Group hug - Implementing Agile Across Multiple Teams
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Richard Cheng is an Agile trainer and coach who works for Excella Consulting. He provides training on Agile frameworks like Scrum, Kanban, and LeSS. Excella Consulting offers various Agile training courses and helps organizations implement Agile solutions through coaching, training, assessments, and adoption support. The presentation discusses organizing teams around products versus projects, managing dependencies between teams, and scaling Agile through frameworks like SAFe, LeSS, and DAD.
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Group hug - Implementing Agile Across Multiple Teams
- 1. Group Hug!! Implementing Agile Across Multiple Teams Proprietary Material Provided for Training Purposes Only © 2017 Excella Consulting, Inc.
- 2. Richard Cheng - @RichardKCheng • Agile trainer & coach • Agile Training, lead • Member of PMI, Scrum Alliance, Agile Alliance, Agile Leadership Network • CST, CSM, CSPO, CSP, PMI-ACP, PMP, Certified LeSS Practitioner, SAFe SPC, Certified Agile Leadership (CAL) 1, Certified Enterprise Scrum Business Agility • Founder & executive committee member of Agile Delivery for Agencies, Programs, and Teams (ADAPT) • Background in Federal and commercial Agile transformations
- 3. Richard K Cheng richard.cheng@excella.com 703-967-8620 http://www.linkedin.com/in/richardcheng Twitter: @RichardKCheng http://www.excella.com/training Contact Information
- 4. Excella Consulting Experience and Expertise in Agile Solutions – Coaching – Training – Assessments – Agile Adoption – Agile Development Teams – Agile PMO Training Courses – Certified ScrumMaster (CSM) – Certified Scrum Product Owner (CSPO): The Agile Business Analyst – Advanced Certified Scrum Product Owner (CSPO) – Certified Scrum Developer (CSD) – Certified Lean Kanban – Requirements Management - User Story workshop – Agile Testing – Agile Business Intelligence and Data Warehousing See http://www.excella.com/training for more information
- 5. • Certified LeSS Practitioner course taught by Karim Harbott (Agile Centre) – April 26 – 28th in Arlington, VA • User Story Workshop – March 29 in Arlington, VA • Certified Kanban Systems Design (KMP I) Training – April 11 – 12th in Arlington, VA • Certified ScrumMaster (CSM) and Certified Scrum Product Owner (CSPO) – Monthly in Arlington, VA • Monthly CSM course in Herndon, VA • See http://www.excella.com/training for full listings • Email training@excella.com for discount codes and more information Upcoming Classes
- 7. Exercise – Product Teams
- 8. Tuckman’s Stages of Group Development 1. Forming 2. Storming 3. Norming 4. Performing
- 9. Delivery of value over illusion of progress
- 10. Dedicated Scrum Teams Dedicated Scrum Teams • Managing work instead of managing people • Dedicated teams provide known rate of work (capacity) • Team ramp-up costs only absorbed once • Builds cross functionality • All work is prioritized at the team level, meaning team members only being directed by one person Team 1 Team 2 Team 3 Work flows into the teams
- 11. Managing Priorities ◊ Mapping Initiatives to Teams – Pros • Effective • Simple • Potentially less dependencies – Cons • Potentially working on lower value priorities ◊ Portfolio Management Mapping of Value to Teams – Pros • Always delivering highest value – Cons • Potentially longer wait times for decisions • Potentially more dependancies
- 13. Organizing Teams
- 14. • Product Owner • Scrum Master • Architect • 4 BI Developers • 2 Cognos Admins • 3 Business Analysts • Product Owner • Scrum Master • Architect • 9 Developers • 5 Business Analysts • Product Owner • Scrum Master • 2 Architects • 5 Developers • 3 Business Analysts • Product Owner • Scrum Master • Data Warehouse Architect • 2 ETL Developers • 1 Technical Analyst • 1 Tester/ SQL Expert • 1 BA • Product Owner • Scrum Master • Architect • 9 Developers • 3 Business Analysts USA Staffing Scrum Teams -Super Product Owner- • Communicati ons Lead • DBAs • Sys Admins • 508 Lead • Security Lead • Test Coordinator • Testing Support • Automated Testing • Deployment Team
- 15. Functional and Project Team Team 1 Analysts Developers Testers ScrumMasters Team 2 Team 3 Project Verticals • Project team verticals are where team members live day to day • Work is driven by the project teams • This is where the company accomplishes its goals Functional Horizontals (Communities of Practice) • Functional horizontals are designed to help employees grow their skillsets • Share best practices and ideas • Functional horizontals support employees and the project verticals
- 16. Functional managers focused on developing capabilities and professional development Project Managers (if you have them) should remove burden from the team
- 17. Dependencies
- 18. Dependencies make you slower and increases risk
- 24. Scaling
- 25. Scaled Concepts • If you can’t succeed at the team level, don’t scale! • Methods – Scaled Agile Framework (SAFe) – Large Scaled Scrum (LeSS) – Spotify model – Enterprise Scrum – Disciplined Agile Delivery (DAD) – Nexus
- 26. Scaled Agile Framework™ Big Picture
- 27. LeSS
- 30. Disciplined Agile Delivery (DAD) Disciplined Agile Delivery: The Foundation for Scaling Agile © Disciplined Agile Consortium 30 Scrum LeanKanban XP Agile Modeling And more…SAFeOutside In Dev. Team Size Geographic Distribution Compliance Domain Complexity Technical Complexity Organizational Distribution DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a context-driven manner.
