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Agile war stories “… and yet it moves" sneak preview - wolfgang hilpert - agile cafe 2017-09-27

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As teaser for the full presentation at the upcoming Scrum Deutschland Day on November 17, 2017 in Duesseldorf Germany:
War Stories - “… and yet it moves":
About obstacles and impediments on the path of transforming a software engineering team distributed across 3 continents towards agile methods

https://www.prowareness.de/agenda-scrum-deutschland-2017/

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Agile war stories “… and yet it moves" sneak preview - wolfgang hilpert - agile cafe 2017-09-27

  1. 1. Agile War Stories “… and yet it moves" About obstacles and impediments on the path of transforming a software engineering team distributed across 3 continents towards agile methods with contributions from Nicolas Dürr & Volker Sameske Wolfgang Hilpert Agile Café – Düsseldorf 27. September 2017 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 1
  2. 2. Speaker Background – Wolfgang Hilpert Product & Technology Leader in various roles ◦ Chief Technology Officer, Head of Engineering / Software Development, Chief Product Owner ◦ @ startup, mid-size and industry leading ISVs incl. IBM, MSFT, SAP ◦ Entire product life cycle from idea on drawing board, design, development, market introduction & adoption ◦ Within plan-driven & agile product development environments Initiated and led several lean & agile transformations ◦ @ SAP (Netweaver), @ AGT International, @ Sophos (NSG) ◦ Product owner, Scrum master, scaled agile (SAFe) ◦ Established cross-functions for User eXperience, Quality Management & Engineering Excellence, Product Line Architecture and Program Management Personal ◦ Husband & father of 2 children (19 & 15 years old) ◦ Football player, runner (HM), cross-country skier www.linkedin.com/in/whilpert 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 2
  3. 3. Context The product development of a team with over 200 engineer at 5 globally distributed locations had to be organized such that one software product with a bunch of functional and significant quality improvements could be delivered on a single day. In this talk we discuss techniques and concepts that have been applied to drive the agile transformation and the scaling of agile methods within a mid-size, globally distributed enterprise. We talk about challenges that we faced and measures to address these. 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 3
  4. 4. Scrum Teams and Lab Locations Vancouver (CA) Budapest (HU) Karlsruhe (DE) Bangalore (IN) Ahmedabad (IN) • >200 Engineers in 5 locations • Different cultures – region & company • Diverse skills, processes, tools 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 4
  5. 5. Predictibility Issues – version before Case – Timeline: Lack of Predictability ◦ v1 required 35% more time than initially planned ◦ Long path towards Concept Commit ◦ More time spent for stabilization than for development Reality Plan Planning Development Hardening 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 5
  6. 6. Some War Stories ➢Which level of support does the agile transformation need? ➢Scaling agile methods – yes! ➢However, based on which framework? ➢„Scrum hurts. Really?“ ➢Metrics & Transparency help to make the current state and developments visible. ➢How does an 18-months product roadmap fit into an agile project plan? ➢How do agile Scrum product owner and a product manager fit together? ➢How can the agile transformation of global organizations distributed across locations, time zones & cultures be successful anyway? ➢Is the application of agile methods a necessary or sufficient condition for a successful product development? ➢Doing agile vs. being agile 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 6
  7. 7. Some War Stories ➢Which level of support does the agile transformation need? ➢Scaling agile methods – yes! ➢However, based on which framework? ➢„Scrum hurts. Really?“ ➢Metrics & Transparency help to make the current state and developments visible. ➢How does an 18-months product roadmap fit into an agile project plan? ➢How do agile Scrum product owner and a product manager fit together? ➢How can the agile transformation of global organizations distributed across locations, time zones & cultures be successful anyway? ➢Is the application of agile methods a necessary or sufficient condition for a successful product development? ➢Doing agile vs. being agile 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 7
  8. 8. Buy-in for Agile Transformation on all levels Leadership provides the frame for the transition Teams own the execution Agile Development Agile Support Development Level Management Level Executive Level 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 8
  9. 9. Buy-in for Agile Transformation on all levels ◦ Some teams delayed their agile transformation ◦ Historical reasons ◦ Interface issues ◦ Resistance to adoption ◦ This hurts a lot: ◦ Yet we were able to generate important insights. ◦ We discussed it, we decided to improve in collaboration between teams and alligned all teams to an agile approach. ◦ This takes time. Respect that and don‘t force people. June 2016 Agile Development Agile Support Development Level Management Level Executive Level 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 9
  10. 10. Foster new experiences and change will happen 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 10
  11. 11. Boundary Conditions 11 Don‘t disrupt agile transformation ◦ Transparency -> Burn up chart of accomplished product increment ◦ Quality -> early tests, significantly reduce defects previous vs. next rel. ◦ Predictability -> 4 months delay vs. 2 weeks (previous vs. next release) ◦ Stay true to core agile principle, e.g. ◦ Magic triangle, commit only based on estimates provided by the engineers ◦ Still a lot of runway for improvement (TA, UT, etc.) Provide visibility of roadmap for annual business planning ◦ Visibility into 12 months vs. 3 months Quality = f ( S / R / T mix) Resource Time Scope 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT.
  12. 12. Some War Stories ➢Which level of support does the agile transformation need? ➢Scaling agile methods – yes! ➢However, based on which framework? ➢„Scrum hurts. Really?“ ➢Metrics & Transparency help to make the current state and developments visible. ➢How does an 18-months product roadmap fit into an agile project plan? ➢How do agile Scrum product owner and a product manager fit together? ➢How can the agile transformation of global organizations distributed across locations, time zones & cultures be successful anyway? ➢Is the application of agile methods a necessary or sufficient condition for a successful product development? ➢Doing agile vs. being agile Probable topics of my presentation at Scrum Deutschland 2017 on November 17th, 2017 https://www.prowareness.de/agenda-scrum- deutschland-2017/ 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 12
  13. 13. Doing Agile vs. Being Agile Kanban boards, daily scrums, sprints Agile mindset, intent-based Management „Scrum, BUT …“ „Cargo Cult Agile“ ~20% Benefit ▪Some ability to adapt to changing priorities ▪Improved visibility, communication ▪Increased productivity ▪Early tests, better transparency of realistic quality status, improved quality ▪Reduced risk „Joy at work“ „#1 workplace“ „delighted customers“ ~200%+ Benefit ▪Customer delight ▪Joy at work, Employee Engagement ▪Innovation, creativity ▪Leadership at all levels ▪Continuous learning Practices ≠ Mindset 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT. 13
  14. 14. Doing Agile ≠ Being Agile 14 Don’t ‘Do’ Agile. Be Agile! –Alan Kelly Stop ‘Doing Agile’. Start ‘Being Agile’! –Jim Highsmith How to get to a state of being agile? • Good agile practices that are necessary, but not sufficient. • Early indicator for being agile: Truly empowered product owner(s)  Long, thorny journey; will hurt, needs coaching Doing Agile Executing the practices as closely as possible to “as prescribed” description, and trying to “inspect and adapt” to remove impediments to achieving the “as prescribed” execution. Being Agile Internalizing the mindset, values, and principles then applying the right practices and tailoring them to different situations as they arise. 09/27/2017 © COPYRIGHT 2017 WOLFGANG HILPERT.

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