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© 2014 IBM Corporation
Session 2333A
Scaling Agile Planning to Support
Large Distributed Programs
Reedy Feggins. Jr., SPC, CSM, PMP
rfeggins@us.ibm.com
Software Delivery Leader / Agile Coach
1
Please note
IBM’s statements regarding its plans, directions, and intent are subject to change
or withdrawal without notice at IBM’s sole discretion.
Information regarding potential future products is intended to outline our general
product direction and it should not be relied on in making a purchasing decision.
The information mentioned regarding potential future products is not a commitment,
promise, or legal obligation to deliver any material, code or functionality.
Information about potential future products may not be incorporated into any
contract. The development, release, and timing of any future features or
functionality described for our products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM
benchmarks in a controlled environment. The actual throughput or performance
that any user will experience will vary depending upon many factors, including
considerations such as the amount of multiprogramming in the user’s job stream,
the I/O configuration, the storage configuration, and the workload processed.
Therefore, no assurance can be given that an individual user will achieve results
similar to those stated here.
2
Agenda
• Scrum basics
• Challenge scaling core agile
• Scaling Factors - identifying what needs
scaling
• Solution Overview
• Mapping out the Journey
• Summary
3
How Agile Teams Work
4
Sprint
User Story
User Story
User Story
Epic
Epic
User Story
SprintPlanning
Design
Test
Integrate
Deploy
Refine Story
Develop
Demo/Retrospective
DatabaseDatabase
ReportsReports
UI
Screen
UI
Screen
Application
Process
Financial Application X
Identify Develop and Test Demo Deliver
Business Objectives Measured Progress
Scrum
5
Agenda
• Scrum basics
• Challenge scaling core agile
• Scaling Factors - identifying what needs
scaling
• Solution Overview
• Mapping out the Journey
• Summary
6
The New Normal
Deliver code faster, cheaper and better
6
7
Adopting an agile approach is a great start
Agile succeeds three times more often than
non-agile projects
The Chaos Manifesto, Standish Group 2012
Agile succeeds three times more often than
non-agile projects
The Chaos Manifesto, Standish Group 2012
8
Organizations have had success with agile...
…yet few have been able to realize the full potential
8
65%
of organizations
consider [complex]
tool integrations a key
inhibitor to success
42%
of agile projects are considered
successful
26%
of organizations use agile ONLY in
development
Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002;
aThe Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012
99
Giving managers
Visibility…
…while allowing
developers to
Focus
Growing beyond a small adoption
10
Impediments agile developers face…
… that ultimately slow team velocity
1. Lost time due to task switching between tools or duplication of work
2. Difficulty in coordinating different agile teams with conflicting priorities
3. Inconsistent continuous integration and deployment practices
4. Being disconnected from customers and stakeholders
Instant
Messages
Spreadsheets
Tools
11
Management challenges in growing an agile practice
11
Participation by operations and
stakeholders are key to continuous
delivery
Participation by operations and
stakeholders are key to continuous
delivery
Lack of a roadmap, milestones and
measurements cause inefficient and
inconsistent execution
Lack of a roadmap, milestones and
measurements cause inefficient and
inconsistent execution
Practices that don’t address distributed
team members set the organization up for
failure
Practices that don’t address distributed
team members set the organization up for
failure
Siloes of loosely integrated tools impairs
project visibility and unpredictable results
Siloes of loosely integrated tools impairs
project visibility and unpredictable results
Team members not equipped with the
right training, tooling and access to
practices
Team members not equipped with the
right training, tooling and access to
practices
StrategyStrategy
CultureCulture
TeamsTeams
ToolingTooling
PeoplePeople
12
Agenda
• Scrum basics
• Challenge scaling core agile
• What must be scaled
• Solution Overview
• Mapping out the Journey
• Summary
13
Scaling beyond Scrum
Transforming your organization requires the right framework and tooling
13
14
Scale agile capabilities to adapt to a customer’s needs
“I need to
collaborate with my
operations team
and help them
deploy software
more frequently”
“I need to assure
testing can keep
up with our agile
development.”
“We are planning to
deliver mobile apps
to our customers that
extend our enterprise
solutions”
“I need to connect
and prioritize
projects with
stakeholders”
1515
Domain Complexity
Straight
-forward
Intricate,
emerging
Compliance requirement
Low risk Critical,
audited
Team size
Under 10
developers
1000’s of
developers
Co-located
Geographical distribution
Global
Enterprise discipline
Project
focus
Enterprise
focus
Technical complexity
Homogenous
Heterogeneous,
legacy
Organization distribution
(outsourcing, partnerships)
Collaborative Contractual
IBM Agility@Scale: A process framework to extend your
agile practice
Flexible Rigid
Organizational complexity
16
Agenda
• Scrum basics
• Challenge scaling core agile
• Scaling Factors - identifying what needs
scaling
• Solution Overview
• Mapping out the Journey
• Summary
17
Scaling Agile
Requires a Framework
18
Disciplined
Agile
The Disciplined Agile Delivery process decision
framework is a people-first, learning-oriented
hybrid agile approach to IT solution delivery.
