What to expect in 30 60-90 days in agile transformation journey?

What to expect in
30-60-90 days in
Agile Transformation
Journey?

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2
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3
Anuj M Ojha
10+ years Agile experience
6+ Orgwide Agile Transformation
Journeys
8000+ People Trained
80+ teams coached across multiple
Geographies
Special area of interest has been
bringing in business agility,
appropriate mindset & enriching
Culture.
© Benzne. All Rights Reserved.

‘Client’ Onboarding - Pre-Game
Different Client Proﬁles
Key Client Expectations
Deﬁne Success Criteria
Agree on Transformation Plan
4

Client Proﬁles & Demands
5
● We want to be ‘Agile’ & we are nowhere
● We are doing ‘Agile’ in few projects but don’t know if it is right
● We are doing ‘Agile’ and want to scale
● We have a well-deﬁned ‘Agile’ practice & want to pursue business agility
// In brief, you can have skin in the game..
Options not considered:
● We just want a Scrum Master/ Coach who can align with our agile practices
● We only want trainings

Agile = Scrum?
Agile is NOT a
standard….
It’s collection of
practices which are
• Upheld by Values
• Guided by
Principles
• People Centric
• Self Organizing
• Value Driven
• Collaborative
• Servant Leadership
An approach where
typically requirements
&
solutions evolve
through collaboration
of cross functional
teams.
An umbrella term for
several iterative and
incremental software
development
methodologies.
6

7
Key Client Expectations

Key Business Drivers
TIMELY DELIVERY
PREDICTABILITY QUALITY OF WORK PRODUCTIVITY
TRANSPARENCY
Physical boards for the
collocated team
Online tools for knowledge
mgmt
Reviews & Retrospective
events for continuous
improvement loops
Short term goals - Burndown
chart
Long term goals - Velocity
graph
Discovery sessions to bring in
future visibility
Story points estimation for
knowing size of backlog
Short term iterations/ sprints
Daily stand-ups to check
progress
Commit date projections
using story points &
predicted velocity
Well reﬁned Deﬁnition of
Done
Practices like peer review &
bug analysis
Focus on improving on
retrospective points
Continuous improvement on
velocity
From last day QA to
continuous testing
Individual productivity
8

Deﬁne Success Criteria - Make it measurable
9
Sno. Sample Measurable Metrics Criteria
1
Commitment or Productivity
Average Commitment Variance
= Delivered / Committed velocity
It should be within control limits of 0.8 & 1.2 i.e. 80% to 120% is reliable number
// Velocity Chart in JIRA could also support this
2
Consistency or Reliability
= Current Sprint Velocity/ Previous Sprint
Velocity
It should be within control limits of 0.8 & 1.2 i.e. 80% to 120% is reliable number
3
Quality (DRE)
- Escaped defects
Reduction in production defects by having a DRE of 0.9
4 Agility Health Assessment
Overall agility health score of entire project & corresponding growth plan for future improvement
80% Maturity of AHA
● Improvements in Roles - SM, PO, DT, PM
● Effective ceremonies

Commitment / Productivity
Project A
Commitment
Variance (D/C)
Sprints
Committed
(C)
Delivered
(D)
Sprint 1 40 38 0.95
Sprint 2 58 62 1.07
Sprint 3 50 22 0.44
Sprint 4 47 54 1.15
Sprint 5 50 44 0.88
Sprint 6 59 69 1.17
Sprint 7 39 40 1.03
Sprint 8 32 52 1.63
Example with Sample data
10

Velocity Variance/ Sustainability
Project A
Velocity
Variance (D/C)
Sprints
Committed
(C)
Delivered
(D)
Sprint 1 40 38 0.0
Sprint 2 58 62 2.7
Sprint 3 50 22 0.4
Sprint 4 47 54 2.5
Sprint 5 50 44 0.8
Sprint 6 59 69 1.6
Sprint 7 39 40 0.6
Sprint 8 32 52 1.3
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Defect Removal Efficiency (DRE)
Project A
Defect Removal
Efficiency (DRE)
Releases E D
Rel#1 40 4 0.90
12

Agility Health Assessment (AHA)
Inter Team AHA
(Scale 1-5)
AHA Score
(Average)
Team 1 Team 2 Team 3 Team 4
3.5 3.75 4.0 4.2 3.86
100+ statements against 8 focus areas to identify the core strengths and areas of improvement
Self assessment at team level & provides a program level view to derive process maturity
13

Project Management Metrics - Deﬁnitions
Metrics can be derived from this –
● Actual percent complete (APC) = Complete Story Point/Total Story Points
● Expected Percent Complete(EPC) = Number of completed iterations /number of planned iteration
● Planned Value(PV) = EPC x Budget
● AC =Actual Cost in $ or soft-cost in Hrs spent
● EV (EarnedValue)=APC% x Budget
● Schedule Performance Index(SPI) = EV/PV, greater than 1 is good (ahead of schedule)
● Cost Performance Index(CPI) = EV/ AC, greater than 1 is good (under budget)
● Value Realisation is Velocity
● Defect Removal Efficiency (DRE) = E / (E+D)
○ E is no. of errors found before the s/w delivery & D are those found after s/w delivery
14

