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Agile Program Management Best Practices

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Best Practices for Scaling Agile: The session provides a framework for effectively initiating agile projects that support sustainable, value-focused teams. Presented by BigVisible Solutions.

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Agile Program Management Best Practices

  1. 1. Agile Program Management Best Practices Pete Behrens Agile Organization & Process Coach © 2009 Trail Ridge Consulting, LLC pete@trailridgeconsulting.com 303.819.1809 Wednesday, June 24, 2009
  2. 2. Pete Behrens Agile Organization & Process Coach  Certified Scrum Trainer  Certified Scrum Coach  Guide enterprise organizations in transitioning to an agile organization implementing agile methods  Services for agile assessment, alignment, training and coaching Previous Experience  Led development of the requirements management solution RequisitePro – a core product in the IBM Rational product line – using the Rational Unified Process (RUP)  Consulted with EDS leading development of large data warehouse solutions using Rapid Application Development (RAD) © 2009 Trail Ridge Consulting, LLC 2 Wednesday, June 24, 2009
  3. 3. Program Management Program Management is the process of managing several related projects or a portfolio of products Organization Process Product © 2009 Trail Ridge Consulting, LLC 3 Wednesday, June 24, 2009
  4. 4. Executive Summary Effective Agile Program Management has less to do with Process than it does the Organization © 2009 Trail Ridge Consulting, LLC 4 Wednesday, June 24, 2009
  5. 5. Executive Summary Organization over Process Individuals and Process over Interactions and Tools That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org - 2001 © 2009 Trail Ridge Consulting, LLC 5 Wednesday, June 24, 2009
  6. 6. Executive Summary To effectively scale agility to a large complex programs - the organization is the key © 2009 Trail Ridge Consulting, LLC 6 Wednesday, June 24, 2009
  7. 7. When an organization is small... focus communication transparency ...are free. © 2009 Trail Ridge Consulting, LLC 7 Wednesday, June 24, 2009
  8. 8. Can’t we just scale it through Program Management? Program Manager © 2009 Trail Ridge Consulting, LLC 8 Wednesday, June 24, 2009
  9. 9. In large organizations... CIO, CTO, VP Engineering Product Line Product Line Product Line Manager Manager Manager Functional Functional Functional Usability Manager Manager Manager Engineering DBA PMO Infrastructure ...focus is challenged. Quality Assurance © 2009 Trail Ridge Consulting, LLC 9 Wednesday, June 24, 2009
  10. 10. In large organizations... 2000 Communication Paths 1500 1000 500 0 2 6 8 10 30 50 Number of People ...communication breaks down. © 2009 Trail Ridge Consulting, LLC 10 Wednesday, June 24, 2009
  11. 11. In large organizations... ...transparency becomes opaque. © 2009 Trail Ridge Consulting, LLC 11 Wednesday, June 24, 2009
  12. 12. Organization Problems lead to Program Problems  Lack of Focus  Lost Communication  Little Transparency Leads to...  Lack of Predictability  Too many Dependencies  Unknown Risks  Low Quality © 2009 Trail Ridge Consulting, LLC 12 Wednesday, June 24, 2009
  13. 13. Conway’s Law Organizations which design systems are constrained to produce designs which are copies of the communication Organization structures of these organizations. Architecture http://www.melconway.com/law © 2009 Trail Ridge Consulting, LLC 13 Wednesday, June 24, 2009
  14. 14. Organizational Flexibility is Key Organization communication complexities are manifested in solution design Larger organizations are more rigid Organizational flexibility is the key to building effective design solutions http://www.melconway.com/law © 2009 Trail Ridge Consulting, LLC 14 Wednesday, June 24, 2009
  15. 15. Agile Context Lean and Agile Principles Scrum Project & Product Leadership & Team Practices XP Development & Test Practices © 2009 Trail Ridge Consulting, LLC 15 Wednesday, June 24, 2009
  16. 16. Why was Scrum Created? TEAMS solve problems better than individuals Teams solve problems better incrementally in short TIMEBOXES © 2009 Trail Ridge Consulting, LLC 16 Wednesday, June 24, 2009
