IIT Academy: Scaling Agile 205

1. SCALING 205 IIT ACADEMY IIT Academy Industrie IT scaling agile 205

2. SCALING 204 IIT ACADEMY Feel free to re-use any of these slides - you are welcome!  Please make sure you attribute them to: Steven Ma at Industrie IT. Please include the links at www.stevenhkma.com and industrieit.com Attributions

3. contents 1. principles over prescription 2. guiding principles 3. kaikaku and kaizen 4. capabilities of a scaled program 5. capabilities in depth 6. Appendix - example SCALING 205 IIT ACADEMY

4. over prescription principles

5. SCALING 205 IIT ACADEMY successive approximation SCALING 205 PROCESS FROM PRINCIPLES PROCESS FROM PRESCRIPTION IDEAL Scaling down processes: stronger change resistance Coach process, team structure, delivery approaches to tailor to organisation via successive approximation

6. principles guiding

7. SCALING 204 IIT ACADEMY wa & harmony Wa (和) is a Japanese cultural concept usually translated into English as "harmony". It implies a peaceful unity and conformity within a social group, in which members prefer the continuation of a harmonious community over their personal interests.

8. guiding principles Constant Mura reduction • fundamental units - stories, sprints, teams • scope - technical integrity • scope - business and technical integration • scope - user & market • quality - Definitions of Ready and Done • people - skills and capabilities • people - cross-team communications • people - team, project and program norms • product & release schedules SCALING 205 IIT ACADEMY

9. guiding principles Constant Muri reduction • scope & prioritisation • people & teams • sprints & schedule Constant Muda reduction • over planning, over reporting, over scheduling, over burdening, over documenting, over communicating, over analysing, over discussing, over engineering, over designing, over creating. SCALING 205 IIT ACADEMY

10. guiding principles Baked-in constant improvement • kaikaku at strategic and co-ord levels • kaizen at co-ord and team levels Descale the organisation SCALING 205 IIT ACADEMY

11. scaled agile = descale What do we mean? SCALING 205 IIT ACADEMY self-  tasking self-  managing self-  organising self-  selecting self-  guiding degree of  autonomytask design delivery design intra-team design product context team design org’n.context org’n design scope business context

12. & kaizen kaikaku

13. Kaikaku Build into management expectation, part of their role. • Requires senior coaching • Is a philosophy, not a ‘meeting’ • Use an effectively run retro as the mechanism • May also require offsite-style workshops SCALING 205 IIT ACADEMY

14. Kaizen Build into all teams, part of their team norms. • Requires coaching • Is a philosophy, not a ‘meeting’ • Use an effectively run retro as the mechanism SCALING 205 IIT ACADEMY

15. of scaled agile capabilities

16. SCALING 205 IIT ACADEMY Portfolio Programs Teams STRATEGIC TECHNICAL & IMPLEMENTATION INTEGRATION,  CO-ORDINATION  & RELEASE BACKLOG high level SCRUM AND KANBAN TEAMS KANBAN TEAMS KANBAN portfolio manager SMEs, e.g. UX, DevOps, Automation sponsors program manager scrum master product owner architects senior stakeholders,  incl. senior architect release & integration managers Kanban Team(s) Scrum Team(s) Vision Beneﬁts & Measures Capability  Roadmap Strategic Architecture UX, DevOps, Automation, et al. Prioritisation & Scheduling Systems Architecture & Technical Debt Release Management Development Measurement and Reporting … permanent teams  of 5-9 people: cross-skilled,  self-managing,  high performing. BACKLOG elaboration BACKLOG high detail KaizenandKaikaku

17. in depth strategic capabilities

20. Vision & Charter An interaction of the strategic level people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum for revisiting this charter This is documented in an inception deck: • Why are we here? • Elevator pitch • Product Box / Not in scope • Community • Tech solution SCALING 205 IIT ACADEMY • Risks, Issues, Impediments • A-team identification • High level sizing • Trade-off sliders • First MVP identification

22. Strategic Architecture An interaction of the strategic level people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing Strategic Architecture includes these components: • Adoption Management • Risk Management • Demand Management • Vendor Management • Compliance Management SCALING 205 IIT ACADEMY • Technical Architecture • Team Autonomy Design • People Management • Operations Management • Product Management

24. Capability Roadmap An interaction of the strategic level product people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing Building off the vision, charter and architecture, the capability roadmap is usually established by a high-level story mapping, followed by decomposition into the largest-sized, highest level backlog. The major elements of this backlog are large groupings of stories, placed on a roadmap as investment themes. SCALING 205 IIT ACADEMY

