1© Rule Financial 2013
PMI meeting - Lodz
Agile@Scale
Prepared by: Philippe Guenet
Submitted on: 26/06/2013
Version: 1.0
2© Rule Financial 2013
Introduction
 Name : Philippe Guenet
 Company : Rule Financial
Rule Financial is a professional s...
3© Rule Financial 2013
Before we start, let’s
discuss a real story...
4© Rule Financial 2013
The story that started the
idea of Agile@Scale
5© Rule Financial 2013
The story of a project that did not get it right
The project started with strong support from the s...
6© Rule Financial 2013
... And still did not get it right...
 Established details of
requirements backlog
 Addressed end...
7© Rule Financial 2013
Lessons learnt from this experience
 Running complex, time critical, distributed projects using
Ag...
8© Rule Financial 2013
Inevitably Agile has gained some bad reputation...
Agile is too often an excuse for lax discipline
9© Rule Financial 2013
IT loves Agile, Business is divided
Technology
 Iterative development breaks
down complexity
 Dev...
10© Rule Financial 2013
Waterfall vs Agile – Different success factors
What the
Business want
What the
Business needs
What...
11© Rule Financial 2013
A possible answer – Project Rulebook
Project: rulebook™ - Defined
Project: rulebook™ - Exploratory
12© Rule Financial 2013
A possible answer – Project Rulebook
Defined
Exploratory
This lifecycle involves considerable up-f...
13© Rule Financial 2013
But what if we need to do this all in-flight?
Risk
Waterfall Agile
Risk pushed to the right, makin...
14© Rule Financial 2013
Objectives of Agile@Scale
Agile @ Scale aims to provide a framework for delivering
successful Agil...
15© Rule Financial 2013
Scaled Agile framework addressing Enterprise Agile
transformation
16© Rule Financial 2013
Scale Agile Framework
 Though theoretically right, Scaled Agile framework requires
the entire ent...
17© Rule Financial 2013
Rule Financial approach to Agile @ Scale
DELIVERY
• Entry / Exit criteria between stages in the fl...
18© Rule Financial 2013
Agile@Scale Delivery funnel
1. Programme Planning
• Continuous planning (Epic
level)
• Capacity ma...
19© Rule Financial 2013
Agile@Scale – Work in Progress
 Estimation framework
 Definition of the Entry / Exit criteria of...
20© Rule Financial 2013
In summary
 Practical example of Agile struggling at scale
 IT perspective vs Business perspecti...
21© Rule Financial 2013
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Agile@Scale presentation for PMI Łódź chapeter on 26 June 2013

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26 czerwca miłośnicy, sympatycy oraz praktycy spotkali się na seminarium Agile@Scale prowadzonym przez Philippe Guenet z Rule Financial.
Spotkanie rozpoczęło się od pytań mających na celu zrozumienie pojęcia bank inwestycyjny. Duża złożoność związana z inwestowaniem pieniędzy wraz z wymogiem braku pomyłek w działającym systemie przedstawia środowisko w jakim Rule Financial realizuje projekty.

Wprowadzenie do Agile@Scale rozpoczęła historia związana z uruchomieniem pierwszego projektu Agile w środowisku o tradycyjnym zarządzaniu projektami. Dostarczenie finalnego rozwiązania okazało się katastrofą. Sformułowano następujące wnioski:
· Agile nie działa
· Agile nie jest dla nas
· powróćmy do Waterfall

Jednak powrót do tradycyjnego zarządzania nasunął poniższe spostrzeżenia:
· zdławione wymagania
· wykorzystanie zasobów <50%

Pozwoliło to sformułować ostateczne podsumowanie:
· prowadzenie złożonych oraz rozproszonych projektów za pomocą Agile jest trudne
· Agile wymaga dyscypliny w celu prawidłowego użycia
· Waterfall nie jest „bezpiecznym niebem”
· zespół preferuje Agile
· biznes potrzebuje Agile

Kolejne wnioski dotyczą wyznaczników sukcesu:

Waterfall – próbuje dostarczyć rozwiązanie pokrywające 3 obszary – Co biznes chce, co biznes potrzebuje, co IT rozumie – finalnie powstaje miks
Agile – dostarcza rozwiązanie, które biznes potrzebuje


