Agile Improvement Method - Andrew Griffits (Lamri)
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Agile Improvement Method - Andrew Griffits (Lamri)

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Agile Improvement Method - Andrew Griffits (Lamri) Agile Improvement Method - Andrew Griffits (Lamri) Presentation Transcript

  • Portugal Agile Improvement Method Andrew Griffiths Managing Director Lamri Ltd 3rd October 2011
  • Agile and Lamri• We have a strong heritage of application• We help organizations scale Agile practices• We have four service lines we provide to clients – Agility Profiling Framework – Agile Integration Governance – Agile Process Deployment – Agile Improvement Method
  • This presentation is about how to apply agile thinking and techniques to process improvement.
  • Why do we need an agileimprovement method?Improvement deployment is often deliveredsequentially – failing to meet the needs ofagile teamsAgile puts people ahead of process butmaking a way of working stick requiresbehavior and organizational change thiscreates an alignment challenge
  • On average only 3 out of 20improvement projectssucceed!What are the most commonfailure points for processimprovement projects?
  • Failure to demonstraterapid progress towardsaddressing improvementneedsFailure to recognizehow progress is reallyachievedFailure to deployfrequently losingopportunities to obtainfeedback
  • Sound familiar? Challenges Agile Manifesto Failure to demonstrate rapid Our highest priority is to satisfy the progress to addressing customer through early and improvement needs continuous delivery of valuable software Failure to recognize Working software is the primary how progress is really achieved measure of progressFailure to deploy frequently losing Deliver working software frequently, opportunities to obtain feedback from a couple of weeks to a couple of months, with a preference to the shorter timescale
  • How might the agile improvement manifesto read? - 1Agile Improvement Manifesto Agile Manifesto Our highest priority is to satisfy the Our highest priority is to satisfy the organizations improvement needs customer through early and by rapid delivery of useful and continuous delivery of valuable deployed processes. software. Deployed processes that improve Working software is the primary performance are the primary measure of progress. measure of progress. Frequently deliver improvements, Deliver working software frequently, partition the improvements to from a couple of weeks to a coupledeliver in days or weeks rather than of months, with a preference to the months. shorter timescale.
  • How might the agile improvement manifesto read? - 2Agile Improvement Manifesto Agile Manifesto The most efficient and effective The most efficient and effectivemethod of conveying information to method of conveying information toand within the improvement team is and within a development team is face to face conversation. face to face conversation. Early and rapid response to Continuous attention to technicalcontinuous direct feedback from the excellence and good design organization enhances agility. enhances agility. The organization and the Business people and developers improvement team must work must work together daily together daily throughout the throughout the project. improvement project. .
  • Agile ImprovementHow might it look? Initiate Mobilize Deliver Co-ordination & Assurance Team 1 Team 2 Team 3
  • Portugal Initiate Phase Getting off to the Right Start Andrew Griffiths Managing Director Lamri Ltd 3rd October 2011
  • Start at the top – initiate Our highest priority is to satisfy the organizations improvement needs by rapid = Benefit delivery of useful and deployed processes delivery• Diagnose – Understand the real need for the improvement – Establish the “instinctive” case for change – Demonstrate strategic alignment• Charter the improvement project correctly – Agile improvement project, adapting to needs – A joint improvement team will be established – We will address needs in order of priority and deliver often – We will continuously re-align with the needs of the business• Seek investment for a relatively contained scope with active sponsorship
  • InitiateDemonstrating strategic alignment - example •Increase profitable sales Benefits •Operational cost reduction •Perception of the brand, “squeaky clean” etc Desired Deliver IT projects reliably to enable the business strategy to outcomes launch XXX services in XXX timeframe High level Deployed improved working practices, base deliverable on agile supporting incremental delivery • Early benefit delivery Measures •Cost transparency •Customer satisfaction Agree the measures early and follow through
  • Active SponsorshipWhat can you do to enhance engagement? Budget AS AS AS Co-ordination & Assurance Team 1 Team 2 Team 3
  • Portugal Mobilise Setting Up for Success Andrew Griffiths Managing Director Lamri Ltd 3rd October 2011
  • MobilizeThe challenge CEO Customer Sales Finance HR CIO Operations Service Head of Head of Head of Call Centre Centre Development Operations Improvement Improvement Front End Back Office Off Shore Project Third Parties By definition the scope of an improvement project is complex – multiple stakeholders, different political agendas and possible cost reduction objectives! Transparency, Effective Communication and Focus are all challenged in this environment.
