<br />
  • 15. Challenges: Follow the Money<br />Conform to annual budget plans<br />Request budget in advance<br />Budget conflicts per business unit<br />Product line strategies<br />Specific product strategies<br />Project requirements<br />http://www.flickr.com/photos/doug88888/4612314827/<br />
  • 16. Challenges: Integrations<br />Aligning timelines between products<br />Conflicting business targets<br />Cultural differences<br />Architecture and design models<br />Management styles<br />Identifying integrations early<br />Avoiding scope-creep<br />http://www.flickr.com/photos/taz/38840529/<br />
  • 17. Challenges: Conflicting Requirements and Interests<br />Company directions and themes<br />Project needs<br />Customer needs<br />Architectural roadmap<br />http://www.flickr.com/photos/dysonstarr/217050096/<br />
  • 18. Product<br />Product<br />Product<br />View<br />View<br />View<br />Release Manager<br />Project Manager<br />Product Manager<br />Agile Manager<br />10<br />Courtesy of Amdocs LTD<br />
  • 19. Challenges: Time to Market<br />Identify requirements early<br />Making early commitments<br />Long cycle times<br />Late feedback<br />http://www.flickr.com/photos/dysonstarr/217050096/<br />
  • 20. Challenges: Common vs. Specific Foundations<br />Use of common *ilities<br />Standard foundations<br />More dependency<br />Foundations per BU<br />Increased innovation<br />Harder to synchronize<br />(http://www.flickr.com/photos/dwinton/297012591/<br />
  • 21. Challenges: Mindset<br />“Tops” compelled to make decisions<br />“Bottoms” compelled to follow orders<br />“Middles” torn in the middle<br />All stuck in familiarity, avoiding comfort<br />http://www.flickr.com/photos/neilio/20403964/<br />
  • 22. Challenge: Multiple Currencies<br />Different estimation scales<br />Points vs. ideal days<br />Size of points<br />Different interpretations to ‘Definition of Done’<br />Different granularity of scope<br />Different evolution over time<br />http://www.flickr.com/photos/kalboz/3819591445/<br />
  • 23. Challenge: Enterprise Overheads<br />Packaging<br />Functional testing<br />Production like testing (UAT)<br />Regression tests<br />Integration tests<br />Non functional testing<br />Performance<br />Stability<br />Usability<br />Security<br />… <br />Documentation<br />Configurations<br />http://www.flickr.com/photos/meddygarnet/4639313261/<br />
  • 24. Insight #1: Visibility<br />Increase visibility<br />FDD-ish approach<br />Kanban<br />Project dailies<br />Observe WIP<br />Observe cycle times<br />EVM<br />Record technical debt<br />--------------<br />Backlog Readiness<br />Project boards<br />http://www.flickr.com/photos/andyhay/239756376/<br />
  • 25. Visibility: FDD-ish approach<br />Advocate multi-discipline teams<br />Requirements<br />Design<br />Engineering<br />Advocate single steering team per project<br />Advocate low project WIP<br />http://www.flickr.com/photos/andyhay/239756376/<br />
  • 26. Visibility: Kanban<br />Where to start?<br />Conduct VSM<br />Promote Kaizen events<br />Highlight pain points<br />Images courtesy of Amdocs LTD<br />
  • 27. Visibility: Kanban<br />Using a board that reflects the VSM<br />Highlight WIP violations<br />Measure cycle times<br />Discuss and alleviate bottlenecks<br />Reduce wasteful steps and artifacts<br />Images courtesy of Amdocs LTD<br />
  • 28. Visibility: EVM<br />EVM: Earned Value Management<br />Track <br />Complete scope<br />Consumed budget<br />Projected progress<br />Make management decisions<br />Change scope<br />Change timeline<br />Add budget<br />Images courtesy of Amdocs LTD<br />
  • 29. Insight #2: Use the right tools<br />With the right mindset, whiteboard and post-its will do!<br />Otherwise invest in<br />Agile project tracking<br />Agile/Lean reporting<br />CI <br />ALM<br />http://www.flickr.com/photos/keystoneit/131700245/<br />
  • 30. Insight #2: Coaching is also a tool<br />Product Owners<br />From this<br />Project oriented<br />The PO, architect, designer… what to do first?<br />To this<br />Team oriented<br />Single voice<br />Owns entire backlog<br />http://www.flickr.com/photos/frield/1508956124/<br />http://www.flickr.com/photos/putachini/3086915086/<br />
  • 31. Insight #2: Coaching is also a tool<br />Program Managers<br />From this<br />Critical role<br />Manages, not facilitates<br />Action tracker<br />To this<br />Make it work<br />Facilitate<br />Is there a decision to make?<br />http://www.flickr.com/photos/mikecogh/5751259740/<br />http://www.flickr.com/photos/bizz0k0/3431823635/<br />
  • 32. Insight #3: Align foundations<br />Open source your foundations<br />The Beekeeper model<br />Reduce foundations cycle times by reducing project’s WIP<br />http://www.flickr.com/photos/dwinton/297012591/<br />
  • 33. Insight #4: Estimations and Tracking<br />Respect that one size does not fit all<br />Advocate common scale (points, ideal months, …)<br />Advocate FDD-ish approach: feature teams design, estimate, and engineer<br />http://www.flickr.com/photos/steve-brandon/203573765/<br />
  • 34. Insight #5: Reduce Overheads Using FDD-ish Approach<br />http://www.flickr.com/photos/meddygarnet/4639313261/<br />
  • 35. Insight #6: Culture of Retrospective<br />There are feedback loops everywhere<br />Shorten the loops<br />Create loops where none (officially) exist <br />Integral part of SCRUM<br />For Kanban requires a champion<br />http://www.flickr.com/photos/liaw/4517784246/<br />
  • 36. Insight #6: Culture of Retrospective<br />Retrospect at regular intervals<br />Adjust the process<br />Try it out<br />Allow yourself and others to make mistakes<br />http://www.4windsand7seas.com/talking_sticks.htm<br />
  • 37. Thank you<br />Questions?<br />

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