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Large Scale Agile Transformation by Husni Roukbi

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The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.

Published in: Leadership & Management
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Large Scale Agile Transformation by Husni Roukbi

  1. 1. AGILE  ME AGILE  ME HUSNI ROUKBI Large Scale Agile Transformation
  2. 2. AGILE  ME •  Why  Adopt  Agile  ?   •  Agile  At  scale   •  The  Problem   •  The  Solu9on   •  Agile  Governance   •  Summary   •  Q&A   2   Agenda
  3. 3. AGILE  ME WHY ADOPT AGILE?
  4. 4. AGILE  ME 4   Why  Adopt  Agile? Source:  VersionOne  –  State  of  Agile  2014  
  5. 5. AGILE  ME 5   Actual  Improvement  from  Implemen=ng  Agile Source:  VersionOne  –  State  of  Agile  2014  
  6. 6. AGILE  ME 6   Barriers  to  Agile  Adop=on Source:  VersionOne  –  State  of  Agile  2014   Organiza=onal  culture  or  a  general  resistance  to  change  is  the  biggest  barriers   to  agile  adop=on,  followed  by  not  having  the  right  skill  set.
  7. 7. AGILE  ME 7   Most  Popular  Agile  Framework   Source:  VersionOne  –  State  of  Agile  2014  
  8. 8. AGILE  ME AGILE AT SCALE
  9. 9. AGILE  ME •      9   Scrum  is  Simple   Sprint 1  Month  to  2  Weeks Shippable Release Burn Down Daily  Scrum   (stand-­‐up) Team Scrum Master Sprint Review (including demo) Retrospective Burn Up Velocity SCRUM Product Owner Customer Needs Definition of Ready Sprint Planning Sprint Backlog Definition of DoneProduct Backlog Not  to  be  confused  with  Easy  ☺    
  10. 10. AGILE  ME scrum scrum scrum scrum  of  scrums Tradi=onal  Scrum  Scaling  Concepts   Is  not  enough  to  scale  Scrum  from  team  to  program  level and  deal  with  issues  such  as  release  planning  and  system  integra=on. What  about  PorUolio  Mgmt.  ?
  11. 11. AGILE  ME 11   Why  do  you  need  to  scale? Product Backlog Product Backlog Product Backlog To  Do  More..
  12. 12. AGILE  ME 12   Why  do  you  need  to  scale? Product Backlog To  go  faster..
  13. 13. AGILE  ME 13   To  Integrate Product Backlog Product Backlog Product Backlog
  14. 14. AGILE  ME Scaling  Agile   More energy is being put into scaling agile across the enterprise Ø  Scrum of Scrums Ø  Scaled Agile Framework (SAFe). Ø  Large-Scale Scrum (LeSS) Ø  Disciplined Agile Delivery (DAD) The 2014 VersionOne State of Agile survey shows that the overwhelming response has been http://info.versionone.com/state-of-agile-development-survey-ninth.html Ø  Scrum of Scrums (69%) Ø  Internal methods (25%) Ø  SAFe (19%).
  15. 15. AGILE  ME 15   Scaled  Agile  Framework
  16. 16. AGILE  ME 16  
  17. 17. AGILE  ME 17  
  18. 18. AGILE  ME 18  
  19. 19. AGILE  ME 19  
  20. 20. AGILE  ME 20  
  21. 21. AGILE  ME 21  
  22. 22. AGILE  ME THE PROBLEM
  23. 23. AGILE  ME AGILE  ME 23   Why    would  an  enterprise    want  to  take  on  Agile  Transforma=on? Ø Are  there  any  issues  with  the  current  implementa=on   approach? Ø Is  the  current  =me  to  market  helping  the  company   achieve  its  revenue  targets? Ø Are  the  customers  happy  with  the  company  products? Ø Are  the  products  being  delivered  having  quality  issues? Ø Are  there  any  gaps  between  product  management  and   delivery  teams? Ø Is  there  produc=vity  loss  due  to  considerable  amount   of  rework  on  the  delivered  products? Ø Is  the  current  feedback  loop  not  working  to  catch  up   with  market  fluctua=ons?
