Scaling and Measuring Agile Success

1,369 views

Published on

Damon Poole is the Chief Agilist at Eliassen Group. His twenty years of experience spans the gamut from small collocated teams all the way up to global development organizations with hundreds of teams. Damon was President of Agile New England from 2008-2010. He writes frequently on the topic of Agile development, is the author of the web book “Do It Yourself Agile,” and a pioneer in the area of Multistage Continuous Integration and mixing Scrum and Kanban. Damon has spoken at numerous conferences including Agile and Beyond 2010-2012, Agile Business Conference, Agile DC, Agile 2008-2012, AgilePalooza, and Agile Development Practices and trained nearly a thousand people on Agile techniques. He is also a co-founder and past CEO and CTO of AccuRev where he created multiple Jolt Award winning products including AccuRev and AccuWorkflow.

Published in: Technology, Business

Scaling and Measuring Agile Success

  1. 1. Scaling and Measuring Agile Success© 2012-2013 Eliassen Group. All Rights Reserved -1-
  2. 2. Damon Poole• Chief Agilist, Eliassen Group’s Agile Practice – Coaching: Transformation and Tune-ups – Training• 22 years of process change: small co-located teams to multi-hundred team global enterprises• Founder and past CTO and CEO of AccuRev• Creator of multiple Jolt-award winning products• Past President of Agile New England• Author of “DIY Agile Kickstart”• Consulted with Ford IT, Orbitz, Fidelity, Capital One, ING Direct, and many others• Taught Agile techniques to thousands of people© 2012-2013 Eliassen Group. All Rights Reserved -2-
  3. 3. Agenda • Scaling Agile • Organizational Support for Scaling Agility • Cycle Time – The Agile Adoption Forcing Function • Measuring Success© 2012-2013 Eliassen Group. All Rights Reserved -3-
  4. 4. Scaling Agile© 2012-2013 Eliassen Group. All Rights Reserved -4-
  5. 5. “Scaling” • What do we mean by “scaling?” • A typical definition of scaling: – Adding more resources adds proportionally more capacity for doing work • Does traditional development scale?© 2012-2013 Eliassen Group. All Rights Reserved -5-
  6. 6. A Typical Iteration #define a bTraveller wants 3 /* * This is great code.to register with */the system bool doStuff ( ) { index++; Sue } #define a bTraveller wants 3 /* * This is great code.to enter a */booking bool doStuff ( ) { index++; Bob } #define a bTraveller wants 1 /* * This is great code.to delete a */booking bool doStuff ( ) { index++; Sue } #define a bTraveller wants 2 /* * This is great code.to see their */upcoming trips bool doStuff ( ) { index++; Tom } #define a bTraveller wants 2 /* * This is great code.to edit a booking */ bool doStuff ( ) { index++; Tom } #define a bAdmin wants a 5 /* * This is great code.report of site- */wide activity bool doStuff ( ) { index++; Bob }© 2012-2013 Eliassen Group. All Rights Reserved -6-
  7. 7. “One Piece Flow” Done! Done! Done! #define a b #define a b #define a b /* /* /* * This is great code. * This is great code. * This is great code. */ */ */ bool doStuff ( ) { bool doStuff ( ) { bool doStuff ( ) { index++; index++; index++; } } } #define a b #define a b #define a b #define a b /* /* /* /* * This is great code. * This is great code. * This is great code. * This is great code. */ */ */ */ bool doStuff ( ) { bool doStuff ( ) { bool doStuff ( ) { bool doStuff ( ) { index++; index++; index++; index++; } } } } #define a b #define a b /* /* * This is great code. * This is great code. */ */ bool doStuff ( ) { bool doStuff ( ) { index++; index++; } } Done!© 2012-2013 Eliassen Group. All Rights Reserved -7-
  8. 8. One Piece Flow All the Time – Kanban Always DeliverableProductMgmt© 2012-2013 Eliassen Group. All Rights Reserved -8- $ Customers / Market
  9. 9. Organizational Support for Scaling Agility© 2012-2013 Eliassen Group. All Rights Reserved -9-
  10. 10. High Level SDLC Overview SYNCHRONIZATION LOB CUSTOMERS / BUSINESS STRATEGY BUILD, TEST, DEPLOY, MARKETS & PLANNING & MAINTAIN RELEASE VEHICLE© 2012-2013 Eliassen Group. All Rights Reserved -10-
  11. 11. Traditional Agile© 2012-2013 Eliassen Group. All Rights Reserved -11-
  12. 12. Traditional Agile© 2012-2013 Eliassen Group. All Rights Reserved -12-
  13. 13. Traditional Agile© 2012-2013 Eliassen Group. All Rights Reserved -13-
  14. 14. Traditional Agile© 2012-2013 Eliassen Group. All Rights Reserved -14-
  15. 15. Inspect and Adapt (Self-healing) • Organizations, people, projects, markets are constantly changing • Healthy Agile requires constant monitoring and adjustment • Agile process improvement mechanisms – Standups – “Scrum of Scrums” – Retrospectives – Stop the line© 2012-2013 Eliassen Group. All Rights Reserved -15-
  16. 16. Escalation Tree Daily standup Management Rapid involvement turnaround. Action Items OwnerS2 Team Z’s build server is down Joe09:30am – Cover Joe’s unexpected absence Susan09:45am Resolve dependency between Pat team X & YS109:00am –09:15am© 2012-2013 Eliassen Group. All Rights Reserved -16-
  17. 17. Escalation Tree Frequent Retrospective 1 hour 1 hour© 2012-2013 Eliassen Group. All Rights Reserved -17-
  18. 18. Misaligned, Functional GoalsFunctional ✔ ✔ ✔ ✔ ✔ ✔Goals Late, Not as missing Project A Project B relevant as scope hoped© 2012-2013 Eliassen Group. All Rights Reserved -18-
