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Getting Agile Right - Rebooting an Agile Organization in 100 days - Agile Tour Ottawa 2018

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Getting Agile Right - Rebooting an Agile Organization in 100 days - Agile Tour Ottawa 2018

  1. 1. Getting Agile right - rebooting an Agile organization in 100 days MAURIZIO MANCINI | AGILE COACH/CONSULTANT | EXEMPIO.COM MAURIZIO.MANCINI@EXEMPIO.COM
  2. 2. Reboot?
  3. 3. Sign 2 Teams still early in the Agile journey - number of flavours of Agile is equal to the number of teams you have 3 Most Common Signs you need a Reboot Sign 3 You have Featuritis Sign 1 You have 3 to 4 times more “projects” than your teams can deliver
  4. 4. Bonus 1 You’ve rolled out Agile at least 3 times already Bonus 2 People tell you ‘Agile Doesn’t work’ Bonus Signs
  5. 5. Everyone Was Busy
  6. 6. PLAYING AGILE BEING AGILE TO DO IN PROGRESS DONE
  7. 7. Context of the Company
  8. 8. Context of the Company • Ad Exchange • Large Platform-20000 Servers On-Prem • 5 Data Centers World Wide • High Volumes-100 Billion requests/day, 3 Trillion Daily Events • 12 Millions of Lines of Custom Code • Only 1 Product with over 150 components • Engineering team ~ 200
  9. 9. Kick Starting your Reboot The Five Steps
  10. 10. # 1 Buy-In and Understanding from the Top! CEO COO CFO CTO
  11. 11. More Right Stuff Agile is focused on delivering … Same Time Period Generates Business Value!
  12. 12. Discipline Product Strategy 2 more Misconceptions of Executives
  13. 13. # 2 Clear Business Goals
  14. 14. Business Goals-The Market
  15. 15. Business Goals-MVP of New Features/Products
  16. 16. Business Goals-Deeper Understanding of Capacity
  17. 17. Business Goals-Employee Frustration and Satisfaction
  18. 18. # 3 Clear Ownership and Accountability
  19. 19. Role Confusion “Why did the engineers build it if it wasn’t going to work?” “I thought the CTO sets development priorities” Overcommitment “Hey I already working very hard, I am on 5 projects, I am doing my best but there is too much to do.”
  20. 20. Process Confusion “Hey -- I just said it would be a good idea to add the feature — I didn’t tell them to do it!” Accountability Resistance “We don’t need any planning — it just slows things down”
  21. 21. # 4
  22. 22. # 5 Get Moving
  23. 23. 100 Days and Counting Our Roadmap
  24. 24. Strategic Assessment Sept 2017 Oct 2017 Team Assessments Dec 2017 Agile Refresher, Tool Realignment Team Assessments and Agile Refreshers Nov 2017 100 Business Days and Counting… Our RoadMap Organization-wide meetings on priorities, accountability & drive Nov 2017 Nov 2017 Tech Roadmap for TechDebt
  25. 25. Go! January 2018
  26. 26. Strategic Assessments
  27. 27. Meet with CTO Gather his perspective Meet with Key Team Members Gather teams perspective of companies Strategic Direction Vision 1 year and 3 year Tech Debt Analysis Quality of current code Strategic Assessment
  28. 28. Strategic Assessment KEY FINDINGS AND RECOMMENDATIONS
  29. 29. Everything is a Top Priority Teams Playing Agile instead of Being Agile Portfolio and Program planning inadequate Strategic Assessment Key Findings Tech Debt Analysis Level was Reasonable TO DO IN PROGRESS DONE
  30. 30. ARB and PC Architecture Review Board and Product Council Weighted Shortest Job First WSJF for Project Ranking Portfolio Kanban for Upper Management WSJF RECOMMENDATIONS
  31. 31. Projects use Scrum or Kanban Dynamic Teams Scrum Kanban RECOMMENDATIONS
  32. 32. Strategic and Team Vision
  33. 33. Team Assessments
  34. 34. Interviewed more than 50 people across various roles Through the use of 1-1 or small group interviews Directors Managers Team Leads Team Members
  35. 35. Conducted a survey-Five Point scale 31 questions on 6 dimensions and a comments section
  36. 36. Agile Basics (6) Values and Principles, Scrum or Kanban roles, Stable Teams, Epics and Stories Product Ownership (5) Available, Vision, Product Backlog Prioritization, Refinement and Readiness, Acceptance Criteria Team Roles and Agile Concepts (5) Clear roles, Sprint Planning and Goals, Definition of Done, Predictable Velocity, Building in Quality
  37. 37. Processes (5) Scrum Master assigned, user stories ready, self- organized team, collaborative planning, retrospective and followup Release Management and Delivery (5) Release Planning, product backlog prioritization, business feature estimation and slicing, cross team dependancies, Sprint Reviews Quality (5) Quality goals: corporate, software product, software component. Sprint quality goal improvements, quality measurements being made
  38. 38. Attended a number of team meetings Where I needed a little more insight into how the team or product worked
  39. 39. Team Assessment Results POSITIVE PATTERNS AND ANTI-PATTERNS
  40. 40. Keep it Up! • Team Work • Self Organized Teams • Two Week Release Train • Technical Level of QA Team Members • Continuous Integration was available • Some Dev helping with Automation • Tools were up to date • Separate team doing End to End testing • Some requirements were on the Wiki Opportunities to take it to the Next Level
