Adapting agile to the entreprise

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This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.

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Adapting agile to the entreprise

  1. ADAPTING AGILE TO THE ENTERPRISEWHAT HAPPENED TO THE PHASE GATES? – AGILE EDGE CONFERENCE
  2. SUPERIOR PRODUCT AGILE-LEAN METHODS PEOPLE PROCESS NOT EASY.
  3. SUPERIOR Change is Organic PRODUCT PRODUCTIVITY CAN BE SPENT ON QUALITY OR DELIVERY DATE AGILE-LEAN METHODS PEOPLE PROCESS NOT EASY.
  4. SUPERIOR PRODUCT PEOPLE AGILE-LEAN METHODS PROCESS Process Overhead Reduced to 8-15% (From 40-60%) NOT EASY.
  5. SUPERIOR PRODUCT Improved Team Morale due to Focus AGILE-LEAN and Rhythm METHODS PROCESS PEOPLE Improved Skills due to Pairing & Shared Responsibilities NOT EASY.
  6. THE MATURING OF AGILE PRACTICE AGILE-1ST GENERATION – AGILE FOR THE TEAM – Emphasising the Human Factors in Development BRANDED AGILE – Emphasising Empowerment-to-a-Goal METHODS – A Gaggle of Gurus – Naïve Agile & Faux-Agile AGILE-2ND GENERATION – AGILE FOR THE ENTERPRISE – Emphasising Risk Management – Emphasising Backlog Management HYBRID, BEST-PRACTICE – Emphasising Visibility & Accountability AGILE – Emphasising the Whole Solution Value Stream METHODS
  7. NOTE:AGILITY IS A LARGE,SOPHISTICATED, ANDSUBTLE BODY OF GOODPRACTICES.THIS PRESENTATION ISONLY A BRIEF, PARTIALSKETCH.
  8. THE AGILE MANIFESTO THE ORIGINS OF 1ST-GENERATION AGILE We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and Interactions Over Processes and Tools Comprehensive Working Software Over Documentation Customer Collaboration Over Contract Negotiation Responding to Change Over Following a Predefined Plan MORE VALUABLE VALUABLE THAT IS, WHILE THERE IS VALUE IN THE ITEMS ON THE RIGHT, WE VALUE THE ITEMS ON THE LEFT MORE.
  9. THE DARK-SIDE OF THE AGILE MANIFESTO THE ORIGINS OF FAUX-AGILE & NAÏVE-AGILE We Do This … We Don’t Do This? Individuals and Interactions Processes and Tools Comprehensive Working Software Documentation Customer Collaboration Contract Negotiation Responding to Change Following a Predefined Plan EITHER/OR THINKING AND A FALSE DOCTRINE OF REJECTION.
  10. DISCOVERING THE TAO OF AGILE-LEAN DIMENSIONS OF ENTERPRISE AGILITY • IT’S MORE THAN JUST BIG, DISTRIBUTED TEAMS! INTEGRATED BACKLOG MANAGEMENT • INDUCING A CONTINUOUS FLOW AND PLANNING RHYTHM FROM PRODUCT/PORTFOLIO MGMT. THROUGH RELEASE & ITERATION MGMT. RISK PROFILING AND RISK-DRIVEN PROCESS • IT’S ALL ABOUT RISK MANAGEMENT! GOVERNANCE AS ACTIONABLE GLOBAL RISK MANAGEMENT • STOP OBSTRUCTING! START INSTRUCTING!
