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Agility to manage IT Complexity

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How agility manages complexity. Presentation on how Agility, and Enterprise Agile like SAFe®, as a way to manage IT and Enterprise Complexity.

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Agility to manage IT Complexity

  1. 1. #SAFeDT Agility to manage IT Complexity Etienne Laverdière, SPC4, DA, CSP Agile Coach, Digital Tango Ltd. www.digitaltango.ca@2016 DigitalTango
  2. 2. #SAFeDT Agile Coach (2013 --) • ING Bank (Paris) • Banque Populaire (Nantes, Paris) • Intact Insurance (Montreal, Toronto) Agile Project Manager (2009 - 2012) • National Bank of Canada (Montreal) • SFR (Paris) Team lead, development, architecture (1998 - 2008) • Société Générale (Paris) • Desjardins Securities (Montreal) • Compuware • BCE Emergis • Bell Actimedia 2 ETIENNE LAVERDIÈRE SPC4, DA, CSM, CSP, ICP-ACC, ICP-ATF, PMP, PMI-ACP @elaverdi Digital Tango Ltd. www.digitaltango.ca info@digitaltango.ca 2
  3. 3. #SAFeDT IT Complexity Common understanding of Agility in IT: Our agenda: • What is IT Complexity? • How Agility manages complex domain? • How can we scale Agility to IT and to the whole Enterprise ? 3 [We] identified a new primary challenge: complexity. Today’s complexity is only expected to rise, and more than half of CEOs doubt their ability to manage it. 2010, IBM Capitalizing on Complexity « Agility is only for small projects, not for big ones… »
  4. 4. #SAFeDT IT Complexity 4
  5. 5. #SAFeDT Strategic Importance, Political Implications, Stakeholders Level of Change Risks, Dependencies, and External Constraints Level of IT Complexity Urgency and Flexibility Size / Time / Cost Clarity of Problem IT Project Complexity 5 Katheen Hass, Project Complexity Model, 2013 Harvard Business Review, Smart Rules: Six Ways to Get People to Solve Problems Without You, 2011
  6. 6. #SAFeDT Strategic Importance, Political Implications, Stakeholders Level of Change Risks, Dependencies, and External Constraints Level of IT Complexity Urgency and Flexibility Size / Time / Cost Clarity of Problem IT Project Complexity 6 Katheen Hass, Project Complexity Model, 2013 Harvard Business Review, Smart Rules: Six Ways to Get People to Solve Problems Without You, 2011 Enterprise “complicatedness” increased by 6.7% a year, on average, over the past five decades.
  7. 7. #SAFeDT Knowledge Gap • What are the objectives? What does the client really wants / needs? Alignment Gap • How to align team’s actions? Control on Outcomes Gap • How to be sure that team’s actions are generating the wanted result. 7 Knowledge Alignment Control on Outcomes 2010, Stephen Bungay, The Art of Action Complexity impact on IT Projects
  8. 8. #SAFeDT Pmbok: Planning Analysis Architecture Fixed-price contract Penalties Knowledge Alignment Control on Outcomes Pmbok: Planning, Execution Plan, Task-driven Detail Complication 8 Pmbok: Monitoring&Control Reports KPI Sign-off, status Traditional Complexity Management
  9. 9. #SAFeDT Pmbok: Planning, Execution Plan, Task-driven Detail Complication More Locks Pmbok: Planning Analysis Architecture Fixed-price contract Penalties Knowledge Alignment Control on Outcomes 9 Pmbok: Monitoring&Control Reports KPI Sign-off, status Traditional Complexity Management
  10. 10. #SAFeDT Agile Complexity Management 10 Knowledge Alignment Control on Outcomes Internal Discipline Autonomy, Innovation Empowerment Collaboration, Creation More Adaptation Impact & goals, Value driven Cadence & Synchronization, Principles & Simplification Contextualized Vision More Flow Focus on what we know (empirism) Speed and frequency Strategic vision Sprint review Team Retrospective
