George Anghelache
Cristian Cazan
October 2012
Darwin, Agile and
the Dinosaurs
IN YOUR ZONE 2
Endava is a leading IT services organization, with offices in London
and New York and delivery centers in R...
IN YOUR ZONE 3
Delivery Manager
• 15+ years experience in IT
• Former Projects Delivery Manager and
Head of PM, overseen g...
IN YOUR ZONE 4
Darwin, Agile and the Dinosaurs
considerations when evolving Agile to Enterprise Level
Agile Purists and En...
IN YOUR ZONE
Raise your hand if …
•You’ve tried Agile on this type of project
•5-15 teams
•Multi-site teams
•Multiple vend...
IN YOUR ZONE
What does Complex Enterprise Environment mean?
•Large organizations
•Complex integrated business critical sys...
IN YOUR ZONE
What does The Book say?
•maximizing the value of the product
•maximizing the work of the Development Team
•th...
IN YOUR ZONE
Hmm… will it work at Enterprise Level?
One Man Band One Stressed CookieThe Hero
8
IN YOUR ZONE 9
•Focus the will of many business users into detailed US
•Get buy-in of very large stakeholder tree
•Work ar...
IN YOUR ZONE
The Composite Product Owner
Product
Owner
Business
Analyst
Project
Manager
10
We need a evolution of the conc...
IN YOUR ZONE 11
•Focus on building the features
•Removing impediments in a complex client environment
•Channel results and...
IN YOUR ZONE
Composite Scrum Master
12
Scrum
Master
Project
Manager
features and scrum team
enterprise planning and
commun...
IN YOUR ZONE 13
• Complex integrated business critical systems creating lots of dependencies
• Mix of technologies as mult...
IN YOUR ZONE
Scrum of Scrums, caveats with growth?
Project coordination
Release Planning
Scrums coordination
Tech leadersh...
IN YOUR ZONE
Enabling Enterprise Scale Agile
• Growing to a large number of teams requires a change of the standard struct...
IN YOUR ZONE 16
• Complex domain knowledge spanning many integrated business critical
systems
• Significant mix of technol...
IN YOUR ZONE
How do you ramp-up Highly Productive Teams?
17
• Organic growth, seeding and pairing techniques to ramp-up an...
IN YOUR ZONE 18
• Intricate flux of requirements to backlog items through many layers of
business users, key stakeholders,...
IN YOUR ZONE
Forward Planning
19
Client
Sprint 1
Build
Sprint 2
Build
…
Build
Sprint 6
Build
Sprint 7
H.U.T.
Release plann...
IN YOUR ZONE
•Chuck Norris is ScrumMaster and ProductOwner –
simultaneously
•Chuck Norris has implemented everything at th...
IN YOUR ZONE
Thank you!
Cristian Cazan
Delivery Manager
Cristian.Cazan@endava.com
George Anghelache
Delivery Manager
Georg...
IN YOUR ZONE
This material draws inspiration from a massive community of Agile enthusiasts, our own experience and that of...
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Darwin, Agile and the Dinosaurs

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Darwin, Agile and the Dinosaurs: considerations when evolving Agile to Enterprise Level.

Agile Purists and Enterprise Agile practitioners are always debating how Scrum roles, ceremonies and practices should be implemented when dealing with highly complex Enterprise environments and solutions.

Can a single Product Owner cope with the complexity? How do we scale Agile? Do we need Architectural leadership?
Let’s look at these topics together.

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  • Darwin, Agile and the Dinosaurs