  11. “THE WISE MAN DOES LESSAND LESS,UNTIL HE DOES NOTHINGAT ALL,AND YET NOTHING IS LEFTUNDONE.” – LAO TSE
  12. SCALING AGILITY TO THE ENTERPRISELARGERCOMPLEXITY QUICKER Architecture RESPONSIVENESS Configurations Scope Chg. Mgmt. Half-Life of Reqs. 3rd-party Software Time-to-Market Stds Conformance PRODUCT BROADERMORE PRECISECOORDINATION RISK PROFILE Regulatory Compliance Concurrent Devlpmt. PEOPLE PROCESS Security & Reliability Version/Config. Mgt. Enterprise Governance Product Integration CLOSERWIDER IMPROVED ALIGNMENTDIVERSITY To Business/Market People & Cultures ACCOUNTABILITY To Strategic Plan Disciplines & Skills Satisfaction-of-Need & Maturity Timeliness & Health Sites & Timezones Quality & Fitness-for-Release Efficiency & Productivity
  13. AGILE DYNAMICS – FLOW & FEEDBACK Doc PRODUCTION Product as needed RELEASE Product Backlog Release Backlog Retrospective Project & Release DEMO Planning Scope Change Mgmt Release Backlog Progress to Goal Iteration Retrospective Fitness- Risk Profiling Risk for-Release Testing s Va s ne lue Fit Iteration Iteration Planning Backlog Build-Integration-Test- Scrumboard Acceptance Automation Daily Burn Daily standup Meeting DAILY Pairing and Peering (“Daily scrum”) (NANO-LEVEL) AGILE PLANNING & GOVERNANCE
  14. IN THE BEGINNING … SCOPE RequirementsTHERE WAS THE STORY. The essential unit of Agile scope. The fundamental unit of Agile planning. The concept around which we define actionable and done. A bit of a mystery, in practice. ACCEPTANCE CRITERIA • The credit card should be rejected if it Action Context is a type not accepted by the store. Actor • The credit payment charged should CREDIT CARD PAYMENTthe exact amount due. be for Action • Confirmation of successful or As a Cashier, when processing a sale, Icredit clearance must be unsuccessful want to process a credit card payment to receipt generation. displayed prior Business Context in order to settle the saleIf successful, customer signature must • transaction such that confirmation of credit be indicated by the cashier explicitly Constraint transaction clearance is confirmed before finalizing the sale. before finalizing the sale. Size-Effort = 5 Risk = 4.7
  15. WHAT DOES IT MEAN TO BE ACTIONABLE? SPECIFIABLE - has been refined sufficiently to understand how to satisfy the story. IMPLEMENTABLE - can be elaborated to the next level so that further SEIVing can occur. ESTIMABLE - has reduced & bounded uncertainty so effort can be reasonably projected. VERIFIABLE - can specify acceptance criteria to determine satisfaction of the story. EACH SEPARATELY
  16. WHAT IS AN EPIC? Wrong question! “Epic” is an adjective, not a noun. The question should be, “What makes a story epic?” The answer: it fails on one or more of the SIEVe properties. Specifiable AND Epic Thing Implementable ANDNOT 1 or more of: REFINEMENT Estimable ANDSpecifiable OR VerifiableImplementableOREstimable OR ActionableVerifiable Thing There are several kinds of epic-actionable things.
  17. RESOLVED: “STORY” IS A GENERIC TERM. There are different kinds of stories, i.e. units of scope, depending on your level of detail and focus. • 4 KINDS OF STORIES:Business – Goals – representing the objectives or initiatives of the business. GoalEpic User – Features – “If the system would only do X, then we would make progress Story orUse Case on the goal Y.”User Story – Functions – “To provide the feature X, the system needs to do: A, B, C, Q, or & W.” Scenario – Tasks – “To implement Q, we need to build U & V, modify the W & X screens, update the Y schema, and write a Z audit record.” Goal = Unit of Strategy Feature = Unit of Value Function = Unit of Capability Task = Unit of Work
  18. SIEVING EPIC STORIES TO DERIVE ACTIONABLE STORIES EPIC GOAL REFINEMENT is the decomposition into more detailed stories of the same kind such that the SEIVe EPIC ACTIONABLE properties are satisfied by those FEATURE GOAL stories at that level. EPIC FUNCTIONELABORATION is the ACTIONABLEidentification and FEATUREdefinition of storiesat the next lower level of detail. ACTIONABLE TASK THIS IS THE FOUNDATION FOR AGILE TRACEABILITY FUNCTION AND THE DEFINITION OF “DONE”.