  24. 24. AGILE  ME •  Having  lots  of  agile  teams  in  an  enterprise  isn’t   enterprise  agility   •  Some9mes  organiza9ons  fall  into  the  trap  of  thinking  that  having  agile  teams  means  they   have  an  agile  organiza9on   •  Enterprise  agility  is  when  all  the  parts  of  the  organiza9on  work  together  to  create  Agile   outcomes   •  The  en9re  delivery  capability  of  the  enterprise  has  to  be  focused  on  agile  principles  and   execu9on   •  Focusing  only  at  the  team  level  can  result  in  local   op7ma  within  your  organiza7on   •  Some9mes  a  team  can  perform  well  at  Scrum,  but  the  business  doesn’t  see  any   incremental  value  from  their  investment     •  Some9mes  a  high-­‐performance  team  can  disrupt  other  func9ons  in  the  organiza9on   if  the  upstream  and  downstream  processes  are  not  able  to  work  at  the  same  pace   24   The  Problem  …
  25. 25. AGILE  ME •  Team  level  Agile  prac7ces  are  different  from  Agile   prac7ces  at  scale   •  The  prac9ces  we  put  in  place  at  the  team  level  oVen  don’t  work  when  we  apply  them  in   larger  organiza9ons   •  Prac9ces  have  to  adapted  at  scale  to  accommodate  more  diverse  groups  of  stakeholders  and   more  complicated  value  streams   •  Agile  at  scale  requires  a  broader  set  of  tools  and   techniques   •  Scrum  and  XP  at  the  team  level   •  Kanban  and  Lean  at  the  program  and  porZolio  level   •  Tradi9onal  Project/PorZolio  Management  at  the  Enterprise     25   The  Problem  …
  26. 26. AGILE  ME THE SOLUTION
  27. 27. AGILE  ME •  First...  we  do  have  to  get  team  level  agile  right.    We  are   going  to  talk  about  some  of  the  things  you  can  do  that   will  lead  to  successful  team-­‐level  Agile  transforma9ons.     •  The  fundamentals  behind  why  Agile  works   •  Teams  stay  together  and  are  highly  engaged   •  Minimize  dependencies  and  strive  for  loose  coupling   between  teams   •  Fully  engaged  business  partners   •  A`en9on  to  geang  done  and  comple9ng  work  before   new  work  is  started   •  Technical  excellence  and  con9nuous  a`en9on  to  product   quality   27   The  Solu=on
  28. 28. AGILE  ME •  Common  challenges  that  cause  Agile  to  fail   •  Agile  team  is  a  local  op9miza9on  and  out  of  alignment  with  the   rest  of  the  business   •  Project  driven  organiza9ons,  very  difficult  to  keep  cross-­‐func9onal   teams  together  over  9me.     •  Value  is  either  too  broadly  defined  or  too  narrowly  defined   •  Organiza9onal  structures  and  product  architectures  work  against   establishing  cross  func9onal  teams   •  Overly  poli9cal  cultures  and  lack  of  trust   •  Inability  to  balance  capacity  and  demand   •  Not  recognizing  the  broad  organiza9onal  change  necessary  to   make  an  agile  transforma9on  sustainable   28   The  Solu=on
  29. 29. AGILE  ME What  does  it  look  like  when  things  are  really  going  well?   •  Cross  func9onal  teams  aligned  directly  to  solve  business   problems   •  Clear  voice  of  the  business  and  a  willingness  to  make   tradeoffs  to  meet  9me  and  cost  constraints   •  Individual  empowerment  and  shared  accountability  for   outcomes   •  Disciplined  a`en9on  to  technical  excellence  and  product   quality   •  Predictable,  accountable,  able  to  consistently  make  and  meet   commitments   29   The  Solu=on
  30. 30. AGILE  ME Adop7on  vs.  Transforma7on   First...  we  want  to  untangle  two  words  that  some9mes  can  be  used   interchangeably     •  Agile  Adop7on  is  about  what  you  do...  prac9ces,  tools,  techniques,  ceremonies,  and  habits   •  Agile  Transforma7on  is  about  who  you  are...  reflected  in  both  the  structure  of  the   organiza9on  and  who  you  are  as  people   Long  term  results  require  both  adop9on  and  transforma9on  to  be  successful   Second...  we  want  clearly  ar9culate  the  three  major  focus  areas   that  must  be  addressed  interdependently     •  Organiza7onal  Structure  is  about  how  you  create  teams  and  how  you  organize  them   •  Agile  Prac7ce  is  about  the  methods  and  tools  you  choose  to  introduce   •  People  and  Culture  is  about  changing  hearts  and  minds  of  the  individuals  in  the   organiza9on     30   The  Solu=on  –  Agile  Adop=on  and  Transforma=on
