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Gaining Support for a Sustainable Agile Transformation

Gaining Support for a Sustainable Agile Transformation. Dennis Stevens, VP Enterprise Engagements LeadingAgile November 12, 2013. Agenda. Agile Basics Scaling Agile Why is it hard? A Model of Agile Transformation. Agenda. Agile Basics Scaling Agile Why is it hard?

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Gaining Support for a Sustainable Agile Transformation

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  1. Gaining Support for a Sustainable Agile Transformation Dennis Stevens, VP Enterprise Engagements LeadingAgile November 12, 2013

  2. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation

  3. Agenda • AgileBasics • Scaling Agile • Why is it hard? • A Model of Agile Transformation

  4. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation

  5. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation

  6. Agenda • Agile Basics • Scaling Agile • Why is it hard? • A Model of Agile Transformation

  7. Agile Basics

  8. Agile is About Teams

  9. Collaborative Teams Product Owner Analyst ScrumMaster Testers Developers

  10. How Agile Teams Work

  11. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story

  12. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story Clarity

  13. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story Clarity Accountability

  14. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story Clarity Accountability Measurable Progress

  15. Managing Scope

  16. Project Management Iron Triangle Scope Time Cost

  17. Agile Project Management Time Cost Scope

  18. Varying Scope to Meet Business Goals Time Cost MaximizeValue Scope

  19. Manage Scope to Meet Business Goals Increment Iterate Courtesy of Jeff Patton

  20. Use Feedback to MeetDivergent and Convergent Goals X $ X $ X Divergent Goals

  21. Use Feedback to MeetDivergent and Convergent Goals X $ $ X $ X Convergent Goals Divergent Goals

  22. Agile at Scale

  23. Different Teams for Different Jobs

  24. Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

  25. Team Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

  26. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Team Team Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

  27. Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Team Team Team Team Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

  28. Team Team Team Team Team Team Team Team Product & Services Teams

  29. Team Team Team Team Team Team Team Team Product & Services Teams Scrum

  30. Program Teams Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Scrum

  31. Program Teams Kanban Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Scrum

  32. Portfolio Teams Program Teams Kanban Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Scrum

  33. Portfolio Teams Kanban Program Teams Kanban Team Team Team Team Team Team Team Team Team Team Team Team Product & Services Teams Scrum

  34. InformalStructure Value Structure FormalStructure Learning Mentor COI / COP Experts Social Ties Managers Hire / Fire Develop Budgeting HR

  35. Agile Governance

  36. Development Flow EPICS KANBAN Story Review Feature Complete Story Done Story Backlog FeatureBreakdown Story Mapping Develop and Test Integration Testing Task Ready Task In Process Task Done FEATURE KANBAN New Concept Market Research Feasibility Study Release Targeting Ready To Build Measure and Learn Detailed Planning Develop and Test STORY SCRUM

  37. The Portfolio Tier • High Level Estimation • Solution Cost • High Level Architecture • Risk Analysis • Feasibility • Detailed Architecture • Feature Mapping • Acceptance Criteria • Estimation • Backlog • Product is deployed • Business goal is assessed • Planning assumptions are updated • Idea list generation from multiple data feeds and sources New Concept Market Research Feasibility Study Release Targeting Ready To Build Measure and Learn Detailed Planning Develop and Test • Market Research • Customer Research • Field Feedback • Business Case & ROI • Competitive Analysis • Forced Priority • Certainty Curve • Business Goal • All features are done • Regression tests are completed • Release Criteria are met

  38. Portfolio Tier Ownership • R • ACI • R • ACI • R • ACI • R • ACI • R • ACI • R • ACI • Engineering • Product Owner Team • Customer Advocate • Portfolio Team • Product Management • Product Management • Customer Advocate • Product Owner Team • Product Owner Team • Product Owner Team • Engineering • Portfolio Team • Product Management • Product Management • Customer Advocate • Portfolio Team • Product Owner Team • Product Owner Team • Engineering • Portfolio Team • Product Management • Product Management • Customer Advocate • Product Owner Team New Concept Market Research Feasibility Study Release Targeting Ready To Build Measure and Learn Detailed Planning Develop and Test • Portfolio Team • GATE RESPONSIBLITY • Responsible - Those who do the work to achieve the task. • Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. • Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. • Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.