26. Benefits and Measures An interaction of the strategic level product people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing Building off the vision, charter and architecture, the benefits articulation is done at the same time as the story mapping for the capability roadmap. Each capability becomes large groupings of stories, with expected benefits to be realised from each grouping, and measured against investment to maximise the ROI of the resulting stream of work. SCALING 205 IIT ACADEMY

28. Kaikaku An interaction of all involved at the strategic levels • to inspect measures and current state documentation • to discuss adaptations where required • to execute improvements Build into management expectation, part of their role • Requires senior coaching • Is a philosophy, not a ‘meeting’ • Use an effectively run retro as the mechanism • May also require offsite-style workshops SCALING 205 IIT ACADEMY

29. Strategic Capability Checklist SCALING 205 IIT ACADEMY Has a first-pass been done to initialise this? Is there a group to manage ongoing? Which group? Does the group maintain the deliverables? Vision & Charter Strategic Architecture Capability Roadmap Benefits & Measures Kaikaku Involvement Senior Sponsors & Executives Senior Architect Portfolio Manager Agile Practice Lead Product Manager Muri Are there groups of 5-7 people? Are all the people required in the group as active contributors? Are there as few groups as possible to cover off these capabilities?  Does the frequency of the meetings match the cadence of the work?

30. in depth co-ordination capabilities

33. Prioritisation & Scheduling An interaction of required individuals to: • co-ordinate the organisation to continually maximise the ROI delivered • map the capability roadmap to backlog • set macro-order priority of groups of stories • estimate groups of stories top down level (t-shirt size) • Delegate design, articulation, user story and acceptance criteria writing to relevant Product Owners • Product Owners to detail, prioritise and schedule work for their respective teams Key characteristics for successful design: • A clear hierarchy of Product Owners must exist. e.g. Overall Product Owner for priorities -> delegate-per-team Product Owners for specific priorities and all acceptance criteria -> Technical Business analysts/designers who design guided by the acceptance criteria and write the documentation. • Product Owners have responsibility for co-ordinating with all required parties on all matters that impact scope. • Product Owners have all accountability on matters of scope. • Product Owners have no accountability, power or ability to ‘set’ velocities of the team • the art of maximising that which is not done is key in this role, which requires continual attention to effort-for-value SCALING 205 IIT ACADEMY

35. Release Management SCALING 205 IIT ACADEMY An interaction of required individuals to: • balance scope vs schedule whilst co-ordinating and setting expectations for all parties • map backlog to a sprint & release plan • include change management, co-ordination activities on plan • gather historical velocities (not set future velocities) established by teams • monitor and respond to changes in delivery of teams • socialise the sprint and release plan • execute releases • continuously inspect, adapt to and improve upon releases • This function has responsibility for co-ordinating with all required parties on all matters that impact the release schedule Key characteristics for successful design: • Mature technical capability for Continuous Integration and Continuous Delivery • Environmental stability from development through to production • Automated tests for as much code coverage as possible

37. Systems Architecture & Tech Debt SCALING 205 IIT ACADEMY An interaction of required individuals to: • co-ordinate the organisation to continually adhere to technical excellence and good design • align the delivery to the architectural roadmap • identify, monitor, and plan to resolve ongoing architectural updates • identify, monitor, and plan to resolve ongoing technical debt Key characteristics for successful design: • Modular architecture developed both incrementally and iteratively in a highly decoupled manner will aid delivery • this function must work closely with product ownership and scrum master(s) to prioritise and justify the addition of ongoing work to keep up technical excellence, both as new user stories and updates to definitions of done

39. SMEs & Practices/Guilds SCALING 205 IIT ACADEMY An interaction across capabilities in each team to periodically: • includes: Design, UX, DevOps, Development, Testing, et al. • share approaches and manage knowledge via avoiding rediscovery • establish practice standards across portfolio • continuously inspect, adapt and improve practices Build into management expectation, part of their role • Strong influence over their team’s definitions of done • Open structures not tied to job titles - i.e. anyone can attend the practice • Continuously updated documentation of the agreed upon practice standards • SMEs, Practices & Guilds should be embedded in each of their teams as champions, with accountability to coach the team to adopt mature practices, rather than being individually and directly responsible.