  31. 31. AGILE  ME Third...  we  want  introduce  the  no9on  that  introducing  Agile  is  an  itera9ve  and   incremental  process  for  you  organiza9on   •  Itera9ve  is  when  parts  of  the  system  are  developed  at  different  9mes  and   integrated  as  they  are  completed   •  Incremental  is  when  you  go  back  over  parts  of  the  system  making   improvements             The  strategy  is  to  increment  the  organiza9on  by  building  teams  and  iterate  the   teams  over  9me     31   Itera=ve  vs.  Incremental
  32. 32. AGILE  ME Organiza7onal   Transforma7on   •  Establish  top  to  bo`om   structure  and  roadmap   •  Incrementally  make  changes   and  establish  teams   •  Define  policies     and  working  agreements   between  teams   32   Agile  Transforma=on/Adop=on Organiza(onal+ Transforma(on+ Adopt++ Prac(ces+ Personal+ Transforma(on+
  33. 33. AGILE  ME Adop7ng  Prac7ces   •  Sprint  planning,  daily  stand-­‐ ups,  product  reviews,  and   retrospec9ves     •  Iden9fy  and  train  a  Product   Owner  and  Scrum  Master   •  Teach  TDD,  CI,  Story  Maps,   and  MMF   33   Agile  Transforma=on/Adop=on Organiza(onal+ Transforma(on+ Adopt++ Prac(ces+ Personal+ Transforma(on+
  34. 34. AGILE  ME Personal   Transforma7on   •  Develop  an  ability  to  deal  with   uncertainty  and  adapta9on   •  Help  people  work  toward   common  organiza9onal  goals   •  Help  foster  empathy,  trust,   and  teamwork   34   Agile  Transforma=on/Adop=on Organiza(onal+ Transforma(on+ Adopt++ Prac(ces+ Personal+ Transforma(on+
  35. 35. AGILE  ME 35   The  Solu=on    –  Enterprise  Agility
  36. 36. AGILE  ME AGILE GOVERNANCE
  37. 37. AGILE  ME Construc9on   Story     Done   Task   Done   Task  In   Process   Task   Ready   Story   Backlog   COMPONENT   DELIVERY   SCRUM   Done   Develop     and  Test   Ready  To   Build   Detailed   Planning   Release   Targe7ng   Feasibility   Study   Market   Research   Story     Review   Story     Mapping   Feature   Breakdown   KANBAN   Program   PORTFOLIO   Feature   Complete   Integra7on   Tes7ng   Develop   and  Test   Incep9on   Elabora9on   Transi9on   New     Concept   PorUolio  -­‐>  Program  -­‐>  Component
  38. 38. AGILE  ME •  Idea  list  genera=on   from  mul=ple  data   feeds  and  sources •  Market  Research •  Customer  Research •  Field  Feedback •  Business  Case  &  ROI •  Compe==ve  Analysis •  High  Level  Es=ma=on •  Solu=on  Cost •  High  Level  Architecture   •  Risk  Analysis •  Feasibility •  Detailed  Architecture •  Feature  Mapping •  Acceptance  Criteria •  Es=ma=on •  Backlog •  All  features  are  done •  Regression  tests  are  completed   •  Release  Criteria  are  met •  Forced  Priority •  Certainty    Curve Done   Develop     and  Test   Ready  To   Build   Detailed   Planning   Release   Targe7ng   Feasibility   Study   Market   Research   New   Concept   PorUolio  Team GATE  RESPONSIBLITY Portfolio Level
  39. 39. AGILE  ME •  Feature  List  for   the  Parent  Epic •  Story  Wri=ng •  MMF •  Es=ma=ng •  High  Level  Design •  UX  Mockups •  Es=mate  Sanity  Check •  Spike  Iden=fica=on •  Review  for  Feasibility •  Review  of  Acceptance  Criteria •  Story  Spanning •  Story  Tasking •  Feature  Tes=ng  Non-­‐Func=onal •  Valida=on  of  Automated  Tests •  Detailed  Design •  Code •  Unit  Test •  Code  Review •  Func=onal  Test •  User  Story   •  Product  Owner  Acceptance Feature   Complete   Integra7on   Tes7ng   Develop   and  Test   Story   Review   Story     Mapping   Feature   Breakdown   •  All  Stories  are  done •  Feature  Level  tes=ng  is  completed •  Defect  criteria  are  met •  Feature  Check  list    from  RDS  template •  Performance  and  Sizing  Complete Product  Owner  Team GATE  RESPONSIBLITY Engineering  Team GATE  RESPONSIBLITY Engineering  Team GATE  RESPONSIBLITY Product  Owner  Team GATE  RESPONSIBLITY Program or Feature Level
