Strategy implementationsprint by sprint<br />
Content<br />Situation<br />Scrumming for one year already<br />Current issues<br />Strategy and direction<br />New portfo...
Company and me<br />E-Bros<br />IT innovation company<br />Common business with partners<br />Investing into product devel...
Scrum @E- Bros<br />
SCRUM @ E-Bros<br />October 2010 - August 2011<br />417 user stories<br />1689 story points<br />
Performance to compare<br />
Main benefits<br />Happy customers<br />Predictable short term delivery<br />Great involvement into the process<br />Incre...
New challenges<br />People<br />On the edge of chaos but not beyond<br />Teams<br />Anarchy, federation, collaboration<br ...
Strategy<br />From businessdictionary.com:<br />“A method or plan chosen to bring about a desired future, such as achievem...
Project portfolio as a strategy reflection<br />
Why it doesn’t work with SCRUM<br />Wrong approach<br />Project isn‘ta list of stories<br />Project requires change tracki...
Project portfolio and SCRUM<br />
New (old) portfolio concept: areas<br />
New portfolio concept: targets<br />
New portfolio concept: backlog<br />For each target<br />User story for each step<br />Incremental value per user story<br />
New portfolio concept: user story<br />User stories with size, priorities and status<br />Level of details on the backlog ...
Keep it rolling!!!<br />Areas<br />Quarter plan<br />Resource (team) allocation<br />User Stories<br />Area2<br />Target1<...
Quarter plan<br />Stories to select<br />A list of user stories for targets to be completed during the quarter is compiled...
Control of the process<br />Strategy meetings<br />2-3 times a year<br />To review areas and directions<br />Check the tar...
Along the strategy<br />Areas<br />Strategy planning<br />Targets<br />Quarter planning<br />Backlog<br />
Conclusions<br />Scrum implementation direction<br />Doesn't matter<br />It’s most effective when all tears are covered<br...
That is all -  thank you very much<br />
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Ričardas Kunevičius: Strategy Implementation Sprint by Sprint

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  • 2 countries4 teams LT + 1 KANBAN1 team FITeam sizes differs from team to team – I wish to have them biggerCommon info space –TFS – is used for the communication
  • Tricky task - doing less could gain moreStructure of waterfall and scrum development it’s rather different.Cannot compare project to a set of US, same could be applied to performance, deadlines and other criteria.I haven’t right metrics and knowledge to do thisOne thing is probably could show the differentUnfinished work = waistAt some point we had about half year of unfinished project work on our waterfall projects.Something could be recovered but something just lost moneyWith scrum we are delivering every 2 weeks so theoretical unfinished work is 0, practically there is still some but on a total different level.
  • Let’s start a bit from the distanceStrategySome definitions here and you could find much more if you wantIt’s all about a where we want to be and how to get here
  • Have seen this picture at Gartner portfolio conference @2003Clear levels and iterationsUsed it successfully before the scrumI am project portfolio manUsed to create and manage project portfolio for big international companyApplied it to E-Bros and we lived with it happy for a couple of years
  • Mainly we where working on small to medium projects (something up to one man year but less on average)After starting scrumming I have got some challengesFirst approach – translate projects into the collections of the storiesInitially it looked almost OKBut after a while – US sorting just broke project boundaries. - New US wasn’t updated to the project - Some features from the project was accepted and development moved somewhere else without closing the rest - So big part of our portfolio started to look rather fragmentedSprint by sprint running OKPortfolio outdated in the monthsNo efforts to keep it alive – people are doing what makes sense – cannot survive long or the artificial process
  • So we have got some stormy gap between the tearsTop part of the picture remained the same – and should beAs all we (and our companies) should have the higher goalsNext to the nice development process we need to think where to get money to support itWe weren’t totally isolated but all the strategy communication was somehow hanging in the air. It lead for some wrong interpretation.Also the developers wasn’t motivated because they lost a feeling of doing something important.Just adding feature after feature, sprint after sprint without a clear vision where we are moving
  • I am still the portfolio manBack to roots:IT development as investmentsDefining IT investment areasSplit a pie by areasWhat’s common with scrum??? Prioritization to maximize business value Effective delivery to minimize costsTraining on product owner class showed more similarities between project portfolio management and scrum product owner activities
  • Define targets for each areaTarget definitionDeadline (quarter)Split a pie by areasAcceptance criteriaDefining clear criteria in advanceAutomated or manual tracking of acceptance
  • I have read somewhere what target without the deadline is just a dreamThe same could be said about the knowledge how to achieve itSo there we are going back to scum – US are here.We define US as the steps to reach our targetDifferent level of detailsIt’s agile because we could make changes to stories, priorities at this level still targeting the same targetTargets itself could be more stable as a backlog of US related but it also could be change if needed.
  • Benefits of the systemEasy – small number of the artifacts to manageTransparent from bottom to top and vice versusTeams should actively participating in the building the backlogThis is a hot approach – we just started building this –it’s the way we are going to work in the nearest futureHigh acceptance on all levelSimple and transparent approach…Nearest targets are set up – working on the backlogs currently
  • If there not enough velocity the targets must be reset Moved away Canceled More developers hired etc.
  • As mentioned earlier – targets could be changeSome achieved, some removed from the portfolioThe board of the company is responsible for this processTools to useTFS
  • Ričardas Kunevičius: Strategy Implementation Sprint by Sprint