  17. 17. Why was Scrum Created? TEAM © 2009 Trail Ridge Consulting, LLC TIMEBOX 17 Wednesday, June 24, 2009
  18. 18. Why was Scrum Created? TEAM focus communication transparency © 2009 Trail Ridge Consulting, LLC TIMEBOX 18 Wednesday, June 24, 2009
  19. 19. Team members get direction from multiple sources Work Products s act tice ice s Prac Product B est Owner Work Architect UI Designer Products Scrum Master Work Products Technical Writer Developer Best Prac es tices ctic Pra Tester Work Products © 2009 Trail Ridge Consulting, LLC 19 Wednesday, June 24, 2009
  20. 20. Architect Multiple Scrum Teams Technical Writer Developer Scrum Tester Master r Product Owner Tester Developer Architect eveloper UI Designer Tester Tester Scrum Master Developer Archite Developer Developer oduct Technical wner Writer Developer Tester Developer Scrum Tester Master Architect © 2009 Trail Ridge Consulting, LLC 20 Wednesday, June 24, 2009
  21. 21. Team Work Products Focus Single Backlog Pipeline Product Owner Team Architect UI Designer Characteristics Best Practices Scrum • Small Master • Dedicated Technical • Cross-functional Developer Writer • Co-located • Shared Focus Tester © 2009 Trail Ridge Consulting, LLC 21 Wednesday, June 24, 2009
  22. 22. Communication Fewer Roles Increases Communication Source: 2004 Patterns of Effective Organizations by Neil Harrison © 2009 Trail Ridge Consulting, LLC 22 Wednesday, June 24, 2009
  23. 23. Communication Sharing Work across Roles Increases Communication Source: 2004 Patterns of Effective Organizations by Neil Harrison © 2009 Trail Ridge Consulting, LLC 23 Wednesday, June 24, 2009
  24. 24. Transparency Product & Release Cycle Drives Release Vision Release Sprint & Daily Cycle Release Scope Planning And Boundaries Sprint Review Planning & Adapt Feedback Develop & Test © 2009 Trail Ridge Consulting, LLC 24 Wednesday, June 24, 2009
  25. 25. Transparency ✓ Define a Quarterly release plan ✓ Align team sprint cycles within that plan ✓ Share team sprint reviews monthly © 2009 Trail Ridge Consulting, LLC 25 Wednesday, June 24, 2009
  26. 26. Shared Sprint Review Every team in the program presents its sprint results and release update © 2009 Trail Ridge Consulting, LLC 26 Wednesday, June 24, 2009
  27. 27. APM Case Study Companies R&D Organization with over 500 people developing a suite of retail applications installed in most of the largest retail chains across the globe. IT Organization with over 300 people developing applications to support their B2B office product distribution and warehouse. R&D Organization with over 250 people developing a SaaS CRM platform and suite of applications supporting many Fortune 1000. R&D Organization with over 125 people developing a suite of applications for elementary education assessment through PDA devices. IT Organization with over 40 people developing applications to support their corporate and personal relocation business © 2009 Trail Ridge Consulting, LLC 27 Wednesday, June 24, 2009
  28. 28. What do we need to do? focus ✓ Solidify and focus teams ✓ Funnel projects and work items to teams ✓ Limit work to available teams communication ✓ Reduce the number of roles in the organization ✓ Share work across all roles more evenly transparency ✓ Create quarterly release plans ✓ Align team sprint cycles with a shared review © 2009 Trail Ridge Consulting, LLC 28 Wednesday, June 24, 2009
  29. 29. Executive Summary APM is taking the high-performing team environment found in a single team/product environment and scaling it across a larger organization and product portfolio without the loss of productivity, predictability or quality. © 2009 Trail Ridge Consulting, LLC 29 Wednesday, June 24, 2009
  30. 30. Summary  Effective Agile Program Management requires...  Focus - Teams that are more stable in structure but more flexible in the work products they produce  Communication - An organization with fewer roles and more distributed responsibility  Transparency - A shared sprint cycle with a regular shared release planning and tracking review © 2009 Trail Ridge Consulting, LLC 30 Wednesday, June 24, 2009

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