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Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
Scaling agility - Story of a chicken
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Scaling agility - Story of a chicken

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In the typical "chicken vs pig" dichotomy all agile methodologies favor the pigs (people who are committed to specific stories within project teams). However in a typical enterprise, as you scale …

In the typical "chicken vs pig" dichotomy all agile methodologies favor the pigs (people who are committed to specific stories within project teams). However in a typical enterprise, as you scale agile adoption, the chickens (Leaders and managers) have a significant role to play.This presentation aims to explore typical challenges of scaling agility and introduces a 'Chicken's manifesto for scaling agility'.

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  • 11/05/10 www.agiletour.org 11/05/10 www.agiletour.org
  • 11/05/10 www.agiletour.org
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  • 11/05/10 www.agiletour.org Symptoms of Inefficient teams – Longer release cycles due to good amount of manual , repetitive work Unexpected bugs, surprises
  • 11/05/10 www.agiletour.org Symptoms of Disorganized teams – Longer release cycles as the team tend to reinvent the wheel Lesser opportunities of improvement Quality of output is directly proportionate to the skill of the team members
  • 11/05/10 www.agiletour.org Symptoms of Disengaged teams – Low employee morale, productivity Attrition
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  • 11/05/10 www.agiletour.org
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  • 11/05/10 www.agiletour.org
  • 11/05/10 www.agiletour.org
  • 11/05/10 www.agiletour.org
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  • 11/05/10 www.agiletour.org
  • 11/05/10 www.agiletour.org
  • Transcript