  40. 40. AGILE  ME Story     Done   Task   Done   Task  In   Process   Task   Ready   Story   Backlog   •  Story  List  for  the   Parent  Feature •  Approved  task  of  8   hours  or  less •  SCRUM  team   completes  the  task •  Task  is  done  and   communicated   in  the  standup     Documented   • The  User  Story     • Acceptance  Criteria   • Conversa9ons     • Level  of  Value   • Level  of  Effort   • Design  Assump9ons   • Design  Documented  (op9onal)     • UI  Documented  (op9onal)           Coded   • Checked  Into  integrated  build   • Simple  Design     • Documented  with  Comments   • Automated  Tests  for  New  Features       Tested   • Tes9ng  is  complete     • Defect  Criteria  Met     • Automated  Tes9ng  Passed     Approved   • Feature  Complete  (Scrum  Master)   • Test  Complete  (QA  Lead)   • Accepted  (Product  Owner)     Project or Component Level
  41. 41. AGILE  ME 41   Visualizing  Improvement
  42. 42. AGILE  ME INTEGRATED  STRATEGY Customers Business Strategy Application Portfolio Management Demand Management Resource Management Financial Management Reporting & Analytics Agile Programs & Projects Traditional Waterfall Programs & Projects Agile Best Practices Product Planning Release Planning Sprint Planning Sprint Tracking Agile Reporting & Analytics
  43. 43. AGILE  ME BRINGING  PPM  AND  ALM  TOGETHER •  Development Effort (Hrs) • Per resource • Per day • Per task •  Tasks = Work items • Name • Description • Start Date • End Date •  Project = Initiative Epic • Name • Description • Start Date • End Date New Project WBS Time Sheets PPM ALM PPM PPM ALM ALM
  44. 44. AGILE  ME SUMMARY
  45. 45. AGILE  ME •  Execu9ve  Agile  Champion   •  Agile  maven  and  organiza9onal  connector   •  Business  and  Agile  credibility   •  Pragma9c  and  prescrip9ve   •  Tailor  the  message  to  the  audience   •  Must  be  able  and  willing  to  “call  out”  bad  behavior  effec9vely   •  Provide  consistent  team  training  across  all  parts  of  the  organiza9on   •  Teams  are  the  founda9on  of  agile  at  any  level  of  scale.   •  This  includes  not  only  training  in  agile  values  and  concepts,  but  also  in  agile  engineering  best   prac9ces.   •  Provide  competent  post-­‐training  guidance  &  Coaching   •  Experienced  coaches  should  mentor  newly  minted  agile  teams  for  3-­‐5  sprints  at  least.   •  Bring  external  Agile  coaches  ini9ally  to  complete  the  transforma9on  within  a  shorter  period.   •  Allocate  budget  to  cover  coaching  in  the  transforma9on  road  map.   •  Conduct  a  successful  pilot   •  Iden9fy  a  business  area  to  start  with,  and  then  expand  from  there.  It  will  allows  an  organiza9on  to   improve  the  process  and  learn  what  works  and  what  doesn’t.   45   What  Works
  46. 46. AGILE  ME •  Provide  consistent  leadership  training  across  all  parts  of  the  enterprise   •  Individuals  in  various  levels  of  leadership  must  know  how  to  be  facilita9ve,  business-­‐ oriented  leaders  with  an  agile  mindset.   •  Execu9ve  mgmt.  team  has  to  undergo  some  coaching  to  set  the  right  expecta9on  about  the   transforma9on.   •  Decide  on  organiza9on  structural  changes  and  plan  for  them  carefully   •  You  can’t  establish  a  cross-­‐func9onal  team  if  test  and  dev.  live  in  separate  silos  within  the   organiza9on.   •  High  performance  teams  require  them  to  act  toward  one  goal  and  trust  each  other.  HR   needs  to  change  their  compensa9on  benefits  to  focus  more  on  rewarding  the  team  rather     the  individual.   •  Decide  how  to  measure  transforma9on  progress  before  you  start   •  Establish  a  core  transforma9on  team  to  con9nuously  inspect  and  adapt.   •  Create  Maturity  model  against  which  to  measure  progress  (SHU/HA/RI).   •  Decide  on  the  required  changes  to  tools   •  Iden9fy  suitable  tools  for  agile-­‐based  methods,  and  train  teams  on  their  use.   46   What  Works  (Cont.)
  47. 47. AGILE  ME AGILE  ME 47   gold  sponsor silver  sponsor bronze  sponsor media  partner
  48. 48. AGILE  ME
  49. 49. AGILE  ME •  The  content  of  this  presenta9on  was  influenced  by  below  men9oned  people:   •  Mike  Co`meyer  :  His  ideas  were  adopted  in  the  Agile  Adop9on  and  agile  organiza9on   governance  sec9ons.   49   Appendix
  50. 50. AGILE  ME AGILE  ME Thank You 50  

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