  11. 11. #SAFeDT ① You build it, you run it. ② All teams will expose their data and functionality through service interfaces. Teams must communicate with each other through these interfaces. ③ There will be no other form of interprocess communication allowed (no direct linking, no shared-memory model, no back-doors whatsoever). ④ It doesn't matter what technology they use. ⑤ All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions. ⑥ Anyone who doesn't do this will be fired. Thank you; have a nice day Enterprise Architecture Principles defined by Amazon CEO Jeff Bezos (2002) : 11 Using Principles as Alignment Enabler
  12. 12. #SAFeDT ① You build it, you run it. ② All teams will expose their data and functionality through service interfaces. Teams must communicate with each other through these interfaces. ③ There will be no other form of interprocess communication allowed (no direct linking, no shared-memory model, no back-doors whatsoever). ④ It doesn't matter what technology they use. ⑤ All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions. ⑥ Anyone who doesn't do this will be fired. Thank you; have a nice day Enterprise Architecture Principles defined by Amazon CEO Jeff Bezos (2002) : 12 Using Principles as Alignment Enabler
  13. 13. #SAFeDT AlignmentKnowledge Control on Outcomes Responding to change over following a plan Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation 13 That is, while there is value in the items on the right, we value the items on the left more. A C K A A
  14. 14. #SAFeDT (6) face-to-face conversation (7) Working software is the primary measure of progress (8) Agile processes promote sustainable development (9) Continuous attention to technical excellence and good design enhances agility (10) Simplicity--the art of maximizing the amount of work not done--is essential (11) The best architectures, requirements, and designs emerge from self-organizing teams. (12) At regular intervals, the team reflects on how 
to become more effective, then tunes and adjusts 
its behavior accordingly. (2) Welcome changing requirements (4) Business people and developers must work 
together daily throughout the project (5) Build projects around motivated individuals. 
Give them the environment and support they need, 
and trust them to get the job done. (1) satisfy the customer through early and continuous delivery of valuable software (3) Deliver working software frequently, from a couple of weeks to a couple of months 14 Conway, 1968, « Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations. » PRODUCT TEAM AlignmentKnowledge Control on Outcomes
  15. 15. #SAFeDT 15 * Katheen Haas, Project Complexity Model, 2013 Traditional Roles Scrum Roles Project Manager: Focus on Project Management. Tasks, execution, completion, Dependencies, Plan. Scrum Master : Focus on team complexity, Empowerment, Predictability, Mastery, Discipline and autonomy. Business Analyst: Focus on requirements, Details, Exhaustiveness, Sign-Off, Validation. Product Owner : Focus on Product Complexity, Solution Intent, Strategy, Innovation and Value. Gap Traditional Methodology Agile Approach Knowledge Exhautivity & predictability Focus, Empirical knowledge & Iterative process Alignment Plan conformity Adapt plan to change Alignment Top-down solution The solution is an emergent process Alignment Fixed-organization, like a machine processing information Learning organization, the team structure is also emergent Control Execution and control are task-based Execution and control are value-based Control External control Team Internal control * Traditional vs Agile
  16. 16. #SAFeDT Enterprise Agility 16
  17. 17. #SAFeDT Enterprise Agility 17 Focus on Product complexity Focus on Product and Team complexity Enterprise Agility includes enteprise concerns like Portfolio management, Governance, Enterprise Architecture and Team Alignment.