  • MobilizeEstablish Single Gap Backlog Pipeline Improvement Project Team Team Single Backlog Pipeline Team Team Co-ordination, Assurance, reporting
  • MobiliseGet the improvement “gaps” the right size Frequently deliver improvements, partition the improvements to deliver in days or weeks rather than months• This is critical! – Improvement gaps that are too large will • Tend to delivery iterations that are too large • Make it too easy for organization staff to never finish • Make estimation impossible! – Split the “intellectual” side of improvement from the deployment side of improvement • Decompose deployment into appropriate “chunks” – Draft assurance criteria for each gap• CMMI does offer an advantage here, improvement gaps are atomic as an output of an appraisal – But even here deployment decomposition is essential
  • MobiliseBeware… Atomic gaps make tracking easier, however keep in mind the end to end• Empowered improvement teams are critical! – Where empowerment is weak the end to end is often lost• When improvements are focused on improving the CMMI-SVC organization the risk of poor end to end integration increases• Centrally controlled process architecture can be used as a counterpoint – preferably within the project – This risks diluting agility – If at corporate level can become a “dead hand”
  • MobilizeEstablish your outcomes• Engage with your sponsor – Establish key pain points – Establish route map for outcomes with dates – Establish regular review principle with sponsor • “Releasing funding” as rationale to ensure engagement • Define what you will report• Plan for the delivery of benefits – Focus initially on visible pain points – Establish measures to ensure improvements can be visualized
  • MobilisePackage gaps Package gaps to deliver a business outcome or address a pain point Packages that do not include any deployment actions do not deliver business outcomes or benefits BO1-Increase End User Satisfaction with Development Group CMMI-SVC Enhancement G1-Develop end user support materials G2-Develop end user training materials Deployment G3- Integrate EU onto XXX project support via coaching
  • MobilizeWhat is the gap lifecycle? & Assurance Co-Ordination Allocate to Mark as Allocate to Assure Team & Assured BO Closed Sprint Closed Assure closed Team Confirm Check & assurance Do Mark Closed criteria Organization Project & Deploy
  • MobilizeRemember the team is wider The organization and the improvement team must work together daily throughout the improvement project Team SM responsible for improvement SME End user End user End user
  • MobilizeLeverage power of time boxes• Define initial sprints for each team using the single gap backlog pipeline – Ensure they are small enough to be delivered in a tight timebox (less than 2 weeks preferably no more than 4 weeks) – Sprints do not need to be the same length! – Focus on business priorities• Establish tracking system to enable transparent reporting – Measure closed gaps from the team perspective – Measure gaps verified from improvement project perspective
  • Portugal Deliver Phase Managing the Heavy Lift Andrew Griffiths Managing Director Lamri Ltd 3rd October 2011
  • DeliverDoing the heavy lift Co-ordination, Assurance, Single reporting Backlog Pipeline Team Team Team Delivering Business Project Project Value Project Project Project / Organization
  • DeliverManaging the overall improvementCo-ordination, Backlog Next Sprint In Action AssuredAssurance and Complete reporting BO – 1 Team 1 Team 1 G1 G1, G2, G3, DG1 G2 DG1 BO – 2 Team 2 Team 2 G4, G5, DG2 G4 G3
  • DeliverAt the team level Next Sprint In Action Complete Team 1 DG1 G2 G1 Next Sprint In Action Complete Team 2 G4 G3
  • DeliverManagement Reporting – Big Picture Business Outcome 1 Complete Business Outcome 2 Business Outcome 3
  • DeliverManagement Reporting – Against Units being changed Projects
  • DeliverSponsor engagement enhanced Projects
  • DeliverManagement Reporting – Team Level RAG GAPS HIGHLIGHT ASSURANCE HIGHLIGHT AMBER • Seven gaps closed this week (eight gaps due). • Good start to green evidence collection. Team 1 • FOUR LATE GAPS. • 15% green evidences CHECKED successfully. Sprint 3 • Eight gaps must be closed by xxxxx. • 20 % green evidences collected but not yet checked. AMBER • Three gaps closed this week (seven gaps due). • Green evidence collection started. Team 2 • FOUR LATE GAPS. • No green evidences yet checked. Sprint 1 • 11 gaps must be closed by xxxxx • 22% green evidences collected but not yet checked. • AMBER • Six gaps closed this week (eight gaps due). • Green evidence collection started. Team 3 • TWO LATE GAPS. • No green evidences yet checked. Sprint 1 • 11 gaps must be closed by xxxx • 44% green evidences collected but not yet checked. Status improved from last week’s report Red: Problems in need of urgent action Amber: Potential or current problems in recovery Status unchanged from last week’s report Green: All is well Blue: Plan complete Status worsened from last week’s report
  • DeliverEnsuring cross team co-ordination Every team presents it’s results and status at combined sprint reviews. These provide intra-team co-ordination points.
  • In summaryBacklog Next Sprint In Action Assured CompleteBO – 1 Team 1 Team 1 G1G1, G2, G3, DG1 DG1 G2BO – 2 Team 2 Team 2G4, G5, DG2 G4 G3 Initiate Mobilize Deliver Co-ordination & Assurance Team 1 Team 2 Team 3 Management, Assurance, co-ordination, reporting Team Single Backlog Pipeline SM responsible for improvement Tea m Tea m Tea m SME End user End user End user Project Project Delivering Business Value Project Project Project / Organization
  • Results CMMI Journey The HornbillDriving Improvement Faster ‘Closed’ practices for CMMI Maturity Level 2 Initial Approach PEP Approach New ApproachFeb 2010 Oct 2010 Apr 2011Scampi C Change Scampi B Approach
  • Results Benefits – HTLMaking improvements visible • Measurements provide CTO with project visibility – Quality/Cost of product – Quality/Cost of process • Input for Board meetings
  • Only 3 out of 20improvement projectssucceedAdopting agile principles foryour improvement project willhelp ensure you succeed
  • Lamri LtdDundas HouseThe Aske StablesRichmondNorth YorkshireDL10 5HGT: +44 1748 821824 © Lamri Ltd 2011
  • Agile Development / Agile Improvement