  39. The Program Tier • Estimate Sanity Check • Spike Identification • Review for Feasibility • Review of Acceptance Criteria • Story Spanning • Story Tasking • Feature List for the Parent Epic • Feature Testing Non-Functional • Validation of Automated Tests Story Review Feature Complete FeatureBreakdown Story Mapping Develop and Test Integration Testing • Story Writing • MMF • Estimating • High Level Design • UX Mockups • Detailed Design • Code • Unit Test • Code Review • Functional Test • User Story • Product Owner Acceptance • All Stories are done • Feature Level testing is completed • Defect criteria are met • Feature Check list from RDS template • Performance and Sizing Complete * Stand alone features must have these acceptance criteria (x, x, x)

  40. Program Tier Ownership • R • ACI • R • ACI • R • ACI • R • ACI • R • ACI • R • ACI • Engineering • Engineering • Product Owner Team • Product Owner Team • Engineering • Product Owner Team • Product Owner Team • Product Owner Team • Product Owner Team • Product Owner Team • Engineering • Engineering • Engineering • Engineering • Product Owner Team • Product Owner Team • Product Owner Team • Product Owner Team • Customer Advocate • Engineering • Product Owner Team • Product Owner Team • Engineering • Portfolio Story Review Feature Complete FeatureBreakdown Story Mapping Develop and Test Integration Testing • Engineering Team • Product Owner Team • Engineering Team • Product Owner Team • GATE RESPONSIBLITY • GATE RESPONSIBLITY • GATE RESPONSIBLITY • GATE RESPONSIBLITY • Responsible - Those who do the work to achieve the task. • Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. • Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. • Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.

  41. The Project Tier • Documented • The User Story • Acceptance Criteria • Conversations • Level of Value • Level of Effort • Design Assumptions • Design Documented (optional) • UI Documented (optional)   • Coded • Checked Into integrated build • Simple Design • Documented with Comments • Automated Tests for New Features • Tested • Testing is complete • Defect Criteria Met • Automated Testing Passed • Approved • Feature Complete (Scrum Master) • Test Complete (QA Lead) • Accepted (Product Owner)  • Story List for the Parent Feature • SCRUM team completes the task Story Done Story Backlog Task Ready Task In Process Task Done • Task is done and communicated in the standup • Approved task of 8 hours or less * Stand alone stories must have these acceptance criteria (x, x, x)

  42. Project Tier Ownership • R • ACI • R • ACI • R • ACI • R • ACI • R • ACI • Engineering • Product Owner • Engineering • Engineering • Engineering EngineeringEngineering • Engineering • Engineering • Engineering • Engineering • Engineering • Product Owner • Product Owner • Customer Advocate • Engineering • Engineering EngineeringEngineering • Engineering Story Done Story Backlog Task Ready Task In Process Task Done • Responsible - Those who do the work to achieve the task. • Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. • Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. • Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.

  43. Why is it hard?

  44. Its hard when… We show what it looks like But Not How organizations will get there safely

  45. Safety • Successfully do your job • Feed your family / Kids in college • Viable over time

  46. You have to align various perspectives Executive Management Performer

  47. Safety is different depending on your perspective Executive Management • Supported • Possible • Demonstrate success Performer

  48. Safety is different depending on your perspective Executive • Role clarity • Success is measurable • Maintain organizational influence Management • Supported • Possible • Demonstrate success Performer

  49. Safety is different depending on your perspective • Operational model aligned with the strategy • Credible plan • Demonstrate progress Executive • Role clarity • Success is measurable • Maintain organizational influence Management • Supported • Possible • Demonstrate success Performer

  50. Agile Transformation

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