41. Kaikaku & Kaizen Co-ordination teams must run retrospectives facilitated by an appropriate agile coach to periodically inspect and remove impediments to their effectiveness. Key characteristics for successful practice for co- ordination teams: • use kanban boards and lean practices • metricise their work via ticket-based representation, qualified by flow • document the improvement actions from retros SCALING 205 IIT ACADEMY

42. Co-ordination Capability Checklist SCALING 205 IIT ACADEMY Has a first-pass been done to initialise this? Is there a group to manage ongoing? Which group? Does the group maintain the deliverables? Release Management Architecture & Tech Debt Prioritisation SMEs & Practice Guilds Kaikaku & Kaizen Muri Are there groups of 5-7 people? Are all the people required in the group as active contributors? Are there as few groups as possible to cover off these capabilities?  Does the frequency of the meetings match the cadence of the work? Involvement Program Manager SMEs Senior Architect Release Manager Product Manager Agile Coach

43. brief look delivery capabilities

45. Scrum & Kanban Follow standard scrum and kanban practice, as appropriate for the team. SCALING 205 IIT ACADEMY

46. Team Capability Checklist SCALING 205 IIT ACADEMY Grooming - conducted to produce fit-for-purpose scope prior to sprint Doc Debt - proactively identified and addressed Tech Debt - proactively identified and addressed Planning - effective collaboration and clarity on sprint achieved Board Usage - effective, 3 column, information-radiating, team-owned Cross-skilling - conscious, consistent and widespread cross-skilling Morale - team exhibits high morale Impediment Removal - proactively identified and addressed daily Impediment Escalation - proactively identified and reported daily Stand ups - achieves clarity, focus and are energising for team Definition of done - includes all steps to automated, non-event dev-to- production quality at a cycle time matching or exceeding a sprint Review - produces showcase-able iterations, inspects all sprint scope Retro - effectively self-identifies impediments, commits to a small number of most fundamental improvements first. Velocity - self-referencing, not artificially set, sustainable? effective - capability self-improving, driven by understanding of first principles present - consistently applied with consistency for all of the team; not always from first principles self-blocking - active attempts to resist creation of capability insufficient information to assess some evidence - capability exhibited, yet not consistently and/or without full team participation not evident - no or little capability exhibited MaturityCapabilities

47. scaling summary

49. appendix

50. recommendations case study

51. This recommendation is intended to be considered and localised in a limited manner to continuously improve. It is not intended as a once-off design exercise, and should not be used as a substitution for ongoing improvement & consultation

52. SCALING 205 IIT ACADEMY Portfolio Strategy Product Co-Ord Technical Co-Ord Scrum of Scrums Scrum A Scrum B Scrum C Kanban D Recommended Target Operating Model SPONSOR PORTFOLIO MANAGER SENIOR ARCHITECT PRODUCT  MANAGER AGILE COACH DELIVERY MANAGER PRODUCT OWNER SCRUM MASTER each element represents a single recommended body GuildsGuildsGuilds

53. Portfolio Strategy Charter: Direct the strategic capability of the program of work Typical Agenda: macro-level organisational and inter organisational concerns. Expresses work via strategic architecture, capability roadmap, benefits and measures of program’s value, kaikaku (see capability). Typical Attendees: Sponsor, Portfolio Manager, Capability Consultant, others as required (see involvement). Typical Frequency: fortnightly pre-delivery, weekly during execution and handover, fortnightly during operations. Typical Duration: 1 hour SCALING 205 IIT ACADEMY

54. Strategic Capability Checklist SCALING 205 IIT ACADEMY Has a first-pass been done to initialise this? Is there a group to manage ongoing? Which group? Does the group maintain the deliverables? Vision & Charter During inception Portfolio Mgmt - quarterly yes Strategic Architecture During inception Portfolio Mgmt - fortnightly yes Capability Roadmap During inception & each FY Portfolio Mgmt - fortnightly yes Benefits & Measures During inception & each FY Portfolio Mgmt - monthly yes Kaikaku Part of strtgc. arch. Portfolio Mgmt - quarterly yes Involvement Senior Sponsors & Executives Senior Architect Portfolio Manager Capability Consultant Product Manager Muri (?) Are there groups of 5-7 people? (?) Are all the people required in the group as active contributors? (1) Are there as few groups as possible to cover off these capabilities?  (?) Does the frequency of the meetings match the cadence of the work?

