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

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Enterprise agility Presentation Transcript

  • 1. Welcome
    Meeting #2
  • 2. Agile practitioners IL
    HashTag: #AP_IL
  • 3. AgilityEnterprise Edition
    Ilan Kirschenbaum
    דובדבן על העץ
    http://kirschilan.wordpress.com
  • 4. USS ENTERPRISE
    • 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
    Source: http://www.maritimequest.com, www.wikipedia.com
  • 13. 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
  • 14. 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/
  • 15. 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/
  • 16. 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/
  • 17. Challenges: Conflicting Requirements and Interests
    Company directions and themes
    Project needs
    Customer needs
    Architectural roadmap
    http://www.flickr.com/photos/dysonstarr/217050096/
  • 18. Product
    Product
    Product
    View
    View
    View
    Release Manager
    Project Manager
    Product Manager
    Agile Manager
    10
    Courtesy of Amdocs LTD
  • 19. Challenges: Time to Market
    Identify requirements early
    Making early commitments
    Long cycle times
    Late feedback
    http://www.flickr.com/photos/dysonstarr/217050096/
  • 20. 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/
  • 21. 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/
  • 22. 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/
  • 23. 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/
  • 24. 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/
  • 25. 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/
  • 26. Visibility: Kanban
    Where to start?
    Conduct VSM
    Promote Kaizen events
    Highlight pain points
    Images courtesy of Amdocs LTD
  • 27. 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
  • 28. 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
  • 29. 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/
  • 30. 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/
  • 31. 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/
  • 32. 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/
  • 33. 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/
  • 34. Insight #5: Reduce Overheads Using FDD-ish Approach
    http://www.flickr.com/photos/meddygarnet/4639313261/
  • 35. 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/
  • 36. 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
  • 37. Thank you
    Questions?