  19. 19. Moving to Managing Business Value Delivery • Switch to business value delivery metrics • Align everyone connected to a line of business or product to the same goal: delivering of business value • Examples: – Old • number of defects found per release • coding tasks completed – New • test coverage per new user story • # of story points associated with done stories© 2012-2013 Eliassen Group. All Rights Reserved -19-
  20. 20. Fully Aligned Goals Primary ✔ Project A ✔ Project B GoalsSecondary ✔ ✔ ✔ ✔ ✔ ✔Goals © 2012-2013 Eliassen Group. All Rights Reserved -20-
  21. 21. One Solution: Organize around Business Value Delivery Line of Line of ✔ ✔ Business A Business B© 2012-2013 Eliassen Group. All Rights Reserved -21-
  22. 22. Top Ten Headwinds and TailwindsArea Traditional AgileDelivery focus Projects Products & releasesBusiness & IT interaction Big handoffs Daily interactionTeams Large, functional, Small, cross-functional, project-based, product-based, long standing & transient, & dynamic staticMetrics Functional, plan Team, business value delivery basedFunding Full scope IncrementalFeedback loops Slow Very fastProjects per person 2-5 1Agile Skillset Low HighTools and technology Traditional Agile-orientedTest execution Primarily manual Automated & holistic© 2012-2013 Eliassen Group. All Rights Reserved -22-
  23. 23. Enterprise Agility Model DELIVERY BASED ESCALATION MANAGEMENT AGILE OFFICE CAPACITY BASED INVESTMENT PORTFOLIO OF PROGRAMS AGILE PROJECT MGMT AGILE SCM LOB LOB EPICS CUSTOMERS BUSINESS LEADERS DELIVERY RELEASE TEAM I1 I2 I3 BASED / OPS METRICS CYCLE TIME ARCHITECTURE 1-CLICK DEPLOY© 2012-2013 Eliassen Group. All Rights Reserved -23-
  24. 24. Cycle Time – The Agile Adoption Forcing Function© 2012-2013 Eliassen Group. All Rights Reserved -24-
  25. 25. Cycle Time Integration and Preparation Development testing 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months© 2012-2013 Eliassen Group. All Rights Reserved -25-
  26. 26. A Typical Risk Mitigation Strategy That Can Increase Risk • A Project is Prioritized after gathering requirements and doing estimation for multiple projects. • This usually takes 3, 6, or more months. • Requirement gathering and scoping for multiple projects takes time away from working on funded projects.© 2012-2013 Eliassen Group. All Rights Reserved -26-
  27. 27. Cycle Time 18 month cycle time Funding (picking) Integration and Proposing Preparation Development testing 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months© 2012-2013 Eliassen Group. All Rights Reserved -27-
  28. 28. Cycle Time 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months© 2012-2013 Eliassen Group. All Rights Reserved -28-
  29. 29. Cycle Time Pick Pick Pick Pick Pick Pick Prep Prep Prep Prep Prep Prep Do Do Do Do Do Do Ship Ship Ship Ship Ship Ship 1 2 3 4 5 6 7 1 month iterations© 2012-2013 Eliassen Group. All Rights Reserved -29-
  30. 30. Cycle Time 3 month cycle time Pick Prep Do Ship 1 2 3 4 5 6 7 1 month iterations© 2012-2013 Eliassen Group. All Rights Reserved -30-
  31. 31. Measuring Success© 2012-2013 Eliassen Group. All Rights Reserved -31-
  32. 32. Measuring Success • Profits • Net Promoter Score • Business value anecdotes • Value delivery rate • Agile capabilities – Organizational – Team – Individual (by role)© 2012-2013 Eliassen Group. All Rights Reserved -32-
  33. 33. Value Delivery Vehicles Load Your organization’s end-to-end 40 cubic meters delivery vehicle Deliver Payload Cycle Time Payload Rate of Value Delivery = Cycle Time© 2012-2013 Eliassen Group. All Rights Reserved -33-
  34. 34. Value Delivery Vehicles 40 cubic meters Gold Coal© 2012-2013 Eliassen Group. All Rights Reserved -34-
  35. 35. Agile Maturity Indicators Slows Adoption Stable Accelerates adoption Impeded Transition Sustainable Agile Ideal Metrics Function based Delivery based 50%+ of metrics 50%+ of metrics Metrics are metrics are are delivery are delivery primarily being tried, based. Old based and old delivery based planned, or metrics are still metrics are no discussed being tracked longer being and used tracked or used Progress Not Progress is Progress is Progress The team tracking implemented tracked using tracked and information proactively uses and/or doesn’t burnup, frequently usually progress influence burndown, CFD influences the influences the information to behavior or similar behavior of the behavior of the head off method and team team potential sometimes problems influences behavior© 2012-2013 Eliassen Group. All Rights Reserved -35-
  36. 36. Relationship of Agile Maturity to Benefits Benefit Agile Maturity© 2012-2013 Eliassen Group. All Rights Reserved -36-
  37. 37. The Path to Agility Start 01234 44 Indicators Organizational Team Dynamics Team Structure Per Team Product Process Mechanics Engineering Practices© 2012-2013 Eliassen Group. All Rights Reserved -37-
  38. 38. The Path to Agility Example Goal 01234 Organizational 44 Indicators Support Team Dynamics Team Structure Per Team Product Process Mechanics Engineering Practices© 2012-2013 Eliassen Group. All Rights Reserved -38-
  39. 39. Q&A Dropbox with Enterprise Agility Materials http://bit.ly/10hpvxb© 2012-2013 Eliassen Group. All Rights Reserved -39-

×