    1. 1. Strategy implementationsprint by sprint<br />
    2. 2. Content<br />Situation<br />Scrumming for one year already<br />Current issues<br />Strategy and direction<br />New portfolio concept and structure<br />Link to planning<br />2 Conclusions <br />
    3. 3. Company and me<br />E-Bros<br />IT innovation company<br />Common business with partners<br />Investing into product development<br />Always looking for new opportunities and ideas<br />Me<br />20+ years in IT field<br />10 years in big corporate business<br />3 years at E-Bros<br />
    4. 4. Scrum @E- Bros<br />
    5. 5. SCRUM @ E-Bros<br />October 2010 - August 2011<br />417 user stories<br />1689 story points<br />
    6. 6. Performance to compare<br />
    7. 7. Main benefits<br />Happy customers<br />Predictable short term delivery<br />Great involvement into the process<br />Increasing of SW quality<br />Doing exactly what’s needed<br />Prompt feedback<br />Fast cycle<br />
    8. 8. New challenges<br />People<br />On the edge of chaos but not beyond<br />Teams<br />Anarchy, federation, collaboration<br />Products and platforms<br />Chicken or egg<br />How to manage it all<br />Clear view, right direction<br />
    9. 9. Strategy<br />From businessdictionary.com:<br />“A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem”.<br />www.thefreedictionary.com<br />Synonym for planning!<br />All about a wayhow to be where we want to be<br />
    10. 10. Project portfolio as a strategy reflection<br />
    11. 11. Why it doesn’t work with SCRUM<br />Wrong approach<br />Project isn‘ta list of stories<br />Project requires change tracking<br />Project has different acceptance criterion<br />And so on<br />Well managed portfolio became useless<br />Broken down just in a month<br />Sprint by sprint rally<br />Targets and directions somewhere between the lines<br />
    12. 12. Project portfolio and SCRUM<br />
    13. 13. New (old) portfolio concept: areas<br />
    14. 14. New portfolio concept: targets<br />
    15. 15. New portfolio concept: backlog<br />For each target<br />User story for each step<br />Incremental value per user story<br />
    16. 16. New portfolio concept: user story<br />User stories with size, priorities and status<br />Level of details on the backlog depends on time<br />Keep just a short description for future stories<br />More details just before development<br />One story could be attach to a few targets<br />
    17. 17. Keep it rolling!!!<br />Areas<br />Quarter plan<br />Resource (team) allocation<br />User Stories<br />Area2<br />Target1<br />Target2<br />Area1<br />Target1<br />Target2<br />Balance<br />Area3<br />Target1<br />Target2<br />All together now!!!<br />Area1/Target 1<br />Value!!!<br />Definition<br />Acceptance Criteria<br />Deadline<br />Status<br />User story 1 Status Size<br />User story 2 Status Size<br />User story 3 Status Size<br />User story 4 Status Size<br />Target backlog <br />Execute!!!<br />
    18. 18. Quarter plan<br />Stories to select<br />A list of user stories for targets to be completed during the quarter is compiled<br />+ Future targets (from next 2 quarters)<br />To avoid just one quarter horizon<br />People to mobilize<br />Team involvement is needed<br />Review story points per area<br />Evaluate the workload<br />Go back for the targets if unreachable<br />Allocate teams for the quarter <br />
    19. 19. Control of the process<br />Strategy meetings<br />2-3 times a year<br />To review areas and directions<br />Check the target achievement<br />Set up the new targets/cancel some of them<br />Quarter planning<br />Once per quarter<br />Review performance and share experience<br />Review backlogs per area for the quarter<br />Check if all the items still valid<br />Check if we could do this<br />
    20. 20. Along the strategy<br />Areas<br />Strategy planning<br />Targets<br />Quarter planning<br />Backlog<br />
    21. 21. Conclusions<br />Scrum implementation direction<br />Doesn't matter<br />It’s most effective when all tears are covered<br />Transparency &Commitment<br />Information flow<br />Common goals (targets)<br />Commitment at all levels<br />End right before the end<br />“All wrong but some useful”<br />
    22. 22. That is all - thank you very much<br />

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