  19. MULTIDIMENSIONAL TRACEABILITY Feature Feature Feature “Done” with children means done with their parent.    SOME DIMENSIONS • Goal -> Feature (Set) for Demand Mgmt  • Feature -> Function -> Subfunction for Planning & Reporting • Function -> Version for Complexity Mgmt • Function -> Task for Work Allocation & Execution THE DIFFICULTY OF DEFINING “DONE” IS A MAJOR CATEGORY OF ANALYSIS RISK.
  20. HIERARCHY OF BACKLOGS PRODUCT EPIC BACKLOG GOAL RELEASE BACKLOG EPIC ACTIONABLE FEATURE GOAL EPIC FUNCTION ACTIONABLE FEATURE ITERATION4 STORIES TYPES IN PAIRS BACKLOG GENERATES 3 NATURAL ACTIONABLE BACKLOG TYPES TASK FUNCTION
  21. DEFINITION OF “PLAN” “PLAN” v. (a) to add (delete or modify) stories to a backlog, (b) to allocate stories from one backlog to another. “ANALYZE” v. (a) to refine or elaborate a story. “MANAGE” v. (a) to plan and to analyze the stories in a backlog.
  22. DEFINITION OF “PLAN” PRODUCT EPIC BACKLOG Release Planning GOAL RELEASE BACKLOG EPIC ACTIONABLE FEATURE GOAL EPIC Iteration FUNCTION Product Planning Mgmt ACTIONABLE FEATURE ITERATION BACKLOG Release ACTIONABLE TASK Mgmt FUNCTION Iteration Mgmt
  23. BACKLOG NETWORKCUSTOMER DIVISIONAL Each Backlog subsumes BACKLOG BACKLOG its own (potentially unique) Analysis & Planning Disciplines RELEASE CONFIGPRODUCT PRODUCT BACKLOG LINE BACKLOGBACKLOGQUEUING NETWORK RELEASE SUBSYSTEM– Analyze Flow BACKLOG BACKLOG– Optimize by Lean PrinciplesCOORDINATION-INTEGRATIONTASKS– Generates a Hierarchy of Scrums– Attach Governance to COMPONENT ITERATION “Natural” Gates, Flows, & Activities BACKLOG BACKLOG
  24. MATURE AGILE PROCESS ESTABLISHING RHYTHMS FOR SUCCESS Regular RHYTHM ensures Sustainability Regular FEEDBACK ensures Fidelity Multiple levels of Rhythmic Feedback for Risk Management & Scope Change Mgmt INCREMENTAL DEVELOPMENT Iterative Dev CATCH RISKS WHEN THEY ARE LITTLE, AND THEY WON’T GROW UP TO BE BIG ISSUES.
  25. MATURE AGILE PROCESS ESTABLISHING RHYTHMS FOR SUCCESS RELEASE ITERATION DAILY
  26. IF YOU HAVE A RISK,YOU HAD BETTER DOSOMETHING ABOUT IT!IF YOU DON’T HAVE ARISK,THEN DON’T DOSOMETHING ABOUT IT!
  27. THE AGILE RAZOR – IT’S ALL RISK MGMT All PROCESS is about RISK MANAGEMENT. If it isn’t, then it is mere formality, i.e. waste. Every element of process must justify itself – in the specific case of each development initiative, not just in general. PROCESS SHOULD ADAPT PROPORTIONALLY TO THE RISK PROFILE OF THE INITIATIVE.
  28. PROCESS IS JUSTIFIED BY RISKS-MANAGED BUSINESS RISK ANALYSIS RISKRoles Relationship Risk Backlogs & Scope Chg Mgmt Scoping RiskReviews Regulatory Risk Analysis Artifacts Requirements RiskBusiness Case Profitability Risk Accept. Criteria Verification Risk MARKET RISK TECHNICAL RISKVision & Business Case Demand Risk Prototyping Development RiskSchedule Time-to-Market Risk Training/ Coaching Plan Technology Risk Automation Environmental Risk RESOURCE RISK Process Plan Process Risk Test Plans Quality RiskStaffing Plan Capability RiskRFP, Evaluation Criteria Procurement Risk DEPENDENCY RISKComm. and Integ. Plan Coordination Risk Process is even driven by RiskRisk Management Plan Consequential Risk … and Value and Fitness.