    1. 1. George Anghelache Cristian Cazan October 2012 Darwin, Agile and the Dinosaurs
    2. 2. IN YOUR ZONE 2 Endava is a leading IT services organization, with offices in London and New York and delivery centers in Romania and Moldova that support the full project lifecycle. Utilizing our distributed agile delivery model - TEAM, we are able to deliver significant improvements to quality and productivity resulting in our clients being able to deliver substantially more for the same budget. Introductions
    3. 3. IN YOUR ZONE 3 Delivery Manager • 15+ years experience in IT • Former Projects Delivery Manager and Head of PM, overseen good delivery of all Endava projects from a RO base • Agile Expert, consulting blue-chip clients in implementing nearshore distributed agile Delivery Manager • 15+ years experience in IT • Former Head of Development Romania, spotting, attracting and managing over 160 IT professionals in 2 delivery locations • Agile Expert, Certified Scrum Master, wide consultancy experience in enterprise agile George Anghelache Cristian Cazan Introductions
    4. 4. IN YOUR ZONE 4 Darwin, Agile and the Dinosaurs considerations when evolving Agile to Enterprise Level Agile Purists and Enterprise Agile practitioners are always debating how Scrum roles, ceremonies and practices should be implemented when dealing with highly complex Enterprise environments and solutions. Can a single Product Owner cope with the complexity? How do we scale Agile? Do we need Architectural leadership? Let’s look at these topics together.
    5. 5. IN YOUR ZONE Raise your hand if … •You’ve tried Agile on this type of project •5-15 teams •Multi-site teams •Multiple vendors •Large and complex systems Any others ?
    6. 6. IN YOUR ZONE What does Complex Enterprise Environment mean? •Large organizations •Complex integrated business critical systems •Multiple vendors to develop their systems •Mix of technologies •Very complex budgeting cycle •Intricate organization structure and stakeholder tree to manage •Large programs of work •Long history => inherited a good amount of antiquated delivery practices
    7. 7. IN YOUR ZONE What does The Book say? •maximizing the value of the product •maximizing the work of the Development Team •the sole person responsible for managing the Product Backlog • Clearly expressing Product Backlog items • Ordering the items in the Product Backlog to best achieve goals and missions • Ensuring that the Product Backlog is visible, transparent, and clear to all stakeholders, and shows what the Scrum Team will work on next • Ensuring the Development Team understands items in the Product Backlog to the level needed Product Owner as Defined in Scrum 7 ?
    8. 8. IN YOUR ZONE Hmm… will it work at Enterprise Level? One Man Band One Stressed CookieThe Hero 8
    9. 9. IN YOUR ZONE 9 •Focus the will of many business users into detailed US •Get buy-in of very large stakeholder tree •Work around complex budgeting and tracking mechanics Enterprise Agile Challenge What would be an Evolution of the Product Owner in a complex enterprise context?
    10. 10. IN YOUR ZONE The Composite Product Owner Product Owner Business Analyst Project Manager 10 We need a evolution of the concept at Enterprise Level Complexity Decouple three main areas: strategy / features / management
    11. 11. IN YOUR ZONE 11 •Focus on building the features •Removing impediments in a complex client environment •Channel results and reporting under contractual terms Enterprise Agile Challenge What would be an Evolution of the Scrum Master in a complex enterprise context?
    12. 12. IN YOUR ZONE Composite Scrum Master 12 Scrum Master Project Manager features and scrum team enterprise planning and communication
    13. 13. IN YOUR ZONE 13 • Complex integrated business critical systems creating lots of dependencies • Mix of technologies as multiple vendors have & are developing the systems via large programs of work • Intricate organization structure and stakeholder tree to manage Enterprise Agile Challenge What would be an Evolution of the Agile Scaling in a complex enterprise context?
    14. 14. IN YOUR ZONE Scrum of Scrums, caveats with growth? Project coordination Release Planning Scrums coordination Tech leadership Solution storming •The SoS will have an overload to lead all the teams and projects •Keeping up to date will require too many meetings, too many details •Effective acting as Tech Leadership and Future Team compromised •LIMIT @3-4 SCRUMS and 30-odd people Scrum coordination Plan ownership User Story ownership Quality 14 Add more teams 