56. Product Co-Ord Charter: Co-ordinate the product backlog to maximise ROI Typical Agenda: Groom and reprioritise backlog at macro- level. Inspect incoming requests, scope against roadmap and market, current backlog state and velocities to balance scope vs. schedule, kaikaku and kaizen. Typical Attendees: Product Owners, and others as req. Typical Frequency: weekly Typical Duration: 2 hours SCALING 205 IIT ACADEMY

57. Technical Co-Ord Charter: Co-ordinate architectural vision to achieve technical excellence and good design in the program. Manage technical conditions to ensure team delivery. Typical Agenda: Team-originated technical impediments, environments/infrastructure/release co-ordination, technical scope to be placed into the backlog, kaikaku and kaizen. Typical Attendees: Architects, SME Leads, others as required. Typical Frequency: fortnightly pre-delivery, weekly during execution and handover, fortnightly during operations. Typical Duration: 1 hour SCALING 205 IIT ACADEMY

58. Scrum of Scrums Charter: Serve delivery teams via impediment removal Typical Agenda: Team-originated impediments, scope negotiations, reporting, co-ordination of co-ordination groups, scheduling, kaikaku and kaizen Typical Attendees: Delivery Managers, Product Owners, Scrum Masters, others as required. Typical Frequency: two times per week + one retro Typical Duration: 30 minutes/1hr retro SCALING 205 IIT ACADEMY Delivery Co-Ord

60. Guilds Charter: manage knowledge via avoiding rediscovery, reduce cross-team variation. Consider opportunity for organisation-wide. Typical Agenda: alignment of the concerns of the practice, good practice showcases, establish practice standards, advise technical & product planning Typical Attendees: self-selected members of the practice, at least one per team, per practice Typical Frequency: weekly Typical Duration: over lunch or semi-casual event SCALING 205 IIT ACADEMY one per practice

61. Co-ordination Capability Checklist SCALING 205 IIT ACADEMY Has a first-pass been done to initialise this? Is there a group to manage ongoing? Which group? Does the group maintain the deliverables? Release Management During inception Technical Co-Ord yes Architecture & Tech Debt High-level architecture during inception Technical Co-Ord yes Prioritisation Prioritised backlog done upfront Product Co-Ord yes SMEs & Practice Guilds Groups established Guilds yes Kaikaku & Kaizen Regular meetings setup, Agile Coach identified All Co-Ord Groups all Involvement Program Manager SMEs Senior Architect Release Manager Product Manager Agile Coach Muri (?) Are there groups of 5-7 people? (?) Are all the people required in the group as active contributors? (4) Are there as few groups as possible to cover off these capabilities?  (?) Does the frequency of the meetings match the cadence of the work?

62. Scrum & Kanban Follow standard scrum and kanban practice, as appropriate for the team. SCALING 205 IIT ACADEMY

63. Team Capability Checklist SCALING 205 IIT ACADEMY Grooming - conducted to produce fit-for-purpose scope prior to sprint Doc Debt - proactively identified and addressed Tech Debt - proactively identified and addressed Planning - effective collaboration and clarity on sprint achieved Board Usage - effective, 3 column, information-radiating, team-owned Cross-skilling - conscious, consistent and widespread cross-skilling Morale - team exhibits high morale Impediment Removal - proactively identified and addressed daily Impediment Escalation - proactively identified and reported daily Stand ups - achieves clarity, focus and are energising for team Definition of done - includes all steps to automated, non-event dev-to- production quality at a cycle time matching or exceeding a sprint Review - produces showcase-able iterations, inspects all sprint scope Retro - effectively self-identifies impediments, commits to a small number of most fundamental improvements first. Velocity - self-referencing, not artificially set, sustainable? effective - capability self-improving, driven by understanding of first principles present - consistently applied with consistency for all of the team; not always from first principles self-blocking - active attempts to resist creation of capability insufficient information to assess some evidence - capability exhibited, yet not consistently and/or without full team participation not evident - no or little capability exhibited MaturityCapabilities

64. Typical Calendar SCALING 205 IIT ACADEMY 1 2 3 4 5 6 7 8 9 10 Co-Ord PORT. STRTGY. (1hr) PROD. CO-ORD. (2hr) DELIV.  CO-ORD. (1/2hr) TECH. CO-ORD. (1hr) DELIV.  CO-ORD. (1/2hr) PORT. STRTGY. (1hr) PROD. CO-ORD. (2hr) DELIV.  CO-ORD. (1/2hr) TECH. CO-ORD. (1hr) DELIV.  CO-ORD. RETRO (1hr) TEAMS TEAM A CEREMONIES TEAM B CEREMONIES TEAM C CEREMONIES TEAM D CEREMONIES TEAM E CEREMONIES TEAM F CEREMONIES