It has a risk-value delivery lifecycle, is goal-
driven, is enterprise aware, and is scalable.”
19
Team
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
20
Scaling Agile
Requires Teams / Project
Structure
21
Scrum
Team
Scrum
Delivery TeamsScrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Project and Team Structure
Product & Services
Teams
22
Scrum
Delivery Teams
Project and Team Structure
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Release
Management Team
System
Team
Product
Management Team
Program
Program Teams
23
Release
Management Team
Program and Portfolio
Management Team
System
Team
Scrum
Team
Product
Management Team
Team
Program
Portfolio
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Scrum
Team
Project and Team Structure
Product & Services
Teams
Program Teams
Portfolio Teams
24
Scaling Agile Requires
New Roles
For the Teams
25
Scaling the Architect Role
Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
Program
Mgmt
Product
Manager
Product
Owner
26
Scaling the ScrumMaster Role
Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
Release Train
Engineers
Scrum
Masters
Business
Owner
27
Scaling the Architect Role
Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
Enterprise
Architect
System
Architects
Lead
Developers
28
Scaling Agile
Requires Scaling Planning
29
Portfolio
Teams
Kanban
Planning
30
Kanban creates a Pull System that is limited by your
Actual Capacity
31
31
Epics span release
Investment Themes are
approved (1 or more ARTs
may to be needed executedIdeas
Kanban
WIP limits
Ideas
32
Program
Teams
Portfolio
Teams
Kanban
Kanban
Planning
(*) Mike Cohn, Agile Estimating and Planning
StrategyStrategy
PortfolioPortfolio
ProductProduct
ReleaseRelease
IterationIteration
DailyDaily
Agile team must plan at the
multiple levels
• Product
• Release
• Sprint (or Iteration)
• Daily
Scaling Plans
34
34
Sprint
1
Sprint
2
Sprint
3
Sprint
4
Sprint
5
Sprint
6
Sprint
7
Sprint
8
Sprint
9
Sprint
10
Sprint
11
Sprint
12
Sprint
Agile Release
Production Release
Scaling Plans
35
Product &
Services
Teams
Program
Teams
Portfolio
Teams
Scrum
Kanban
Kanban
Planning
36
User Story
User Story
User Story
Epic
Epic
User Story
Product Backlog
Managing the product backlog between
product owner and scrum team
A Scrum product backlog contains descriptions of
the functionality desired in an end product.
Epic
User Story
User Story
Epic
37
Sprint
User Story
User Story
User Story
Epic
Epic
User Story
SprintPlanning Design
Test
Integrate
Deploy
Refine Story
Develop
Demo/RetrospectiveIdentify Develop and Test
Business Objectives
Sprint Planning
Epic
Epic
User Story
38
Sprint
User Story
User Story
User Story
Epic
Epic
User Story
SprintPlanning
Design
Test
Integrate
Deploy
Refine Story
Develop
Demo/Retrospective
DatabaseDatabase
ReportsReports
UI
Screen
UI
Screen
Application
Process
Financial Application X
Identify Develop and Test Demo Deliver
Business Objectives Measured Progress
Sprint Delivery
39
Scaling Agile
Requires Scaling Requirements
40
Scaling Agile Requirements
Investment Themes
Feature
Story Story Story
Feature
Story Story Story
Feature
Story Story Story
Business and Architectural Epics Epics
Feature
40
Approved
Projects
Pre-Project
Team
IdeasIdeasIdeasIdeasIdeas
IdeasIdeasIdeasIdeasIdeas
IdeasIdeasIdeasIdeasIdeas
IdeasIdeasIdeasIdeasIdeas
Ideas
41
Scaling Agile Requirements
Investment Themes
Feature
Story Story Story
Feature
Story Story Story
Feature
Story Story Story
Business and Architectural Epics Epics
Feature
41
Epics span release
Themes may need
one or more programs
to be executed
Stories fit into
Sprints
IdeasIdeasIdeasIdeasIdeas
IdeasIdeasIdeasIdeasIdeas
IdeasIdeasIdeasIdeasIdeas
IdeasIdeasIdeasIdeasIdeas
Ideas
Features span sprint
sut fit into release
42
EPICS
43
FEATURES
44
STORIES
45
Mapping out the Journey
46
Defining the
Roadmap
Assessment
Targeted
Coaching
Measure
Improvement
• Identify Business Drivers
• Identify Gaps in Current
Delivery Processes
• Identify Pilot Structure
47
Define the Operational
Framework
Assessment
Targeted
Coaching
Measure
Improvement
Form
Teams
Teach
Practices
Guide
Culture
• Built around teams
• Product focused
• Service oriented
Form
Teams
Teach
Practices
Form
Teams
Teach
Practices
Teach
Practices
Teach
Practices
48
Define the Operational
Framework
Structure
GovernanceMetrics
Assessment
Targeted
Coaching
Measure
Improvement
Form Teams
Teach
Practices
Guide Culture
• Portfolio
• Program
• Project
49
Define the Operational
Framework
Change Management
& Communication
Structure
GovernanceMetrics
Assessment
Targeted
Coaching
Measure
Improvement
Form Teams
Teach
Practices
Guide Culture
• Return on Investment
• Throughput
• Capitalization
50
Acknowledgements and Disclaimers
© Copyright IBM Corporation 2012. All rights reserved.