  41. 41. Opportunities Discovered • Who owns Quality? • Who owns Test Automation? • Accounting for Test Automation • Maintenance • UI Automation Path • Release Process and Cadence • Release Tool and CI process adoption • Process and Tools Team • Tool Tune-Up • Service Desk - Replace • Portfolio Management - Replace Opportunities Discovered • Maturing Agile • Role Clarification • Project Prioritization • Organization of Work • Backlog Cleanup • What’s an EPIC? • One Story at a Time • Release Planning • Estimation • Tech Debt Tracking • Updating Requirements • Dev/QA Ratio • Hiring and On-boarding • Test Environments Many of these Opportunities are Common Anti-Patterns found in many organizations
  42. 42. People Process Tools Key Recommendations
  43. 43. Role Clarification and Maturing Agile
  44. 44. Scrum Master? PM Line Manager? Role Confusion PM PM PO Project Manager Program Manager Product Manager Product Owner
  45. 45. No Full Time Scrum Masters Product Owner role was not clearly defined People Playing Multiple Roles
  46. 46. Agile Refreshers • Scrum/Kanban Short Refresher - ½ day • Scrum/Kanban Full Refresher - 1 day • Scrum Master Training - ½ day • Product Owner Training - ½ day • Being an Agile Manager - ½ day
  47. 47. We focused on: • Getting back to the basics • Fixing the misconceptions • Ensuring everyone had the same foundation • The roles Agile Refreshers
  48. 48. Who own’s Quality?
  49. 49. 1. QA Director-Advocate of Who owns Quality 2. Promote the implementation of a DevOps culture 3. Holding a QA education event Top 3 Recommendations
  50. 50. Aligning the Process
  51. 51. Recommendation • Minimum - Close all issues older than 1 year. • Issues older than 6 months. Backlog Cleanup Most common Anti-Pattern “We have this large number of issues in the backlog because ‘one day’ we may come back and do the work…” • Projects with hundreds of issues older than 2 years.
  52. 52. • Sounds basic, but not really • Scaling Agile confusion in definition • EPIC was being used to manage Projects What’s an EPIC? Recommendation Bring it back to the basic definition
  53. 53. One Story at a Time • Stories were too large - Some were EPICs • Stories were just work tasks • Teams needed to focus • Stop Starting, Start Finishing!
  54. 54. Process and Tools Team
  55. 55. The Importance of the Process and Tools Team • Mechanics of the triad • Not just tool configuration • Team owns the triad! • Agile Coaches and Scrum Masters • Community of Practice (CoP)
  56. 56. Aligning the Tools
  57. 57. Aligning the Tools-Company Context • 22 Teams-Mostly Software Teams, some Operational Teams • Projects -Mostly Software, a few Operational • PMO -Required Portfolio Management
  58. 58. TOOL CONFIGURATION SPECTRUM Use the tool out of the box - No Configuration This Company Why did you buy a packaged software? OOB Extreme
  59. 59. Common Anti-Patterns • Tools are being used improperly • Tools are not optimally configured Tools are impacting the effectiveness of the teams and the process
  60. 60. Teams told that tools couldn’t do something when they could Never shown the potential of the tools Previous tool experience - impacting higher level reporting Impact of tool mis-use and configuration on the Teams
  61. 61. Implemented Process to use the wiki collaboration with the task management tool. Replaced Homegrown service desk with a modern service desk Intervention We optimized the task management tool through a deep intervention. Aligning Tools for the Reboot
  62. 62. Portfolio Management • Projects Products • Replaced the more complex tool • Start Simple - Get the basics working
  63. 63. Results — 10 Months
  64. 64. The Good The Bad The Ugly
  65. 65. The Good 28 Projects completed to date More than Doubled the output with less people! • Better Planning • People Focused • Better use of tools
  66. 66. The Good • Clear project prioritization • Scrum & Kanban both used • Project teams have all skills required to launch • All teams have scrum masters, product owners and are self- empowered
  67. 67. Quality • Solid progress on culture change - quality owned by everyone • Dev/QA wall slowly coming down • DevOps culture slowly starting to emerge
  68. 68. The Tools • Optimized for company reality • 1-1, Task Management - Wiki Space association • Migrated from home grown service desk to modern Service Desk
  69. 69. The Bad Project Portfolio • Monotonically increasing backlog without refinement • Phases of a project without any value attainment • Inadequate estimates of value & no value accountability Staffing • Too many multiple-project assignments (key resources) w/context switching problems
  70. 70. The Ugly Go To Market (GTM) • Not used to project completion Prioritization • Objectives -> Initiatives -> Project prioritization
  71. 71. Key Takeaways and What we would do differently
  72. 72. Transformation is Hard!
  73. 73. It Starts from the Top Exec Portfolio Kanban
  74. 74. Agile is a Journey-Start with the Basics Ri Mastering Ha Practicing Shu Learner
  75. 75. What we would do differently… • Metrics First • Staffing Consistency • Real Value Estimation • Limit & Refine the Backlog • Go To Market (GTM) • DevOps Culture
  76. 76. The Power of the Cloud
  77. 77. Thank you! Merci! MAURIZIO MANCINI | AGILE COACH/CONSULTANT | EXEMPIO.COM MAURIZIO.MANCINI@EXEMPIO.COM

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