65. & reporting measures

66. PORTFOLIO • RETURN ON INVESTMENT (ROI) • BENEFITS REALISATION • ENVIRONMENTAL INFLUENCES • MARKET PERFORMANCE PROJECT / PROGRAM • RELEASE BURN DOWN • TECH DEBT • ADOPTION HEATMAP TEAM • VELOCITY • BURN DOWN CHARTS IMPEDIMENTS • RISKS • ISSUES • IMPROVEMENTS OPTIMISATIONS & ALIGNMENTS • DEVOPS • UX • TEMPLATES FEEDBACK • CUSTOMER FEEDBACK • INTERNAL FEEDBACK • BUSINESS CASES • ROAD MAP • MODULATION • RE-USE • ARCHITECTURE • PRIORITISATION GROOMING • PRIORITISATION • RELEASE PLANNING • OPTIMISATION BACKLOG QUANTATITVE QUALITATIVE

68. VELOCITY CHART SCALING 205 IIT ACADEMY BURN DOWN CHART Standard from JIRA, with manual velocity calculation to figure out average. RISKS • To be listed by Scrum Master in Confluence • e.g. Team A is dependent on team B to deliver component X • e.g. Platform X being built on untested technology ISSUES • To be listed by Scrum Master in Confluence • e.g. environment in development not consistently up • e.g. Product Owner availability low IMPROVEMENTS • To be listed by Scrum Master in Confluence • Greater velocity could be achieved with automation of testing suite and test execution, but requires a test automation expert • Team A and B could plan together in order to better co-ordinate Standard from JIRA Sprint A Sprint B Sprint C Sprint D 4 12 20 32

70. 1.0RELEASE 1.1 1.2 1.3 PRODUCT BACKLOG 1.4 FEATURE A COMPLETE FEATURE B COMPLETE A B C D E FEATURE C COMPLETE PREDICTED RELEASE OF ALL FEATURES Tech Debt can be inserted as epic OVERALL PROJECT BURN DOWN EPIC-BY-EPIC BURNDOWN POSSIBLE

71. Team Agile Health Heatmap SCALING 205 IIT ACADEMY Team A Team B Team C Team D Team E Grooming Doc Debt Tech Debt Planning Board Usage Cross-skilling Morale Impediment Removal Impediment Escalation Stand ups Definition of done Review Retro Velocity

72. Legend SCALING 205 IIT ACADEMY effective - capability self-improving, driven by understanding of first principles present - consistently applied with consistency for all of the team; not always from first principles self-blocking - active attempts to resist creation of capability insufficient information to assess some evidence - capability exhibited, yet not consistently and/or without full team participation not evident - no or little capability exhibited Maturity

73. BACKLOG HEALTH SCALING 205 IIT ACADEMY Minutes & Retrospectives Configurable via JIRA - per team & per epic CO-ORD RISKS • To be listed by Project Manager in Confluence • e.g. Team A is dependent on team B to deliver component X • e.g. Platform X being built on untested technology CO-ORD ISSUES • To be listed by Project Manager in Confluence • e.g. environment in development not consistently up • e.g. Product Owner availability low CO-ORD IMPROVEMENTS • To be listed by Agile Coach in Confluence • Greater velocity could be achieved with automation of testing suite and test execution, but requires a test automation expert • Team A and B could plan together in order to better co-ordinate • DevOps Guild Minutes 14/07 • Product Co-Ord Minutes 15/07 • Technical Co-Ord Retro 16/07 • Portfolio Management 17/07 • Team A Retro 18/07 • Team B Retro 19/07 • etc… Points Ready (more = better) Stories Unestimat ed (fewer = better) Added to in-flight sprint  (fewer = better) Dropped from sprint  (fewer = better) Carried to next sprint  (fewer = better) 40 10 2 4 0

75. ROADMAP SCALING 205 IIT ACADEMY CUSTOMER FEEDBACK • possible only in limited ways with waterfall delivery INTERNAL FEEDBACK • To be listed by Project Manager in Confluence • e.g. feature x could be improved by Y addition • e.g. We really don’t need feature Z, focus on A instead PORTFOLIO MEASURES • Environmental report comes from minutes of the portfolio strategic and product co-ord groups. • Without a testable product in market throughout delivery, there is little reporting possible on: benefits realisation, market performance (zero throughout delivery), or return on investment (increasingly negative throughout entire delivery cycle and well beyond release) TIME NOW EPIC A epic B overrunEPIC B Epic C de-scopeEPIC C EPIC D EPIC D brought forward EPIC D

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