– U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract
with IBM Corp.
– Please update paragraph below for the particular product or family brand trademarks you mention such as WebSphere, DB2,
Maximo, Clearcase, Lotus, etc
IBM, the IBM logo, ibm.com, [IBM Brand, if trademarked], and [IBM Product, if trademarked] are trademarks or registered trademarks of
International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are
marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common
law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law
trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at
www.ibm.com/legal/copytrade.shtml
f you have mentioned trademarks that are not from IBM, please update and add the following lines:
[Insert any special 3rd party trademark names/attributions here]
Other company, product, or service names may be trademarks or service marks of others.
Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all
countries in which IBM operates.
The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are
provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice
to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is
provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of,
or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the
effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the
applicable license agreement governing the use of IBM software.
All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may
have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these
materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific
sales, revenue growth or other results.
51
Thank You!
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Innovate session-2333

  • 1. © 2014 IBM Corporation Session 2333A Scaling Agile Planning to Support Large Distributed Programs Reedy Feggins. Jr., SPC, CSM, PMP rfeggins@us.ibm.com Software Delivery Leader / Agile Coach
  • 2. 1 Please note IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
  • 3. 2 Agenda • Scrum basics • Challenge scaling core agile • Scaling Factors - identifying what needs scaling • Solution Overview • Mapping out the Journey • Summary
  • 5. 4 Sprint User Story User Story User Story Epic Epic User Story SprintPlanning Design Test Integrate Deploy Refine Story Develop Demo/Retrospective DatabaseDatabase ReportsReports UI Screen UI Screen Application Process Financial Application X Identify Develop and Test Demo Deliver Business Objectives Measured Progress Scrum
  • 6. 5 Agenda • Scrum basics • Challenge scaling core agile • Scaling Factors - identifying what needs scaling • Solution Overview • Mapping out the Journey • Summary
  • 7. 6 The New Normal Deliver code faster, cheaper and better 6
  • 8. 7 Adopting an agile approach is a great start Agile succeeds three times more often than non-agile projects The Chaos Manifesto, Standish Group 2012 Agile succeeds three times more often than non-agile projects The Chaos Manifesto, Standish Group 2012
  • 9. 8 Organizations have had success with agile... …yet few have been able to realize the full potential 8 65% of organizations consider [complex] tool integrations a key inhibitor to success 42% of agile projects are considered successful 26% of organizations use agile ONLY in development Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002; aThe Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012
  • 10. 99 Giving managers Visibility… …while allowing developers to Focus Growing beyond a small adoption
  • 11. 10 Impediments agile developers face… … that ultimately slow team velocity 1. Lost time due to task switching between tools or duplication of work 2. Difficulty in coordinating different agile teams with conflicting priorities 3. Inconsistent continuous integration and deployment practices 4. Being disconnected from customers and stakeholders Instant Messages Spreadsheets Tools
  • 12. 11 Management challenges in growing an agile practice 11 Participation by operations and stakeholders are key to continuous delivery Participation by operations and stakeholders are key to continuous delivery Lack of a roadmap, milestones and measurements cause inefficient and inconsistent execution Lack of a roadmap, milestones and measurements cause inefficient and inconsistent execution Practices that don’t address distributed team members set the organization up for failure Practices that don’t address distributed team members set the organization up for failure Siloes of loosely integrated tools impairs project visibility and unpredictable results Siloes of loosely integrated tools impairs project visibility and unpredictable results Team members not equipped with the right training, tooling and access to practices Team members not equipped with the right training, tooling and access to practices StrategyStrategy CultureCulture TeamsTeams ToolingTooling PeoplePeople
  • 13. 12 Agenda • Scrum basics • Challenge scaling core agile • What must be scaled • Solution Overview • Mapping out the Journey • Summary
  • 14. 13 Scaling beyond Scrum Transforming your organization requires the right framework and tooling 13
  • 15. 14 Scale agile capabilities to adapt to a customer’s needs “I need to collaborate with my operations team and help them deploy software more frequently” “I need to assure testing can keep up with our agile development.” “We are planning to deliver mobile apps to our customers that extend our enterprise solutions” “I need to connect and prioritize projects with stakeholders”
  • 16. 1515 Domain Complexity Straight -forward Intricate, emerging Compliance requirement Low risk Critical, audited Team size Under 10 developers 1000’s of developers Co-located Geographical distribution Global Enterprise discipline Project focus Enterprise focus Technical complexity Homogenous Heterogeneous, legacy Organization distribution (outsourcing, partnerships) Collaborative Contractual IBM Agility@Scale: A process framework to extend your agile practice Flexible Rigid Organizational complexity
  • 17. 16 Agenda • Scrum basics • Challenge scaling core agile • Scaling Factors - identifying what needs scaling • Solution Overview • Mapping out the Journey • Summary
  • 19. 18 Disciplined Agile The Disciplined Agile Delivery process decision framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value delivery lifecycle, is goal- driven, is enterprise aware, and is scalable.”