    15. 15. IN YOUR ZONE Enabling Enterprise Scale Agile • Growing to a large number of teams requires a change of the standard structure • Vertical ownership: each Cluster and each Scrum = Feature focus • Scale Horizontally by creating new clusters containing 3-4 Scrum teams • Each Cluster has a project manager to focus on: Release Planning, Reporting and Impediments • Horizontal ownership: the shared Design Scrum = Technical Knowledge and Quality focus Virtual Scrum of Scrums of Scrums: DS SM, PMs, SMs, Agile Coaches Cluster of teams Cluster of teamsDesign Scrum (DS) Technical Knowledge & Quality focus via DS shared allocation Featurefocus.Detail Add more team clusters; Multisite enabled 15
    16. 16. IN YOUR ZONE 16 • Complex domain knowledge spanning many integrated business critical systems • Significant mix of technologies, frameworks, 3rd party product, COTS • Various technical and subject matter expert groups to assimilate knowledge from Enterprise Agile Challenge How would you approach Growing multiple scrum teams in a complex enterprise context?
    17. 17. IN YOUR ZONE How do you ramp-up Highly Productive Teams? 17 • Organic growth, seeding and pairing techniques to ramp-up and build highly productive teams • Use pairing to accelerate domain knowledge transfer, new members ramp-up and improve code quality Initial Core Team Team 1 Team 2 + + Team 3 Team 4 Team 5 Team 6 + + Project Lifecycle
    18. 18. IN YOUR ZONE 18 • Intricate flux of requirements to backlog items through many layers of business users, key stakeholders, compliance agents and composite product owner • Insuring strategic architecture and design principles alignment with empowered technical groups from the client Enterprise Agile Challenge How would you evolve Planning activities in a complex enterprise context?
    19. 19. IN YOUR ZONE Forward Planning 19 Client Sprint 1 Build Sprint 2 Build … Build Sprint 6 Build Sprint 7 H.U.T. Release planning What’s to be build? Design Authority Technical experts How we build it? Composite Product Owner Now Team  Planning  Look ahead  Foresee impediments Future Team SMsDesign Leads
    20. 20. IN YOUR ZONE •Chuck Norris is ScrumMaster and ProductOwner – simultaneously •Chuck Norris has implemented everything at the planning meeting •When Chuck Norris says “done”, then it’s “done” •Chuck Norris answers just two questions on the stand-up meeting: Chuck Norris does not know obstacles •Chuck Norris does not need Reviews or Retrospectives: there is no improvement for Chuck Norris’ process •Chuck doesn't meet customer requirements and needs, they meet his! The Anti Hero 20
    21. 21. IN YOUR ZONE Thank you! Cristian Cazan Delivery Manager Cristian.Cazan@endava.com George Anghelache Delivery Manager George.Anghelache@endava.com
    22. 22. IN YOUR ZONE This material draws inspiration from a massive community of Agile enthusiasts, our own experience and that of many clients and companies we've engaged with through the years. • People that have inspired us through many trainings, workshops , articles and webinars: Mike Cohn, Jeff Sutherland, Henrik Kniberg, Ken Schwaber, Roman Pichler, Anna Forss, Serge Beaumont, Mike Beedle and many others we’ve not intentionally forgot • Sites and whitepapers with excellent knowledge: www.agilealliance.org; www.mountaingoatsoftware.com; www.scrumalliance.org; www.controlchaos.com; www.implementingscrum.com; www.jeffsutherland.org; www.agileforall.com; www.infoq.com; www.rapidscrum.com; www.slideshare.net; www.agile42.com; scrum.jeffsutherland.com; www.agilemanifesto.org; www.scrum.org; www.wikipedia.org; www.projectmanagement.com; www.romanpichler.com; www.agilesherpa.org; www.cathycarleton.com; www.implementingscrum.com; www.gantthead.com; • Books that have added invaluable knowledge: Ken Schwaber - Agile Project Management with Scrum; Mike Cohn - Agile Estimating and Planning; Mike Cohn – Introduction to user stories; Roman Pichler - Agile product management with Scrum; Anna Forss - Confessions of a serial product owner; Ken Schwaber - The Enterprise and Scrum; Mike Cohn - User Stories Applied; Carl Larson and Frank LaFasto - Teamwork; Serge Beaumont - Practical Tools for the Product Owner: Focus, Value, Flow; Jim Highsmith - Agile Project Management; Jeff Patton - Story Maps; Mike Cohn - Succeeding with Agile; 37 Signals: Getting Real; Jeff Sutherland - The Power of Scrum ; Tobias Mayer - Scrum Roles; Donald Reinertsen - The Principles of Product Development Flow; C. Jakobsen and J. Sutherland - Scrum and CMMI – Going from Good to Great; Donald Reinertsen - Managing The Design Factory; Scrum Sense – What every product owner should know; Ken Schwaber, Beedle Mike - Agile Software Development with Scrum; • Pictures copyright and courtesy of The Flistones, Warner Bros; Television Distribution & Meet the Robinsons, Disney Pictures Attributions

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