Skala jest wyzwaniem dla manifestu Agile ponieważ pojawiają się problemy ze złożonością, dużą liczbą zależności, koordynacją działań w różnych lokacjach geograficznych. Agile@Scale dostarcza skutecznych rozwiązań dla projektów i programów w takim środowisku.
Cechy framework:

Scaled Agile wymaga transformacji całej organizacji do Agile
Wymaga dużego zaufania Biznesu
Każde bolesne doświadczenie wymaga wiary w osiągnięcie organizacji Agile

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Agile@Scale presentation for PMI Łódź chapeter on 26 June 2013

  1. 1. 1© Rule Financial 2013 PMI meeting - Lodz Agile@Scale Prepared by: Philippe Guenet Submitted on: 26/06/2013 Version: 1.0
  2. 2. 2© Rule Financial 2013 Introduction  Name : Philippe Guenet  Company : Rule Financial Rule Financial is a professional services company based in UK, US, Canada, Poland & Spain Rule Financial specialises in the Wholesale Investment Banking sector  Role : Delivery Lead Overall responsibility for all the work we do for a Tier 1 Investment Bank 20 projects on-shore & across shores – 220 people Governance responsibility to improve our delivery
  3. 3. 3© Rule Financial 2013 Before we start, let’s discuss a real story...
  4. 4. 4© Rule Financial 2013 The story that started the idea of Agile@Scale
  5. 5. 5© Rule Financial 2013 The story of a project that did not get it right The project started with strong support from the stakeholders to run Agile  Stakeholders had limited influence  Agile experience was limited  Architecture and high-level were done in-flight  Project was complex with fixed deadlines  The project “spun its wheels”  Fundamentals could not be closed  First Pilot was a success  First Live delivery failed
  6. 6. 6© Rule Financial 2013 ... And still did not get it right...  Established details of requirements backlog  Addressed end-to-end architecture painfully  Refocused scope with new timeline  And “spun its wheels” again  Delivered to Live successfully  But...  Requirement throttling  Waterfall became Kanban  Team <50% utilised and poor morale The project then decided to go back to a Waterfall approach
  7. 7. 7© Rule Financial 2013 Lessons learnt from this experience  Running complex, time critical, distributed projects using Agile is difficult  Agile requires experience and discipline to get it right  Driving the right architecture & end-to-end requirements in- flight is a key challenge  Waterfall is not a safe-heaven  Teams prefer Agile, Business actually needs Agile too
  8. 8. 8© Rule Financial 2013 Inevitably Agile has gained some bad reputation... Agile is too often an excuse for lax discipline
  9. 9. 9© Rule Financial 2013 IT loves Agile, Business is divided Technology  Iterative development breaks down complexity  Developers gain confidence through lifecycle  Business interaction improves understanding  Change is acceptable  Autonomy & self-organisation is surely a good thing  Low pressure Business  Stakeholders fund IT projects for an outcome at a date  Complexity needs traceability and accountability  Agile gives a feeling of disorganisation challenging trust  Agile requires continuous involvement  Yet, Business needs to adapt to continuous change
  10. 10. 10© Rule Financial 2013 Waterfall vs Agile – Different success factors What the Business want What the Business needs What IT understands Agile Waterfall success is all about converging those 3 targets with much anticipation Agile success is all about making this journey as straight as possible
  11. 11. 11© Rule Financial 2013 A possible answer – Project Rulebook Project: rulebook™ - Defined Project: rulebook™ - Exploratory
  12. 12. 12© Rule Financial 2013 A possible answer – Project Rulebook Defined Exploratory This lifecycle involves considerable up-front work to understand the detail of the customer’s requirements and their stability. allowing high-quality estimation and fixed-price / fixed scope contractual relationships. A rigorous iterative lifecycle suitable for large and fixed- priced projects. A lightweight iterative lifecycle suitable for smaller, experimental projects (usually T&M). This lifecycle involves close collaboration with the customer to evolve the requirements and project scope across the lifecycle whilst early versions of the system are evolved. It requires regular access to and involvement of customer experts.
