Agile tour 2011 Dublin


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  • Suzie is our BA LeaderI’m Alan Spencer, Agile LeaderAnd Emmet is our CTOWe have over 40 years product development experience between usWe have worked insmall start-upssmall and medium established companiesmultinationals and consultancy.Using traditional SDLCs, iterative, RAD and AgileCovering such industries as Banking & Payment Software, Business Information, Large Retail, Oil/Gas, Hardware, Telco, Mobile, SaaS
  • What we will cover Textbook scaling agile Inside a Traditional Multinational Agile in a MultinationalLessonsPitfallsScrapes and bruisesWe have picked up – from our experiences We are joined today by Emmet Townsend, CTO of D&B Dublin who can field some of your questions.
  • The easiest world – Single Agile Team. Text booksone roomone visionworking in isolationeveryone CAN know everything Easiest Highly effective Limited capacity
  • Max around 15 membersBring on other teamsSplit?FunctionLayersScrum of Scrums helpsCommunicationPlan for dependenciesTools to trackDocuments to reduce noiseNow you can really get stuff done...Key:Needs support – tools, processes, documents
  • For exampleShared servicesOffshore/onshoreMultiple productsVendors...Step towards the enterprise world – but only a step.Off site product owner!Time zones & culturesagile is adaptiveeven to the cultureKey Message:Let go of small agile
  • Suzie’s going to give you a picture of what you might find in a Traditional Multinational Enterprise. Now, let’s look at a Traditional Multinational Enterprise. At least 3, maybe 5 continents Teams now in the 10’s if not 100’s LOTS of historyLet me take your through some of the characters you’ll meet there....
  • John in my Product manager – his job is to make sure we are on the right path for the customer. To do this – he needs cash. To get cash – he needs to be able to tell the money people – I plan to build x features at a cost of y investment before any progress is made. How on earth would that work in an Agile world pray tell??
  • next we have James my wonderful product owner. James is not used to working with Tech in a partnership – in his happy WF world where he hands over 6 months of work and comes back when its doneHe used to be being disappointed with what he gets backHe just really wants someone to please go and build what he asks of them!!
  • Poor Joe is up to his eyes trying to track programs all over the worldThe only way he can do this is by having very strict stage gates in a tightly controlled SDLC – otherwise how do we know if we’re going wrong in time to fix it??
  • Paul is trying to track his program – to do this he needs to know up front what the program will need – so he can line up all his ducksNeeds to minimise the risk to his program at all stages
  • Peter comes from a world where the entire system must be defined, designed and signed off long before work beginsNot used to a changing architecture – in an enterprise surely that would cause chaos
  • John is in charge of production readiness and ensuring what goes in is stable, can be rolled back out, can be monitored, has gone through the necessary validations – he’s seen too much bad quality in his careerHis experience has been that the best way to do this is through long end to end cycles, lots of documentation, lots of process
  • Jean comes from a world of 18 month releases where she can conduct long extensive auditsShe remembers the pain of the security breach 4 years ago and isn’t willing to risk that again – due diligence is the only way to avoid this
  • So tell me Alan – in this complex world i’m coming from – how on earth could I ever make Agile work there??
  • -nameless-faceless – but it’s all people.ChangeFearFailureIncapableComfort
  • Message:Business benefitVisionSteadySticky – make it last...So, where do I start?...
  • Fit context – no silver bulletWhere initiated?Message:Be pragmatic, start...Our experiences... Lessons
  • You won’t get very far without high level support.Without:Agreement– lip serviceold habitsReverting back when pressure buildsHow to getStart smallDemonstrate benefits, expand... - Chicken and egg... Consulting firm Change managementExplain problemsChange Management PlanKey Message:Makes everything easier
  • Get to know the players – the peopleWithout:X - Work together – shared ownershipX - Discuss issues, changeStatus quoSilosNo transparency – spinNo trustHow to get: Communicate Empathise Respect Real drivers – solve theseBack to people - Create teams – cross functionalKey Message: It’s all about the people Working together ...How do you maintain?...
  • Over communicateWithout: - if it slidesUnderstanding divergesPeople make assumptionsPeople revertCYARACIHow to get:EG: Technology – Business...Call the business every dayVideo conferenceTravel oftenE-mail only for simple, factual communicationNip things in the budKey message:MaintainMake it stick...What about the facts & status?...
  • DashboardsInformation radiatorsWithoutLack of trustEstimatesStatusMore and more detailDaily updates“Other” experts in meetings/callsAsking same question different waysHow to get: Invest in dashboards - pushTrain people in tools – pull Give context. Dirty Laundry. Early and oftenMessageBe inclusiveHide nothing ...Keeping the energy...
  • Stand back and admire your workWithout:Iteration, iteration, iteration, releaseKanban - flowTeams constantly making small wins loose sightMonotonyX prideX driveLost in “the system”How to get:Ensure look backRecogniseCross functional teamsKey messageCan loose sight of achievements... When things get tough...