● Assume:
○ Budget = 100,000 $
○ Total Story Points (SP) = 500
○ Total Sprints = 20
○ No. of sprints completed = 4
○ Actual SP burnt by the end of 4 sprints: 80 SP
○ Expected SP/ sprint = 25 sp || Total SP burnt should be 100 SP
● Expected Percent Completion (EPC) = 4/20 = 0.2 aka 20%
● Planned Value = EPC% * Budget = 0.2 x 100,000 = $20,000 (PV)
● Actual Percent Completion (APC) = 80/500 which is 0.16 aka 16%
● Earned Value = APC% * Budget = 0.16 x 100,000 = $16,000 $ (EV)
● Scheduled Performance Index (SPI) = EV/PV = 16,000/20,000 = 0.80 (should be greater than 1)
● Cost Performance Index (CPI) = EV/AC = 16,000/18,000 = 0.88 (should be greater than 1)
● Cost Variance = EV - AC = $16,000 - $18,000 = minus $2,000 (over budget)
● Schedule Variance = EV - PV = $16,000 - $20,000 = minus $4000
● Schedule Variance % = - 4000/20,000 = - 0.2 = minus 20% behind schedule
Project Management Metrics - Example
15

Deﬁne Best Practices Wishlist
16
Sno. Sample Best Practices Criteria
1
Burndown chart – should be consistent We should have consistent burndown throughout the sprint of committed work instead of a
steep burndown at the sprint end
2 Effective Estimation & DONE Quality/ DOD will be intrinsic
3 JIRA Versioning Versioning of all new releases & tracking Version report, Release burndown, Epic burndown
4
Transparency
Backlog Management
- All sprint stories will be reﬁned to smaller ready stories
- At least 2 week of future sprint backlog
5 Sprint-end Progress View End of sprint view on Release health, sprint health & team health

17
This is how Agile Metrics at Team Level looks like

Agile Journey for an organization
APPRISE
Business Agility
Organization Goals & Market demand
Here all the functions have to run hand in hand and response continuously to
changing business demands and delivering on time so as to sustain and overcome
competition
ARISE
Scaling Agility to Program/ Portfolio/ Product
Coaching at Program/ Portfolio level
When you want to bring in the agility at a broader layer where the strategies are
decided and the success is based on outcomes by multiple teams, technologies and
process groups.
ASCEND
Create High Performing Teams
Coaching at Team level
When you need to know how to practice, bringing expertise in setting up the agile
culture and to harbour the agile mindset in few projects so as to create success
stories to cross pollinate.
Workshop & Agility Health Assessments
AWAKE
Awareness & Assessment When you know your problem, then we help you by delivering speciﬁc
workshops to overcome them. When you do not know your problem, then we
can help you by assessing your existing process and recommend the growth
plan for your agile transformation journey
18

‘Transform’ - Game
Plan your 30-60-90
As-Is Assessment
Execution - Discovery, PO ship, SM ship, Discipline, Insights
19

Many levels of Agility
20
This is where most
of us apply agile..
Lets develop plan to
target here

This is how a Product Roadmap Plan looks like
& the way we execute
Sprint
0
Sprint
1
Sprint
2
Sprint
3
Sprint
4
Sprint
5
Sprint
6
Sprint
7
Sprint
8
Pre-
Release
Release
R
E
A
D
I
N
E
S
S
H
A
R
D
E
N
I
N
G
M
O
V
E
TO
MARKET
FEATURE 1
FEATURE 2
Planned work
item
Defects/
Incidences
New Changes
21 © Benzne. All Rights Reserved.

4th Sprint
Let them do more & you
Observe
Correct wherever needed but
let them be self-organizing
Time to conduct the Agility
Health Assessment
Canvas
22
As Is Assessment
Submit ﬁndings & Next steps
on shortlisted Pilot Projects
Conduct Focused
Workshops
Also, publish the planned
approach
1st Sprint
Ensure DOD, DOR, Backlog
Readiness, Role clarity,
Effective Estimations
2nd Sprint
Resolve Retro points,
Collate Review feedbacks,
Team knows burndown chart,
Resolve their blockers,
Publish Health Insights
3rd Sprint
Velocity evaluation
Check Team Health Progress
Start interactions with Project
Sponsors/ Clients
5th Sprint
Kickstart implementation of
Growth Plan points
Discovery/Readiness
Ensure Future backlog plan is in
place
Sprint Execution: Act -> Act & Observe -> Observe
Build community of Scrum Master, Product Owner
Technical Excellence Community