  18. 18. #SAFeDT Enterprise Agility challenges 18 How to keep team agility in a large structure? Which enterprise agility framework should we adopt? How to change the development process and framework while respecting organizational culture? Scrum relies on self-commitment, self-organization, and emergence rather than authoritarian measures. —Ken Schwaber
  19. 19. #SAFeDT 19 Some reason to move toward an Agile@Scale Framework • Number of team and dependencies • Coupled architecture • Portfolio management • Traditional – Agile interface hard to manage • Stakeholders management • Get out of the WaterScrumFall model • Start an enterprise agile roadmap Agile Scaling Knowledge base: http://www.agilescaling.org/ask-matrix.html SoS 2001 LeSS 2013 Spotify 2012 Nexus 2015 Scrum At Scale 2014 Low, Prescriptive High, Emergeant Flexibility Coverage teamsProgramPortfolio/Enterprise DAD 2012 SAFe 2012 Low Adoption High Medium Agile @ Scale Offering
  20. 20. #SAFeDT Put brutally SAFe seemed to be PRINCE II camouflaged in Agile language. SCRUM as an approach was emasculated in a small box to the bottom right of a hugely overcomplicated linear model. (…) SAFe is not only a betrayal of the promise offered by AGILE but is a massive retrograde step giving the managerial class an excuse to avoid any significant change. [A Body of knowledge] is an highly static non-adaptive approach. Dave Snowden (Cynefin) SAFe 20 I saw a Release Planning session with 20-some teams and almost 200 people, and realized how SAFe is Scrum, just expanded to the program level. I became aware that Scrum itself scales beautifully. Lyssa Adkins (Coaching Agile Teams) SAFe gives us some good ideas for how to deal with [enterprise] complexities where few existed before. I am using some elements of SAFe with a client right now but not all since some of the techniques would not work well, which is consistent with a “pragmatic agile” approach. Mark Lines (DAD) The boys from RUP (Rational Unified Process) are back. Building on the profound failure of RUP, they are now pushing the Scaled Agile Framework (e) as a simple, one- size fits all approach to the agile organization. Ken Schwaber (Scrum) Quoting Martin Fowler
  21. 21. #SAFeDT Respect of Culture, roles and traditional responsibilities • « Start where you are; go where you want » • Less radical than « fractal agile » • Allows real change of habits Instills industry best practices • Lean / Agile / Scrum / XP / Kanban • Devops & Agile Testing • Agile Budgeting • Value Stream coordination • Cost of Delay • Principles of Product Development Flow Gives you the help you need • PO, SM, PPM trainings • SP, SA, SPC, SPCT Certifications • Tools : Rally, Blue-Agility, JIRA, Microsoft • Real success stories on SAFe transformation 21 Why SAFe? 2016
  22. 22. #SAFeDT 2222
  23. 23. #SAFeDT Complexity management with SAFe 23  Portfolio  Executive Support  Governance  Budget  Knowledge  Focus  Program  Alignment  Synchronization  Teams  Self-Orgarnized  Autonomous  Empowered  Control on Outcomes
  24. 24. #SAFeDT 24 Knowledge Alignment Control on Outcomes Frequency and rapidity Focus (WIP) DevOps Portfolio and ART Metrics System Demo Program Increment Release Inspect & Adapt System Team Knowledge
  25. 25. #SAFeDT Alignment 25 Scrum of Scrums Scrum of Pos Release Planning Vision PI Objectives Architecture Runway Knowledge Alignment Control on Outcomes
  26. 26. #SAFeDT Control on Outcomes 26 Autonomy Disciplined agility Collaboration PI Planning Creativity Innovation Mastery Knowledge Alignment Control on Outcomes
  27. 27. #SAFeDT The larger coverage of SAFe and its prescriptive approach are well adapted to large enterprises • It will secure sponsors • Extend agility to a Lean/Agile approach • Doesn’t limits framework customization. The apparent linear structure of SAFe enables better alignment and greater team autonomy. SAFe training and certification paths enable alignment among change agents and the whole enterprise. 27 Start as soon as possible to work on your development toolkit: • JIRA, Rally, etc • Continuous Integration • Test Automation Organizational culture must also be addressed • SAFe is not a new RUP • SAFe implies a cultural change. Get trained, aligned and experienced coaches Final thoughts
  28. 28. #atmtl2015 #rexsafe-atmtl2015 Your Digital Partner 28 Question? info@digitaltango.ca

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