  • 20. 19 Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  • 21. 20 Scaling Agile Requires Teams / Project Structure
  • 23. 22 Scrum Delivery Teams Project and Team Structure Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Release Management Team System Team Product Management Team Program Program Teams
  • 24. 23 Release Management Team Program and Portfolio Management Team System Team Scrum Team Product Management Team Team Program Portfolio Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team Project and Team Structure Product & Services Teams Program Teams Portfolio Teams
  • 25. 24 Scaling Agile Requires New Roles For the Teams
  • 26. 25 Scaling the Architect Role Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12 Program Mgmt Product Manager Product Owner
  • 27. 26 Scaling the ScrumMaster Role Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12 Release Train Engineers Scrum Masters Business Owner
  • 28. 27 Scaling the Architect Role Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12 Enterprise Architect System Architects Lead Developers
  • 31. 30 Kanban creates a Pull System that is limited by your Actual Capacity
  • 32. 31 31 Epics span release Investment Themes are approved (1 or more ARTs may to be needed executedIdeas Kanban WIP limits Ideas
  • 34. (*) Mike Cohn, Agile Estimating and Planning StrategyStrategy PortfolioPortfolio ProductProduct ReleaseRelease IterationIteration DailyDaily Agile team must plan at the multiple levels • Product • Release • Sprint (or Iteration) • Daily Scaling Plans
  • 37. 36 User Story User Story User Story Epic Epic User Story Product Backlog Managing the product backlog between product owner and scrum team A Scrum product backlog contains descriptions of the functionality desired in an end product. Epic User Story User Story Epic
  • 38. 37 Sprint User Story User Story User Story Epic Epic User Story SprintPlanning Design Test Integrate Deploy Refine Story Develop Demo/RetrospectiveIdentify Develop and Test Business Objectives Sprint Planning Epic Epic User Story
  • 39. 38 Sprint User Story User Story User Story Epic Epic User Story SprintPlanning Design Test Integrate Deploy Refine Story Develop Demo/Retrospective DatabaseDatabase ReportsReports UI Screen UI Screen Application Process Financial Application X Identify Develop and Test Demo Deliver Business Objectives Measured Progress Sprint Delivery
  • 41. 40 Scaling Agile Requirements Investment Themes Feature Story Story Story Feature Story Story Story Feature Story Story Story Business and Architectural Epics Epics Feature 40 Approved Projects Pre-Project Team IdeasIdeasIdeasIdeasIdeas IdeasIdeasIdeasIdeasIdeas IdeasIdeasIdeasIdeasIdeas IdeasIdeasIdeasIdeasIdeas Ideas
  • 42. 41 Scaling Agile Requirements Investment Themes Feature Story Story Story Feature Story Story Story Feature Story Story Story Business and Architectural Epics Epics Feature 41 Epics span release Themes may need one or more programs to be executed Stories fit into Sprints IdeasIdeasIdeasIdeasIdeas IdeasIdeasIdeasIdeasIdeas IdeasIdeasIdeasIdeasIdeas IdeasIdeasIdeasIdeasIdeas Ideas Features span sprint sut fit into release
  • 47. 46 Defining the Roadmap Assessment Targeted Coaching Measure Improvement • Identify Business Drivers • Identify Gaps in Current Delivery Processes • Identify Pilot Structure
  • 48. 47 Define the Operational Framework Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Built around teams • Product focused • Service oriented Form Teams Teach Practices Form Teams Teach Practices Teach Practices Teach Practices
  • 50. 49 Define the Operational Framework Change Management & Communication Structure GovernanceMetrics Assessment Targeted Coaching Measure Improvement Form Teams Teach Practices Guide Culture • Return on Investment • Throughput • Capitalization
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