Oct 2012 Presentation for Agile NJ

1. Rolling Out Agile to the Enterprise Ilio Krumins-Beens

2. Hi, I’m Ilio Krumins-Beens. I am passionate about Agile.

3. (1) Achieve Executive Buy-In (2) Respond to Change (3) Scale Agile Practices My Objective Photographer: Erich Stüssi Photographer: familymwr

4. USING A REAL EXAMPLE

5. Satisfaction with current software practices (Baseline) Productivity Transparent Alignment Quality Meets Adaptability Schedule Rapid TTM 0 -10 -20 -30 -40 -44 -50 -47 -54 -60 -55 -70 -80 -90 -70 -75 -83

6. Satisfaction with Technology (8 Months later) Productivity Transparent Alignment Quality Meets Adaptability Schedule Rapid TTM 100 86 90 80 70 60 50 40 30 20 10 0 79 71 80 70 60 57

7. 0 -10 -20 -30 -40 -50 -60 -70 -80 -90 Rapid TTM Schedule Adaptability Quality Alignment Transparent Productivity -44 -47 -54 -55 -70 -75-83 Productivity Transparent Alignment Quality Adaptability Schedule Rapid TTM What Changed? 100 90 80 70 60 50 40 30 20 10 0 71 86 79 80 70 60 57

8. Implemented Dedicated Teams Central Pool 15 Cross-Functional Teams BAs PMs Dev QA 1 Product Strategic Shared Services Shared Services (IT Ops, DB, etc.,) Production Support 2 3 1 2 3 1 2 3 4 5 6 4 5 6 Shared Services (ITOps, DB, etc.,)

9. Implemented an Iterative Approach Source: Evanetics

10. Time-To-Market (In Calendar Days) 2010 2011 (Pre-Agile) 2011 (Agile) 250 192 200 150 140 100 50 0 27

12. Achieve Executive Buy-In • • • • • • • • Prioritize your stakeholders Get a transformation sponsor Agree to what success will look like Create and communicate your plan Get external validation and help Show incremental progress Promote early success to build momentum Be proactive and completely transparent

13. Agile Transition Roadmap as of 10/14/2011 2Q11 3Q11 1Q12 4Q12 4Q13 Phase 1 - Prototype 2 – Transition to Dedicated Teams 3 – Roll Out Agile 4 – Establish Management Agile Practices (Scrum) Practices Beyond Tech 5 – Technical Excellence Features Pilot Agile and Agile Inspired practices on ATA Fixes, Nursing RN OC LSAT 2.5, MCAT Catalyst • Dedicated Teams • Select Product Owners • Comm. Program • Develop Assessments • Healthy PBL for Tier1-2 Teams • Focused support for 7 teams • Focused Support for 8 teams • Product owners tools • Healthy PBL for Tier 3-4 Teams • Sync with IMO • Dashboard Reporting • Improve Off-shore vendor Agility • Co-locate Teams • Set up Agile Team Rooms • Performance Management •Compensation practices •Integration into Budget Cycle •Develop Better Product Visioning / Road mapping techniques •Automated Regression test implemented •Continuous integration •Automated builds •Increased deployments to production Users Grad Apps, Nursing, LSAT, and Catalyst Stakeholders Tier 1-3 teams Tier 1-4 Teams Kaplan Execs General Kaplan audience Offshore Vendors Kaplan Execs General Kaplan audience Tier 1-4 Teams Tier 1-4 Teams Kaplan Execs General Kaplan audience Offshore Vendors Tools Jira, Daptiv Jira, Confluence PlanetK, Daptiv, Jira, Confluence, PlanetK, Daptive, Virtual Meeting Tools Jira, Confluence, PlanetK, Virtual Meeting Tools, Success Factors TBD

