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Agile2013 sustainable change

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Agile2013 sustainable change

  1. 1. Gaining Support for a Sustainable Agile Transformation Dennis Stevens, VP Enterprise Engagements Mike Cottmeyer, CEO & President LeadingAgile August 8, 2013
  2. 2. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation
  3. 3. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation
  4. 4. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation
  5. 5. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation
  6. 6. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation
  7. 7. Agile Basics
  8. 8. Agile is About Teams
  9. 9. Product Owner Analyst Testers Developers ScrumMaster
  10. 10. How Agile Teams Work
  11. 11. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
  12. 12. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
  13. 13. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
  14. 14. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
  15. 15. Managing Scope
  16. 16. Agile Project Management Scope CostTime
  17. 17. Agile Project Management Scope CostTime
  18. 18. Agile Project Management Scope CostTime Maximize Value
  19. 19. Courtesy of Jeff Patton Increment Iterate Varying Scope to Meet Business Goals
  20. 20. Agile at Scale
  21. 21. Different Teams for Different Jobs
  22. 22. Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  23. 23. Team Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  24. 24. Team Team Team Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  25. 25. Team Team Team Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  26. 26. Team Team TeamTeam Team Team Team Team Product & Services Teams
  27. 27. Team Team TeamTeam Team Team Team Team Product & Services Teams Scrum
  28. 28. Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Scrum
  29. 29. Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Scrum Kanban
  30. 30. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban
  31. 31. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
  32. 32. Agile Governance
  33. 33. Done Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Market Research New Concept Development Flow Feature Complete Integration Testing Develop and Test Story Review Story Mapping Feature Breakdown Story Done Task Done Task In Process Task Ready Story Backlog KANBAN FEATURE STORY EPICS KANBAN SCRUM
  34. 34. The Portfolio Tier • Idea list generation from multiple data feeds and sources • Market Research • Customer Research • Field Feedback • Business Case & ROI • Competitive Analysis • High Level Estimation • Solution Cost • High Level Architecture • Risk Analysis • Feasibility • Detailed Architecture • Feature Mapping • Acceptance Criteria • Estimation • Backlog • All features are done • Regression tests are completed • Release Criteria are met • Forced Priority • Certainty Curve Done Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Market Research New Concept
  35. 35. Portfolio Tier Ownership R A C I Product Management Product Management Customer Advocate Portfolio Team R A C I Product Owner Team Product Owner Team Engineering Portfolio Team R A C I Product Owner Team Product Owner Team Engineering Portfolio Team R A C I Engineering Product Owner Team Customer Advocate Portfolio Team Portfolio Team R A C I Product Management Product Management Customer Advocate Product Owner Team R A C I Product Management Product Management Customer Advocate Product Owner Team • Responsible - Those who do the work to achieve the task. • Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. • Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. • Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. GATE RESPONSIBLITY Done Develop and Test Ready To Build Detailed Planning Release Targeting Feasibility Study Market Research New Concept
  36. 36. The Program Tier • Feature List for the Parent Epic • Story Writing • MMF • Estimating • High Level Design • UX Mockups • Estimate Sanity Check • Spike Identification • Review for Feasibility • Review of Acceptance Criteria • Story Spanning • Story Tasking • Feature Testing Non-Functional • Validation of Automated Tests • Detailed Design • Code • Unit Test • Code Review • Functional Test • User Story • Product Owner Acceptance Feature Complete Integration Testing Develop and Test Story Review Story Mapping Feature Breakdown • All Stories are done • Feature Level testing is completed • Defect criteria are met • Feature Check list from RDS template • Performance and Sizing Complete * Stand alone features must have these acceptance criteria (x, x, x)