  29. AFTER STRATEGIC PLANNING, THERE ISONLY ONE CONTINUOUS ACTIVITY OF ITERATIVE DEVELOPMENT, THE TACTICAL EXECUTION PHASE. ONE ENGINE, THREE FUEL MIXES.
  30. AGILE MACRO-RHYTHMS: PLANNING & RELEASE CYCLE Agile Release CycleProject/Release Foundational Primary Finalization Deployment Planning Iterations Iterations Iterations to Productionincl. vision, roadmap, incl. requirements & development for incl. requirements & development for incl. activities ensuringrelease plan, strategic high-risk & architecturally-significant high-value, moderate- to low-risk features, fitness-for-release andestimates, risk profile features, reforecast due date on-going level-1 & level-2 acceptance testing final acceptance Feasibility Risk 80% – Value 80% – Fitness 80% – Fitness 20% Value 20% Risk 20% Agile Development Priorities
  31. DIFFERENTIATED BACKLOG INCLUDE IN YOUR BACKLOG ALL THE ITEMS (FUNCTIONS & TASKS) THAT CONSUME YOUR TEAM’S TIME & ENERGY. Business Reqs Change IF IT IS NOT TRACKED, Story Value Stories IT IS NOT ACCOUNTABLE. Quality New Reqs Attribute Story Story “OH YEAH! WE’VE BEEN Technical WORKING Value Stories Level-2 (NFR) REALLY HARD … Tests Reqs. WE JUST CAN’T Clarification Design SAY ON WHAT, Committed Refactoring Defect EXACTLY.” Repairs Risk/Issue Governance Mgmt Task Activity
  32. AGILE APPROACH TO GOVERNANCETRADITIONAL GOVERNANCE IS OBSTRUCTIVE. We cannot tolerant interruptions in the flow, … But, we have to admit there is a place for governance when we conceive it as Enterprise Risk Management complementing to our Project Risk Management.BUT, AGILE GOVERNANCE IS DIFFERENT! We embody Governance Activities as Stories! “Don’t stop our rhythm! Just tell us what you need to know. We will add the stories to our backlogs and plan them into the appropriate iterations.” NOW, WE CAN EVEN TRACK THE EFFORT AND SCHEDULE IMPACT OF GOVERNANCE!
  33. THE VARIETY OF (KINDS OF) STORIES Fundamental Story Types GOALS → FEATURES → FUNCTIONS → TASKS Story “Colors” • Value Features, Functions & Tasks: New Requirements, Requirement Changes, Quality Attributes • Overhead Features, Functions & Tasks: Reqs. Clarifications, Defect Repairs, Level-2 Tests, Design Refactoring, Risk/Issue Mgmt Task, Governance Activity Story Templates: • Parameterized Stories (applied to stories or arch. components) • Periodic Stories (performed every n iterations or releases) • Supplemental Acceptance Criteria (special ACs added to a story)
  34. RHYTHM & FLOW – THE ESSENCE OF AGILE-LEAN Agile Non-PhasesProject/Release Foundational Primary Finalization Deployment Planning Iterations Iterations Iterations to Productionincl. vision, roadmap, incl. requirements & development for incl. requirements & development for incl. activities ensuringrelease plan, strategic high-risk & architecturally-significant high-value, moderate- to low-risk features, fitness-for-release andestimates, risk profile features, reforecast due date on-going level-1 & level-2 acceptance testing final acceptance Feasibility Risk 80% – Value 80% – Fitness 80% – Fitness 20% Value 20% Risk 20% Agile Development Priorities “The Wise Man does less and less, until he does nothing at all, and yet nothing is left undone.”
  35. ?ANY QUESTIONS …
  36. info@valtech.co.ukhttp://www.valtech.co.ukhttp://blog.valtech.co.ukhttp://twitter.com/valtech

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