  13. 13. 13© Rule Financial 2013 But what if we need to do this all in-flight? Risk Waterfall Agile Risk pushed to the right, making projects more likely to fail or not meet timelines High risk items delivered early Works for all project sizes - S, M, LTeam Size Location Project type Business involvement Change Quality Gates Requirements & Design Agile works best with small teams Co-located or distributed are used to working in a waterfall fashion Agile thrives in co-located settings. With increasing cost challenges off and near shore capabilities are quite often used. Any Due to its nature agile works best with smaller and / or greenfield projects. Using agile in existing projects can be difficult Design done upfront which does not allow for changes throughout project without high cost / time impacts. However, sets expectations well and helps to paint the big picture. On-going for flexibility, however at times end goal not always clearly defined or communicated. Can lead to wrong design decisions that are hard to fix. Big picture missing at times Business is generally engaged during requirements gathering at the beginning & during UAT at the end (at which point it is often too late to change anything) Agile brings all functions together in cross-functional teams throughout the lifetime of a project Difficult and costly to accommodate for change after design Scope can be re-prioritised throughout the project up to close to launch Strict gates process that can stop projects from progressing. No parallelisation is built into the method Less formal, often no gates which can result in issues when working with bigger teams Agile@ScalePredictive outcome Agility of execution
  14. 14. 14© Rule Financial 2013 Objectives of Agile@Scale Agile @ Scale aims to provide a framework for delivering successful Agile Projects & Programmes in the challenging conditions inherent to large scale Businesses Scale challenges the Agile manifesto Complex systems – difficult to deliver working software in short iterations Multiple dependencies – not independence Hard deadlines – not endless iterations Get it right, high impact when getting it wrong Coordinate multiple geographies – no co-location Business / Developers Various seniority levels & resource distribution challenges self-organising teams
  15. 15. 15© Rule Financial 2013 Scaled Agile framework addressing Enterprise Agile transformation
  16. 16. 16© Rule Financial 2013 Scale Agile Framework  Though theoretically right, Scaled Agile framework requires the entire enterprise to move to Agile  This is a big leap of faith for the Business  It is likely to take substantial time to return success  Each painful experience will require to keep the faith going to carry on forward and achieve an Agile enterprise  Our approach aims for a simpler and more pragmatic method
  17. 17. 17© Rule Financial 2013 Rule Financial approach to Agile @ Scale DELIVERY • Entry / Exit criteria between stages in the flow • Maturity matrix • Dynamic replanning Loops PROCESS • Strict adherence to entry / exit criteria during funnel stages • Strict estimation, planning & replanning loops • Standard Scrum principles made into a process PEOPLE • Redefine the skills / roles of BA and Architect • Train, Champion & Coach Agile in the organisation • Educate stakeholders & other projects to adopt Agile • Move progressively Business to Agile Refactoring,Reprioritisation,Replanningloops
  18. 18. 18© Rule Financial 2013 Agile@Scale Delivery funnel 1. Programme Planning • Continuous planning (Epic level) • Capacity management • Dependency management 2. Release planning • Story creation (from Epics) • Maturity matrix • Prioritisation • Dependency alignment 3. Analysis Sprint • Work from prioritised backlog (from maturity matrix) • Story specifications progressed to development readiness criteria 4. Agile Development Sprint • Development done in Agile fashion (SCRUM) Refactoring,Reprioritisation,Replanningloops Core of the framework • Process flow • How to go from predictive planning to agile execution • Dependency Mgt • Capacity planning • Role of the BA vs Arch •Replanning loops • Maturity matrix • Suitability for Agile (context / environment / culture / approach / etc) Framework Scope SCRUM Not reinventing the wheel – not in scope of A@S Analysis Sprint • Role of the BA • Definition of analysis sprint processes • Story format
  19. 19. 19© Rule Financial 2013 Agile@Scale – Work in Progress  Estimation framework  Definition of the Entry / Exit criteria of each process step  Skills redefining BA and Architect roles  Techniques to break down complexity into building blocks  Maturity Matrix  Refactoring / Replanning loops
  20. 20. 20© Rule Financial 2013 In summary  Practical example of Agile struggling at scale  IT perspective vs Business perspective  Agile vs Waterfall  The need for a new way: Agile@Scale  Other frameworks require a massive transformation for successful adoption  Our approach covers Delivery / Process / People  ... With a funnel shaped process that connects Predictive Planning to Agile execution
  21. 21. 21© Rule Financial 2013

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