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David Weir And Graham Fisher - Scaling Agility Across the Enterprise


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Whilst agile frameworks are excellent at encouraging and tracking velocity for individual projects, when you are running 20+ projects at the same time these can sometimes be at the consequence of the bigger picture. Our discussion, presents a number of techniques that can be used to observe trends and ensure both technical & project strategies are achieved across the enterprise, which complement projects remaining agile. You can study any number of Agile practices. Scrum, DSDM, XP, Kanban, Lean, TDD, Pair Programming, Continuous Delivery..... we'll let you know what's worked in the enterprise, what hasn't and why so hopefully you can avoid some of the many pitfalls along the path to sustained Agility, with some humble suggestions in tow.

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David Weir And Graham Fisher - Scaling Agility Across the Enterprise

  1. 1. Scaling agility across the Enterprise.Focus on visibility, consistency and keeping track of the bigger pictureDavid Weir – Head of DevelopmentGraham Fisher – Head of PMO
  2. 2. Presentation Summary• Callcredit – overview• Why we needed to become Agile• Scrum Boards – Common Pitfalls• Scrum Boards – Quick Wins• Practical walkthrough• Increase visibility across the Enterprise/ Multiple Programmes• Q&A
  3. 3. Introducing Callcredit• More than 800 employees in ten locations, headquarters in Leeds Experts in enabling smarter• Vertically split into 3 sectors:- decisions, by Credit, Marketing and Consumer. converting clients own DATA into• Serving leading companies in INFORMATION Financial Services, Telecoms, Retail, Utilities and Insurance
  4. 4. Group StructureStrong Corporate Structure & Governance • Direct and database marketing • Consumer analysis and segmentation Marketing • Database building and management • Customer handling and marketing programmes Solutions • Market intelligence and predictive modelling • Digital marketing • Innovative credit referencing tools • Credit scoring and analytics Credit • Affordability assessment • Identity verification and bank account validation Solutions • Collections and recoveries tools • process benchmarking ltd also sit here Consumer • • Callcredit Check Online consumer solutions Markets • Payment platforms
  5. 5. Tremendous growth in a short time period. 2000 •Callcredit was formed 2003 •Callcredit, EuroDirect (est. 1991) and GMAP (est. 1983) were brought together under the name Skipton Information Group 2007 •Legatio and DecisionMetrics were acquired •Opened a regional office in Japan 2008 •Broadsystem (est. 1984) was acquired •Renamed Callcredit Information Group 2009 •Management team led a MBO backed by Vitruvian Partners, a private equity business 2010/2011 •Further acquisitions – pbl, Latitude and The Trading Floor
  6. 6. We rolled out DSDM in 2011Alike SCRUM/XP/Generic Agile :-• DSDM deals with changing requirements that are prioritised.• DSDM works on iterative model, whilst SCRUM uses terms like “Sprints”, DSDM uses “Timebox”• Feasibility  Foundations Exploration Engineering Deployment• DSDM has no need to detail the requirements up front.• DSDM is feature driven.
  7. 7. A Project Team (Alien Baby) Head of the Alien Baby (Chickens) • Business Sponsor == Product Sponsor • Project Manager == Scrum Master • Technical Co-ordinator == Architect Body of the Alien Baby (Pigs) • DSDM Team Lead == Scrum Master • Business Ambassador == Product Owner • Business Analyst == Developer • Solution Developer == Developer • Solution Tester == Quality Assurance
  8. 8. Scrum Boards / White Boards• Provides a focal point for the project team• Assists the velocity • Are we working on the right things • What’s blocked • What is committed / time left• Ensures important steps are not missed• Provides visibility…… provided that we stick to a few simple rules.
  9. 9. No Scrum board is the same
  10. 10. Examples of some of our white boards
  11. 11. Quick Win 1: Project Info• Name of the Project or Product• Timebox Start Date• Timebox End Date• Optional • RAG • Current Stage • Due Date
  12. 12. Quick Win 2: Consistent Sectors Backlog Q In Progress Q In QA Done 13 13Derived from Timebox Where a priority is currently in a number of A story Where A story currently in QA Planning decided then this shows stories are completed and Completed stories development Story Section the next story to move to awaiting QA they can be development prioritised here ready for timebox release Task Section
  13. 13. Quick Win 3: Colour Coding A STORY TASK Issue A.1 BLOCKER A.1 A Test Database QA Resource Unavailable Corrupted As a businessto allow ............. To Write query ambassador I want to be able to ............ So that be retrieved Blocker Issue
  14. 14. Quick Win 4: Consistent Progression Backlog Q In Progress Q In QA Done 13 13 C F A B E D GA.5 A.1 A.3 I A.2 B A.4B.1 B.2 B.3 D.1 D.3 D.2E.1 E.2 E.3 E.4F.1 F.2G.1 G.2 G.3 G.4 G.5 E.6
  15. 15. Practical Walkthrough - Scenario• There is a development conference in Southampton (UK) scheduled for 4th May 2013. We have won the exclusive catering contract for this event.• We must transport 2 Tonnes of bananas from Rio (Brazil) to the Event• We must arrive via France in order to pay the minimal European import tax
  16. 16. Practical Walkthrough – NFR’s• The transport must arrive before May 2013• Bananas will only last 6 weeks unrefrigerated• Southampton port is not used to international trade therefore we must upgrade its navigational aids.• 2 Projects. Build a Boat, and Build a Lighthouse
  17. 17. The Boat Design
  18. 18. The lighthouse Design 1
  19. 19. The lighthouse Design 2
  20. 20. The lighthouse Design 3
  21. 21. The Plan
  22. 22. The Boat: Halfway checkpoint
  23. 23. The Lighthouse: Halfway Checkpoint
  24. 24. The Boat: Complete (Ahead of Schedule)
  25. 25. The lighthouse: Complete J.I.T
  26. 26. Conclusion
  27. 27. Post Implementation Review• Boat twice as fast as expected• The light house was delayed• The boat was finished and released early•• FUNDAMENTALLY – Each project The daylight savings hours (march) wasnt considered ......Lots of other reasons etc. was not concerned or visible toGenerally• Each project acted exactly as it should have donetheir joint one another despite to satisfy it’s own requirements.• Each project approached the delivery using manyLOOKING goals– NO ONE WAS of the tried and tested agile techniques (incl. Running their whiteboards/scrum boards as demonstrated – this doesnt guarantee success)• Doing right by their own project but by the programme/Enterprise• No overarching ownership
  28. 28. Scrum of Scrums• 9:45am daily ‘huddle’ which contains all PM’s and other stakeholders to discuss issues/status of the day.• Reports on the major issues, concerns, changes and state of every project in a programme• Contains key individuals who can un-block major issues (Dev/QA/DBA/Infrastructure)
  29. 29. Our Scrum of Scrums Board
  30. 30. Project Cards • Project Name • Release Name • PM Initials • Release Date • RAG Status • Any associated Issues or Blockers