• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Enterprise agility
 

Enterprise agility

on

  • 498 views

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

Statistics

Views

Total Views
498
Views on SlideShare
498
Embed Views
0

Actions

Likes
0
Downloads
11
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Enterprise agility Enterprise agility Presentation Transcript

    • Welcome
      Meeting #2
    • Agile practitioners IL
      HashTag: #AP_IL
    • AgilityEnterprise Edition
      Ilan Kirschenbaum
      דובדבן על העץ
      http://kirschilan.wordpress.com
    • USS ENTERPRISE
      • Length: 342m
      • Weight: 93,500 ton
      • Service duration 51 years
      • 1st nuclear military vessel ever
      • Longest serving military vessel
      • Top speed: 30+ knots
      • Propulsion: 8 nuclear reactors
      • Power: 280,000 SHP
      • Crew: Ship company 3,350 Air wing 2,480
      Source: http://www.maritimequest.com, www.wikipedia.com
    • Hustler 39 Diesel Rockit
      Length: 12.16m
      Weight: 4.3 ton
      Top speed: 90+ mph (~78 knots)
      Engine: Cummins MerCruiser Diesel 6.7
      Power: 550 HP
      Crew: Ship company 2-11
      Source: http://hustlerpowerboats.wordpress.com
    • Are enterprise projects different than others?
      Higher Complexity
      Multiple products
      Many teams
      Conflicting roles
      Conflicting interests
      Multiple release strategies
      Multiple cultures
      http://www.flickr.com/photos/heatedground/759823713/
    • Challenges: Follow the Money
      Conform to annual budget plans
      Request budget in advance
      Budget conflicts per business unit
      Product line strategies
      Specific product strategies
      Project requirements
      http://www.flickr.com/photos/doug88888/4612314827/
    • Challenges: Integrations
      Aligning timelines between products
      Conflicting business targets
      Cultural differences
      Architecture and design models
      Management styles
      Identifying integrations early
      Avoiding scope-creep
      http://www.flickr.com/photos/taz/38840529/
    • Challenges: Conflicting Requirements and Interests
      Company directions and themes
      Project needs
      Customer needs
      Architectural roadmap
      http://www.flickr.com/photos/dysonstarr/217050096/
    • Product
      Product
      Product
      View
      View
      View
      Release Manager
      Project Manager
      Product Manager
      Agile Manager
      10
      Courtesy of Amdocs LTD
    • Challenges: Time to Market
      Identify requirements early
      Making early commitments
      Long cycle times
      Late feedback
      http://www.flickr.com/photos/dysonstarr/217050096/
    • Challenges: Common vs. Specific Foundations
      Use of common *ilities
      Standard foundations
      More dependency
      Foundations per BU
      Increased innovation
      Harder to synchronize
      (http://www.flickr.com/photos/dwinton/297012591/
    • Challenges: Mindset
      “Tops” compelled to make decisions
      “Bottoms” compelled to follow orders
      “Middles” torn in the middle
      All stuck in familiarity, avoiding comfort
      http://www.flickr.com/photos/neilio/20403964/
    • Challenge: Multiple Currencies
      Different estimation scales
      Points vs. ideal days
      Size of points
      Different interpretations to ‘Definition of Done’
      Different granularity of scope
      Different evolution over time
      http://www.flickr.com/photos/kalboz/3819591445/
    • Challenge: Enterprise Overheads
      Packaging
      Functional testing
      Production like testing (UAT)
      Regression tests
      Integration tests
      Non functional testing
      Performance
      Stability
      Usability
      Security

      Documentation
      Configurations
      http://www.flickr.com/photos/meddygarnet/4639313261/
    • Insight #1: Visibility
      Increase visibility
      FDD-ish approach
      Kanban
      Project dailies
      Observe WIP
      Observe cycle times
      EVM
      Record technical debt
      --------------
      Backlog Readiness
      Project boards
      http://www.flickr.com/photos/andyhay/239756376/
    • Visibility: FDD-ish approach
      Advocate multi-discipline teams
      Requirements
      Design
      Engineering
      Advocate single steering team per project
      Advocate low project WIP
      http://www.flickr.com/photos/andyhay/239756376/
    • Visibility: Kanban
      Where to start?
      Conduct VSM
      Promote Kaizen events
      Highlight pain points
      Images courtesy of Amdocs LTD
    • Visibility: Kanban
      Using a board that reflects the VSM
      Highlight WIP violations
      Measure cycle times
      Discuss and alleviate bottlenecks
      Reduce wasteful steps and artifacts
      Images courtesy of Amdocs LTD
    • Visibility: EVM
      EVM: Earned Value Management
      Track
      Complete scope
      Consumed budget
      Projected progress
      Make management decisions
      Change scope
      Change timeline
      Add budget
      Images courtesy of Amdocs LTD
    • Insight #2: Use the right tools
      With the right mindset, whiteboard and post-its will do!
      Otherwise invest in
      Agile project tracking
      Agile/Lean reporting
      CI
      ALM
      http://www.flickr.com/photos/keystoneit/131700245/
    • Insight #2: Coaching is also a tool
      Product Owners
      From this
      Project oriented
      The PO, architect, designer… what to do first?
      To this
      Team oriented
      Single voice
      Owns entire backlog
      http://www.flickr.com/photos/frield/1508956124/
      http://www.flickr.com/photos/putachini/3086915086/
    • Insight #2: Coaching is also a tool
      Program Managers
      From this
      Critical role
      Manages, not facilitates
      Action tracker
      To this
      Make it work
      Facilitate
      Is there a decision to make?
      http://www.flickr.com/photos/mikecogh/5751259740/
      http://www.flickr.com/photos/bizz0k0/3431823635/
    • Insight #3: Align foundations
      Open source your foundations
      The Beekeeper model
      Reduce foundations cycle times by reducing project’s WIP
      http://www.flickr.com/photos/dwinton/297012591/
    • Insight #4: Estimations and Tracking
      Respect that one size does not fit all
      Advocate common scale (points, ideal months, …)
      Advocate FDD-ish approach: feature teams design, estimate, and engineer
      http://www.flickr.com/photos/steve-brandon/203573765/
    • Insight #5: Reduce Overheads Using FDD-ish Approach
      http://www.flickr.com/photos/meddygarnet/4639313261/
    • Insight #6: Culture of Retrospective
      There are feedback loops everywhere
      Shorten the loops
      Create loops where none (officially) exist
      Integral part of SCRUM
      For Kanban requires a champion
      http://www.flickr.com/photos/liaw/4517784246/
    • Insight #6: Culture of Retrospective
      Retrospect at regular intervals
      Adjust the process
      Try it out
      Allow yourself and others to make mistakes
      http://www.4windsand7seas.com/talking_sticks.htm
    • Thank you
      Questions?