  37. 37. Program Tier Ownership • Responsible - Those who do the work to achieve the task. • Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. • Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. • Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. R A C I Product Owner Team Product Owner Team Customer Advocate Engineering R A C I Engineering Product Owner Team Product Owner Team Product Owner Team R A C I Engineering Engineering Product Owner Team Product Owner Team R A C I Engineering Engineering Product Owner Team Product Owner Team R A C I Product Owner Team Product Owner Team Engineering Engineering R A C I Product Owner Team Product Owner Team Engineering Portfolio Product Owner Team GATE RESPONSIBLITY Engineering Team GATE RESPONSIBLITY Engineering Team GATE RESPONSIBLITY Product Owner Team GATE RESPONSIBLITY Feature Complete Integration Testing Develop and Test Story Review Story Mapping Feature Breakdown
  38. 38. The Project Tier Story Done Task Done Task In Process Task Ready Story Backlog • Story List for the Parent Feature • Approved task of 8 hours or less • SCRUM team completes the task • Task is done and communicated in the standup Documented •The User Story •Acceptance Criteria •Conversations •Level of Value •Level of Effort •Design Assumptions •Design Documented (optional) •UI Documented (optional) Coded •Checked Into integrated build •Simple Design •Documented with Comments •Automated Tests for New Features Tested •Testing is complete •Defect Criteria Met •Automated Testing Passed Approved •Feature Complete (Scrum Master) •Test Complete (QA Lead) •Accepted (Product Owner) * Stand alone stories must have these acceptance criteria (x, x, x)
  39. 39. Project Tier Ownership • Responsible - Those who do the work to achieve the task. • Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. • Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. • Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. R A C I Product Owner Product Owner Customer Advocate Engineering R A C I Engineering Engineering Engineering Engineering R A C I Engineering Engineering Engineering Engineering R A C I Engineering Product Owner Engineering Engineering R A C I Engineering Engineering Engineering Engineering Story Done Task Done Task In Process Task Ready Story Backlog
  40. 40. Why is it hard?
  41. 41. Its hard when… We show what it looks like But Not How organizations will get there safely
  42. 42. Safety • Successfully do your job • Feed your family / Kids in college • Viable over time
  43. 43. You have to align various perspectives Executive Management Performer
  44. 44. Safety is different depending on your perspective Executive Management Performer • Supported • Possible • Demonstrate success
  45. 45. Safety is different depending on your perspective Executive Management Performer • Supported • Possible • Demonstrate success • Role clarity • Success is measurable • Maintain organizational influence
  46. 46. Safety is different depending on your perspective Executive Management Performer • Supported • Possible • Demonstrate success • Role clarity • Success is measurable • Maintain organizational influence • Operational model aligned with the strategy • Credible plan • Demonstrate progress
  47. 47. Agile Transformation
  48. 48. Understand Business Drivers Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Predictability •Economics •Early ROI
  49. 49. Define the Operational Framework Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Built around teams • Product focused • Service oriented Change Management & Communication
  50. 50. Define the Operational Framework Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Portfolio • Program • Project
  51. 51. Define the Operational Framework Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Return on Investment • Throughput/Cost of Delay • Capitalization
  52. 52. Introduce Change Incrementally Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Independent • Small • Entrepreneurial
  53. 53. Introduce Change Incrementally Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Product definition • Project management • Technical and delivery
  54. 54. Introduce Change Incrementally Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Trust • Accountability • Adaptability
  55. 55. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Capability focused • Objectively assessed • Focus on sustainability
  56. 56. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Training • Workshops • Mentoring
  57. 57. Measure Improvement Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Demonstrable progress • Outcomes focused • Map to business drivers
  58. 58. Manage Change Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Quick wins •Identify champions •Centers of excellence
  59. 59. Tie Back To Business Drivers Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture •Predictability •Quality •Early ROI
  60. 60. Slicing
  61. 61. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
  62. 62. Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Agile Pilot
  63. 63. Sustainable Transformation
  64. 64. Intentionally Executive Management Performer • Supported • Possible • Demonstrate success • Role clarity • Success is measurable • Maintain organizational influence • Operational model aligned with the strategy • Credible plan • Demonstrate progress
  65. 65. Questions?

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