    • 1. Scaling Agility – Story of a “Chicken” Lalatendu Das www.agiletour.org
    • 2. The Pig vs. Chicken metaphor www.agiletour.org Source: http://www.implementingscrum.com
    • 3. In a typical Scrum team.. www.agiletour.org Pigs are totally committed to the project and accountable for its outcomes e.g. Developers, Scrum Masters, Product Owners Chickens are involved in the project(s) and stand to benefit from individual projects e.g. Managers, Leaders, Coaches
    • 4. Implementing Agile at enterprise scale? www.agiletour.org Source: http://www.implementingscrum.com
    • 5. Or simply ‘Scaling’ agilility? www.agiletour.org Source: http://www.implementingscrum.com
    • 6. this is my Story www.agiletour.org 2006 2007 2009 2010 Oct 2011 Pilot Projects Enterprise wide agile rollout Stabilization Enterprise Agile 2.0 - Scrum - Co-located teams - Ruby on Rails - Partially distributed teams - Ruby on Rails, Java, RDBMS - XP Engineering Practices - Distributed teams - Established Organization Rhythm - Reduce waste - One week sprints - One month release cycle
    • 7. <ul><li>Challenges of scaling agility </li></ul><ul><li>Role of a Chicken in scaling agility </li></ul><ul><li>A Chicken’s manifesto for scaling agility </li></ul><ul><li>Parting thoughts </li></ul>Discussion Backlog www.agiletour.org
    • 8. Challenges of scaling agility www.agiletour.org People Process Technology Agile project team
    • 9. Challenges of scaling agility (Contd..) www.agiletour.org People Process Technology <ul><li>Uneven skill level </li></ul><ul><li>Need for specialists </li></ul><ul><li>Cultural barriers </li></ul><ul><li>Variables induced by different business functions </li></ul><ul><li>Special needs of distributed teams </li></ul><ul><li>Outsourcing </li></ul><ul><li>Differing maturity levels of engineering practices for different technology stack </li></ul>
    • 10. Challenges of scaling agility (Contd..) www.agiletour.org People Process Technology Source: Alan Bustamante and Rahul Sawhney, Seapine Software Inefficient team
    • 11. Challenges of scaling agility (Contd..) www.agiletour.org People Process Technology Source: Alan Bustamante and Rahul Sawhney, Seapine Software Disorganized team
    • 12. Challenges of scaling agility (Contd..) www.agiletour.org People Process Technology Source: Alan Bustamante and Rahul Sawhney, Seapine Software Disengaged team
    • 13. unmanaged scaling of agility is.. www.agiletour.org Scary!
    • 14. Role of a Chicken in scaling agility www.agiletour.org The Butterfly Effect “ In chaos theory, the butterfly effect is the sensitive dependence on initial conditions; where a at one place in a   can result in to a later state” Source: http://www.wikipedia.org small change nonlinear system large differences
    • 15. A Chicken’s manifesto for scaling agility www.agiletour.org As responsible agile practitioners, we are optimizing the value delivered through agile software development by scaling agile adoption. In addition to the manifesto for agile software development, we have come to value: attitude over skill adaptability over predictability effectiveness over efficiency optimizing the whole over improvement in parts That is, while there is value in the items on the right, we value the items on the left more. 1 2 3 4
    • 16. A Chicken’s manifesto for scaling agility (Contd.) www.agiletour.org Source: http://www.wikipedia.org attitude over skill
    • 17. A Chicken’s manifesto for scaling agility (Contd.) www.agiletour.org The unskilled suffer from illusory superiority, rating their ability as above average, much higher than it actually is, while the highly skilled underrate their own abilities, suffering from illusory inferiority. Source: http://www.wikipedia.org Dunning-Kruger effect attitude over skill 1
    • 18. www.agiletour.org &quot; in a hierarchy every employee tends to rise to his level of incompetence &quot; Peter Principle Source: http://www.wikipedia.org A Chicken’s manifesto for scaling agility (Contd.) attitude over skill 1
    • 19. www.agiletour.org Source: http://www.wikipedia.org A Chicken’s manifesto for scaling agility (Contd.) <ul><li>Periodic reinforcement of agile values </li></ul><ul><li>Software Craftsmanship </li></ul><ul><li>Learn, Unlearn and Re-learn </li></ul>Practices we adopted to develop right attitude attitude over skill 1
    • 20. A Chicken’s manifesto for scaling agility (Contd.) www.agiletour.org Source: http://www.wikipedia.org adaptability over predictability
    • 21. www.agiletour.org The cone of uncertainty Source: Russel Pannone @ We be agile 0% 15% Final Estimate Initial Estimate Order of Magnitude Estimate 50% 100% Time Scope, Cost and Schedule uncertainty A Chicken’s manifesto for scaling agility (Contd.) adaptability over predictability 2 -15% -30%
    • 22. www.agiletour.org Adapting to uncertainty Source: Russel Pannone @ We be agile 0% 15% 50% 100% Time Scope, Cost and Schedule uncertainty Initiate Authorize Execute A Chicken’s manifesto for scaling agility (Contd.) -15% -30% adaptability over predictability 2
    • 23. A Chicken’s manifesto for scaling agility (Contd.) www.agiletour.org Source: http://www.wikipedia.org effectiveness over efficiency
    • 24. www.agiletour.org Enterprise application Support – Phase #1 A Chicken’s manifesto for scaling agility (Contd.) effectiveness over efficiency 3 ?
    • 25. www.agiletour.org Support 2.0 (Kanban) A Chicken’s manifesto for scaling agility (Contd.) effectiveness over efficiency 3
    • 26. A Chicken’s manifesto for scaling agility (Contd.) www.agiletour.org Source: http://www.wikipedia.org optimizing the whole over improvement in parts
    • 27. www.agiletour.org If each subsystem, regarded separately, is made to operate with maximum efficiency, the system as a whole will not operate with utmost efficiency. Principle of Sub-optimization A Chicken’s manifesto for scaling agility (Contd.) optimizing the whole over improvement in parts 4
    • 28. www.agiletour.org <ul><li>Value Stream mapping </li></ul><ul><li>Organization Rhythm </li></ul>Practices we followed to Optimize the whole A Chicken’s manifesto for scaling agility (Contd.) optimizing the whole over improvement in parts 4
    • 29. Parting thoughts www.agiletour.org 1 hire for attitude ; train for skill 2 need for predictability is overrated doing right things, not just doing things right 3 the whole is greater than the sum of it’s parts 4
    • 30. <ul><li>CONTACT ME </li></ul><ul><li>e-mail - lalatendu.das@gmail.com </li></ul><ul><li>blog - techno-realism.blogspot.com </li></ul><ul><li>twitter - twitter.com/#!/d_lalit </li></ul><ul><li>linkedIn - linkedin.com/in/lalatendudas </li></ul>For more information.. www.agiletour.org
    • 31. THANK YOU www.agiletour.org

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