  • Start with the values, come back to them often“People over process”Without: - Notice if loose focusX compromiseBehavioursquoting othersStagnant process – lack of changeProcess too light?Documents too heavy?How to getAgile manifesto – early and oftenthe fine printEnergise RetrospectivesRecognisePositive changeKey message: Be pragmatic - change...People willing – but how?...
  • Put the time and money into getting everyone trained – get help putting it into practiceWithout trainingAssume common understandingAssume others to be expertsUnsure how to play their partRevertOld habitsRACIHow to get:Get in professional “by the book” trainersTrain people togetherRegular coachingIdeally externlAvoid emotions & politicsStart with Product Owners – Scrum Masters - ......How do I realisebenefits?...
  • Major Benefit Reduced time to market Quarterly vs. Yearly – 18 months head startNeed automation – test, integration, releaseWithout:Human errorManual, slow testingLoong release cyclesIncreased time to marketNegotiable scope hardHow to:CI – within developmentInternal releases – milestonesShow & tell environmentsKey Message:Automate everything...So, it is possible?...
  • Agile tour 2011 Dublin

    1. 1. Reality of Agile in a MultinationalOct 2011
    2. 2. Who we are...• Suzie Corbett – Business Analysis Leader• Alan Spencer – Agile Leader• Emmet Townsend - CTO 2
    3. 3. Reality of Agile in a Multinational - Agenda• Agile as it scales• The Multinational• Bringing Agile to the Multinational...• Discussion 3
    4. 4. Single Team Agile• Stickies• One room• Single vision 4
    5. 5. Co-located Multi Team Agile• Dependencies• Complexity• Scrum of Scrums• More tools, planning• More documentation 5
    6. 6. Distributed Agile• Off site product owner• Time zones & Cultures• Full Face to Face gone• More Tools / process / documentation• Video Conference 6
    7. 7. The Traditional Multinational Enterprise• What do you find when you look at a Traditional Multinational Enterprise? 7
    8. 8. The Traditional Multinational Enterprise• John the Product Manager needs big up front analysis and estimates to get budget (contract) Tell me exactly how much you need to deliver those exact features 8
    9. 9. The Traditional Multinational Enterprise• James the business guy has historically has a lack of partnership with IT due to experience with waterfall - Vendor attitude in both directions Here’s what I want! Go code it! 9
    10. 10. The Traditional Multinational Enterprise• Joe the PMO lead needs governance..... Show me artefacts of our global SDLC gates 10
    11. 11. The Traditional Multinational Enterprise• Tom, the Program Manager needs all dependencies, hardware reqs... everything What is my critical path? What if someone else messes up? 11
    12. 12. The Traditional Multinational Enterprise• Peter the Enterprise Architect needs large upfront designs and layers of slow sign offs etc What will what you deliver in 12 months look like? 12
    13. 13. The Traditional Multinational Enterprise• John the Release manager is responsible for controlling what gets into production. What are you going to deliver, and when? Prove it’s high quality! 13
    14. 14. The Traditional Multinational Enterprise• Jean from Corporate Security needs an 8 week security audit - as per every 18 month release Show me the design before you start! When you’re done – let me check it! 14
    15. 15. The Traditional Multinational Enterprise• What’s the common theme here? 15
    16. 16. The Traditional Multinational Enterprise• What’s the common theme here?• THE PEOPLE 16
    17. 17. Bringing Agile to the Enterprise• What does it take to bring Agile to the Multinational Enterprise??? 17
    18. 18. Bringing Agile to the Enterprise• First - consider, again...• THE PEOPLE – What does this mean for me? – Why change, it’s OK? – What if I fail? – I don’t know how – What will my BOSS say? – This is my silo – stay away! 18
    19. 19. Bringing Agile to the Enterprise• The PEOPLE are not going to change overnight• The enterprise is not going to change overnight – above all else – patience is required!!! We are NOT talking about Agile Software development!We are talking about becoming anAgile Business This is a journey... 19
    20. 20. Bringing Agile to the Enterprise• How to start this journey 20
    21. 21. Bringing Agile to the Enterprise• Senior Level Support... 21
    22. 22. Bringing Agile to the Enterprise• Build Relationships 22
    23. 23. Bringing Agile to the Enterprise• Over communicate 23
    24. 24. Bringing Agile to the Enterprise• Be transparent with all stakeholders 24
    25. 25. Bringing Agile to the Enterprise• Celebrate success 25
    26. 26. Bringing Agile to the Enterprise• Focus on Values – not mechanics 26
    27. 27. Bringing Agile to the Enterprise• Invest in Training and coaching 27
    28. 28. Bringing Agile to the Enterprise• Focus on Automation 28
    29. 29. Bringing Agile to the Enterprise - Summary• It is possible!!• Be patient – this will take a while – benefits are HUGE• It’s about people and relationships... – Individuals and Interactions over Process and Tools• Have FUN 29
    30. 30. Discussion… Suzie Corbett – Alan Spencer – spencera@dnb.comEmmet Townsend – We’re hiring – be part of our journey visit us at
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