As Is Assessment & To Be Plan
Next Steps
05
Focused workshops
Key Initiatives & Suggestive changes
Metrics for key changes & if you could know the current
score
Areas of improvements
04 This is where the improvements are needed to begin with..
Strengths
03 This is on what we will capitalise on..
Understanding of Business
02
Knowing the client context is the key
Includes - the purpose, the start date, the releasing habits,
the client expectations tech stack and many more
Interviews & Explorations
01
Meetings with all needed individuals & teams
To know everything what is needed to be known
23

24

Let’s start with DISCOVERY SESSION
Good for new project/ release/ Increment
25

Let’s start with DISCOVERY SESSION
Collect the
Ideas
Goal setting Persona
Mapping
User journey Story Mapping
MVP
identiﬁcation
Now - Next -
Later
Story writing Writing Epics
Writing User
stories & Tasks
Prioritization
Identifying
Themes
Value & Risk MoSCoW ROI
Differentiator,
Spoiler, Table Taker,
Organizational cost
Estimation Scope, Cost &
Time
Story point
estimation
Base story
deﬁnition
Dependencies &
Risks
Timeline View
Sprint Zero
expectations
26

At your workspace
27

Product Owner’s Toolbox
Story Writing Prioritization Estimation
Epic Name Story Id As a I want So that Acceptance
Criteria
Assumptions MoSCoW Value Point Risk Point Story point
A A.1
A A.2
A A.3
A A.4
B B.1
B B.2
B B.3
28

Timeline View - Program Increment/ Release Roadmap
29

Scrum Master’s toolbox - Housekeeping Checklist
30

Gallery of work - visualise & collaborate
31

32

Gallery of work - let’s peep in the sprint planning meeting event
Product Owner confirms the DONE work of last
sprint commitment
Also, educates the development team about the
new sprint goals
Development team members discusses and do
task breakdown
And, we encourage
constructive
disagreements and
probe till we are
confident to commit
It’s not just clarity of
work & confidence
towards sprint goals,
we want FUN
33

● Release Health – mentions current progress against the sprint goals
● Sprint Health – mentions work delivered against committed for a sprint
● Team Health – mentions the team’s motivation & conﬁdence at the end of the sprint & as compared
to past 3 sprints
● Also, project speciﬁc stats + RAID log
Sprint-wise Biweekly Project Health Forecast
34

You should have achieved following desirable outcomes..
● Squads are ready and incrementally delivering outcomes (self-organizing & cross-functional teams)
● Roles are groomed - PO, SM, DT, Chapter lead, Tribe leader, System Owner
● Backlog for each squad is identiﬁed using ‘timeline view‘ as much it’s feasible at the
project start (visibility)
● Incremental outcomes are planned & getting delivered to clients (client satisfaction)
● Trusted velocity of teams have been identiﬁed (productivity)
● Continuous monitoring of Release, sprint & team health (predictability & transparency)
● Agile engineering practices kick-started (TDD, Refactoring, Automation, Pair programming, peer-reviews,
continuous integration etc)
● Improved team’s agility health and knowledge (employee satisfaction)
● Process checks across teams have been executed (agility health assessment)
35

‘And what is after 30-60-90?’
36

‘Scale’ - Post Game
Asynchronous Sprints
Synchronise Sprints
Explore breadth & Depth - DO VS BEING
37

Business Case 1 - Asynchronous development
SQUAD 1
SQUAD 2
SQUAD 3
MTP 1 MTP 2 MTP 3 MTP 4
MTP 1 MTP 2 MTP 3
MTP 1 MTP 2 MTP 3 MTP 4 MTP 5 MTP 6 MTP 7
38

Business Case 2 - Synchronous Sprints | Release Trains | ‘ONE’ solution
SQUAD 1 SQUAD 2 SQUAD 3 SQUAD 4 SQUAD 5 SQUAD 6
MTP 1
PL
A
N
MTP 2
MTP 3
MTP 4
PL
A
N
PL
A
N
PL
A
N
Cycle One
Cycle Two
Cycle Three
Cycle Four
39

Business Case 3 - Synchronous Sprints | loosely coupled but tightly aligned
SQUAD 1 SQUAD 2 SQUAD 3 SQUAD 4 SQUAD 5 SQUAD 6
MTP
Sprint 5
Sprint 8
Sprint 10
Sprint 13
Sprint 18
Sprint 21
Sprint 24
MTP MTP
MTP MTP MTP
MTP MTP MTP
MTP MTP
MTP MTP MTP MTP
MTP
Sprint Cycles Sample
40

BEING AGILE
Y times beneﬁts
Mindset & Culture change
Customer satisfaction
Continuous learning
Engagement
DOING AGILE
X% beneﬁts
Manage changing priorities
Improved visibility
Increased productivity &
quality
41

‘Questions’
We might help you :)
42

Some References
43
Those interested in an in-depth understanding of Agile fundamentals can join our
upcoming online training workshop on 29-30 Aug (Sat-Sun), webinar attendees can
claim a ﬂat 20% Discount. Details can be found here -
www.Benzne.com/training-calender/
Find many other learning resources for free at www.Benzne.com/Learn/

THANK YOU
www.Benzne.com

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