14. Q4 2011 Agile CoE Release Plan Release Goals Get teams to minimum level of self- sufficiency on Product Owner (Product Vision, Roadmap, Release Planning, and Backlog management) and team practices. Improve alignment of SBU objectives to projects through: •Creation of uber roadmap(roadmap of roadmaps) •Involving Product Owners and Finance leads in project creation and tracking •Introduction of portfolio management practices Straw man Performance management practices for agile teams Collocate teams Sprint 7 Sprint 8 Sprint 9 Sprint 10 Sprint 11 Dates 10/19 – 11/1 11/2 – 11/15 11/16 – 11/29 11/30 – 12/13 12/14 – 1/10 Sprint Themes Project Process and Alignment Kickoff Introduce Product Owners and Finance Populate Roadmap of Roadmap Confirm Roadmap of Roadmaps with Senior Execs Performance and Portfolio Practice Recommendations Epics •Remote Training •New Project Workflow •Roadmap Repository •KBS / Kaptest Process •Jira – User mgmt, Carryover Guidance, Training •PO and Finance Mtg •Inc. Visit •Why Uber Roadmap Mtg •Team Specific Metrics •Populate Uber Roadmap •Release Plans added to Daptiv •Collocate teams •Roadmap Review with Senior Execs •Performance mgmt process •Cost Per Team •Review 2012 teams with PO and Exec Sponsor •Continue Performance management proposal •Portfolio planning proposal

16. Eat Your Own Dog Food Photographer: JnL Run your transformation effort like an Agile Project

17. Source: 3back.com

18. Release Planning

19. Sample Epics / User Stories • As the CTO, I have roadmap to Technical Excellence that lays out the priority and timing of implementing Agile Development, Quality, and Release Practices, so that I can track progress against implementing these. • As a Product Owner, I am educated on the budget monitoring process, so that I can work with the Financial Lead effectively. • As a Scrum master, I attend a workshop to learn best practices around meeting facilitation and conflict resolution, so that I can do my job more effectively. • As the Resource Manager, I have gotten all remaining Agile Team members up on time sheets, so that time reporting will cover all team members.

20. Transition Team’s Wall

21. Recent Sprint Review Process / Governance: • • • • • 2011 Performance Evaluations Update Time Reports Update Resources in Daptiv Creating New Projects In Daptiv Scrum of Scrums Survey Alignment • Budget Monitoring • Technical Excellence Roadmap • Roadmap of Roadmaps Coaching / Support Recommendations • Post-Mortem on Team Composition • Release Planning Best practices Training / Workshops: • Product Owner and Effective Stakeholder Management – APLLE • Research and Agile Teams - APLLE • Facilitation Techniques for Scrum Masters • • • • • • Observe Pre-College Ceremonies SF1 Sprint 0 Support Monitor Scrumban Attend Demos Team coaching New Product Owner support Communication • Blog posts (2) Performance management • Implement Recognition Program

22. EXAMPLES OF INFORMATION SHOWN IN SPRINT REVIEWS

23. High Level Assessment (HLA)

24. HLA Burndown

25. Challenges Identified • • • • • • Fractional assignments Off-Shore Vendors External Factors affecting team velocity Product Owner Empowerment Adopting new roles still a challenge Resource Constraints limiting amount of team support

26. Scrumban Implementation

27. PO and Fin Lead Alignment Session Objectives: Agree on process for roadmaps, CERs, and IMO requests Identify 2012 Projects that need CERs

28. “BUT, YOUR NOT DELIVERING WORKING SOFTWARE”

29. Why it works? • Demonstrate the practices you are asking teams to follow • Creates transparency of progress • Enables short feedback loops • Able to effectively Respond to Change

30. Trust me, you’ll like eating your own dog food Photographer: Brain E. Ford

32. Scaling Agile Practices • • • • • Coaching a must Develop support mechanisms for agile teams Align Roadmaps Extend Agile beyond internal tech teams Focus on Technical Excellence that enables agility • Collocate Teams (If Possible)