- 32. Last Thoughts
- 33. • Focus on delivery of value • Mapping priorities to teams • Value driven teams • Rmove dependencies • Think big, act small! Closing Thoughts
- 34. • Certified LeSS Practitioner course taught by Karim Harbott (Agile Centre) – April 26 – 28th in Arlington, VA • User Story Workshop – March 29 in Arlington, VA • Certified Kanban Systems Design (KMP I) Training – April 11 – 12th in Arlington, VA • Certified ScrumMaster (CSM) and Certified Scrum Product Owner (CSPO) – Monthly in Arlington, VA • Monthly CSM course in Herndon, VA • See http://www.excella.com/training for full listings • Email training@excella.com for discount codes and more information Upcoming Classes
- 35. Richard K Cheng richard.cheng@excella.com 703-967-8620 http://www.linkedin.com/in/richardcheng Twitter: @RichardKCheng http://www.excella.com/training Contact Information
Editor's Notes
- Kennedy video – we choose to go to the moon.
- Don’t map work to people, focus on delivery of value
- Kennedy video – we choose to go to the moon.
- Kennedy video – we choose to go to the moon.
- Kennedy video – we choose to go to the moon.
- The fundamental observation was that many organizations were struggling with how to scale agile methods, in particular Scrum. We felt that the first step was to identify how to successfully develop a solution from end-to-end. Although mainstream agile methods clearly provided a lot of great strategies, there really wasn’t any sort of glue beyond consultantware (e.g. hire me and I’ll show you how to do it) putting it all together. This is where the DAD framework comes in, but that’s only a start as you also need to tailor your approach to reflect the context in which you find yourself. The DAD framework provides a better foundation for scaling agile: Risk and value driven lifecycle. Scrum has what is called a value driven lifecycle. Work is prioritized by value to the business and is performed in priority order. This is a pretty good approach, but it’s possible to do better. Disciplined agile teams recognize that it’s a pretty good idea to tackle the riskier work early in an endeavor in order to help eliminate some or all of the risk. Some people like to refer to this as an aspect of “failing fast” although we like to put it in terms of succeeding early. A risk-value approach to work prioritization, and better yet explicit risk-based milestones (such as reaching stakeholder agreement early and proving the architecture with working code early), can increase your chance of project success. Self organization with effective governance. There has been much ado made over the strategy of self organizing teams with the agile community and rightfully so as it is an effective strategy. But, agile project teams don’t work in a vacuum but instead work within the scope and constraints of a larger, organizational ecosystem. Instead of optimizing the project part as many agile methods imply that you should do in DAD we recommend that you adopt an effective governance strategy that guides and enables agile teams. Delivery of consumable solutions over construction of working software. There are two issues here, a delivery focus over a construction focus and a solution focus over a software focus. First, disciplined agile teams recognize that there is some up-front project initiation/inception work that occurs early in a project. DAD also recognizes that there is often some deployment/transition effort that occurs towards the end of a project. The end result is that DAD promotes the idea that you need to adopt a full delivery lifecycle, not just a construction-focused lifecycle, if you’re to successfully avoid common mistakes such as a Water-Scrum-Fall approach. Futhermore, because DAD isn’t prescriptive it suggests several versions (agile, lean, continuous delivery) of the lifecycle. Second, agile teams do far more than produce software. We create supporting documentation. The software runs on hardware that may need to be upgraded and/or redeployed. We potentially change the business process around the usage of the system we’re producing. We may even affect changes to the organization structure of the people using the system. In short, it is blatantly obvious that we’re not just producing “potentially shippable software” but instead are producing “potentially shippable solutions”. Moreover, producing something that is just “potentially shippable” isn’t what our stakeholders actually want. What they really desire is something that’s consumable, something that they can easily understand and adopt to help them achieve their goals. The rhetoric “potentially shippable software” plays well to some developers, but it isn’t a sufficient goal. Enterprise awareness over team awareness. We alluded to this in point #2. Disciplined agile teams recognize that they work in a larger organizational ecosystem. This enterprise awareness motivates them to leverage existing assets; enhance existing assets; work closely with enterprise professionals such as enterprise architects, reuse engineers, portfolio managers, and data adminstrators; and produce solutions that reflect the technology and business roadmaps of your organization. Done right this increases a team’s ability to deliver. Context-sensitive and goal driven over prescriptive. One process size does not fit all. A strategy that works for a small co-located team will put a large geographically distributed team at risk. A strategy that works well in a non-regulatory environment may result in people’s deaths in a regulatory one (or more likely fines because hopefully you’ll be caught before you ship). So, if you want to build an effective team you need to be able to select the right strategy for the situation you find yourself in. DAD describes a straightforward, easy to consume strategy that is goal driven