33. How much coaching support do you have? Sprint Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9 10 Support Ranking Pilot Team Pilot Team Tier 1 Tier 1 Tier 1 Tier 1 Tier 2 Tier 2 Tier 2 Tier 2 Tier 3 Tier 3 Tier 3 Tier 3 Tier 3 Tier 4 Tier 4 7/278/9 8/108/23 8/249/6 9/079/20 9/2110/4 10/510/18 10/19- 11/211/1 11/15 Sprint 11 11/16- 11/30- 12/14/ 11/29 12/13 -1/10 Legend Focused support (over 10 hours of dedicated team support within a sprint) Basic support (5-10 hours of dedicated team support per sprint) Limited support (less than 5 hours of dedicated team support within a sprint)

34. “People support a world they help create.” - Dale Carnegie Agile Transition Teams provide an opportunity for those who will be going through a transformation to provide feedback and feel listened to. Quote Taken from : Building an Elite Product Development Team workshop, 2/3/2012

35. SCRUM SCRUMS OF 15 Cross-Functional Teams 1 3 1 2 3 1 Photographer: Philippe Heckel 2 2 3 4 5 6 4 5 6

36. Scrum of Scrum Wall

37. IMPEDIMENT REMOVAL TEAM

38. Align Roadmaps Objective: Create alignment across Business Systems Roadmaps. Focus business goals, identify cross-team dependencies, risks, and provide holistic view of the features being delivered

39. Extend Agile Beyond Teams • • • • • Annual Reviews Hiring Practices and Career Paths Recognition programs Pay / Incentives Alignment to Budgeting and Finance Processes

40. Technical Excellence that Enables Agility – Development practices (TDD, BDD, Pair Programming, Refactoring, Emergent Design) – Automated testing – Continuous Integration – Frequent delivery

41. Collocate if possible

42. Tips if your transformation is under resourced • • • • • • Attend all demos Create a “Community of Practices” Develop targeted workshops / materials Share books, blogs, white papers, resources Promote change agents Encourage participation in agile community

43. (1) Adapt to Changing Needs (2) Achieve Executive Buy-In (3) Scale Agile Practices My Objective Photographer: Erich Stüssi Photographer: familymwr

44. Awareness that there is room for improvement Desire to change Ability to work in an agile manner Promote early success to build momentum and get others to follow Transfer the impact of agile throughout the organization so it sticks Source: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.

45. Mike Cohn’s ADAPT Tools Awareness Ability • • • • • • • • • Communicate that there’s a problem Use metrics Provide exposure to new people and experiences Focus attention on the most important reasons or two for changing Desire • • • • • • • • • Communicate that there’s a better way Create a sense of urgency Build momentum Get the team to take agile for a test drive Align incentives (or, at least, remove disincentives) Focus on addressing any fears Help people let go Don’t discredit the past Engage everyone in the transition Source: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010. Provide coaching and training Hold individuals accountable Share information Set reasonable targets Just do it Promote • Publicize success stories • Host an agile safari • Attract attention Transfer • Transfer the effects of agile beyond the current group • A team transfers to its department • A department transfers to its division, etc. • If you don’t transfer, the transition will eventually and inevitably fail • Too much organizational gravity pulling us back toward the status quo • Example: - f you don’t align promotions, raises, annual reviews, those will work against you

46. Agile Enterprise Adoption: Observed Antipatterns • Insufficient depth/competency in the product owner role • Inadequate coordination of vision and delivery strategies • Waterscrumming-Agile development in a nonagile portfolio/governance model • Insufficient refactoring of testing organizations, testing skills (TDD), test automation • Lack of basic team proficiency in agile technical practices Adapted from: Dean Leffingwell, Scaling Software Agility: Agile Portfolio Management, March 17, 2009, Slide 30

47. Additional Resources Dean Leffingwell’s Blog: http://scalingsoftwareagilityblog.com/ Portfolio Management in the Scaled Agile Framework : YouTube and presentation deck

48. Thank You! www.iliokb.com @iliokbagile iliokb@gmail.com