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Scaling the Heights of Agile: Achieving and Measuring Success

Scaling the Heights of Agile: Achieving and Measuring Success. Damon Poole. Chief Agilist, Eliassen Group’s Agile Practice Coaching: Transformation and Tune-ups Training Staffing 20 years of process change ranging from small co-located teams to multi-hundred team global enterprises

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Scaling the Heights of Agile: Achieving and Measuring Success

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  1. Scaling the Heights of Agile: Achieving and Measuring Success

  2. Damon Poole • Chief Agilist, Eliassen Group’s Agile Practice • Coaching: Transformation and Tune-ups • Training • Staffing • 20 years of process change ranging from small co-located teams to multi-hundred team global enterprises • Founder and past CTO and CEO of AccuRev • Creator of multiple Jolt-award winning products • Past President of Agile New England • Author of “DIY Agile Kickstart” www.synerzip.com

  3. Agenda Scaling Agile Organizational Support for Scaling Agility Measuring Success www.synerzip.com

  4. Scaling Agile www.synerzip.com

  5. “Scaling” • What do we mean by “scaling?” • A typical definition of scaling: • Adding more resources adds proportionally more capacity for doing work • Does traditional development scale? www.synerzip.com

  6. Scaling up from success at the team level CONTINUOUS INTEGRATION USER STORIES TEAM www.synerzip.com

  7. Inspect and Adapt (Self-healing) • Organizations, people, projects, markets are constantly changing • Healthy Agile requires constant monitoring and adjustment • Agile process improvement mechanisms • Standups • “Scrum of Scrums” • Retrospectives • Stop the line www.synerzip.com

  8. Escalation Tree Daily standup Management involvement Rapid turnaround. S2 09:30am – 09:45am S1 09:00am – 09:15am www.synerzip.com

  9. Escalation Tree Frequent Retrospective 1 hour 1 hour www.synerzip.com

  10. Agile Scaling Model CONTINUOUS INTEGRATION USER STORIES ESCALATION TEAM www.synerzip.com

  11. Each Feature is Comprised of Many Aspects ✔ #define a b /* * This is great code. */ bool doStuff ( ) { index++; } www.synerzip.com

  12. A Typical Iteration 5 2 3 1 2 3 Admin wants a report of site-wide activity Traveller wants to register with the system Traveller wants to see their upcoming trips Traveller wants to edit a booking Traveller wants to delete a booking Traveller wants to enter a booking Tom Tom Bob Bob Sue Sue #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } www.synerzip.com

  13. “One Piece Flow” Done! Done! Done! #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } Done! www.synerzip.com

  14. Agile in Action Product Mgmt $ Customers / Market

  15. One piece flow across multiple teams Product Mgmt $ Customers / Market

  16. Organizational Support for Scaling Agility www.synerzip.com

  17. Traditional Agile www.synerzip.com

  18. Traditional Agile www.synerzip.com

  19. Traditional Agile www.synerzip.com

  20. Traditional Agile www.synerzip.com

  21. Misaligned, Functional Goals FunctionalGoals ✔ ✔ ✔ ✔ ✔ ✔ Late, missing scope Not as relevant as hoped Project A Project B www.synerzip.com

  22. Moving to Managing Business Value Delivery • Switch to business value delivery metrics • Align everyone connected to a line of business or product to the same goal: delivering of business value • Examples: • Old • number of defects found per release • coding tasks completed • New • test coverage per new user story • # of story points associated with done stories www.synerzip.com

  23. Fully Aligned Goals PrimaryGoals Project A Project B ✔ ✔ Secondary Goals ✔ ✔ ✔ ✔ ✔ ✔ www.synerzip.com

  24. One Solution: Organize around Business Value Delivery Line of Business A Line of Business B ✔ ✔ www.synerzip.com

  25. Top Ten Headwinds and Tailwinds Projects Plan based Functional vs business/xfunct Consider consolidating: Projects Handoffs Functional Transient Incremental Feedback loops Projects per person www.synerzip.com

  26. Agile Scaling Model USER STORIES ESCALATION TEAMS CONTINUOUS INTEGRATION AGILE OFFICE MANAGEMENT RELEASE TEAM LOB CUSTOMERS LOB LEADERS I1 I2 I3 EPICS ARCHITECTURE www.synerzip.com

  27. Agile Scaling Model USER STORIES ESCALATION TEAMS CONTINUOUS INTEGRATION AGILE OFFICE MANAGEMENT RELEASE TEAM LOB CUSTOMERS LOB LEADERS I1 I2 I3 EPICS ARCHITECTURE www.synerzip.com

  28. Measuring Success www.synerzip.com

  29. Agile Organization Metrics www.synerzip.com

  30. Measuring Agile Maturity at the Team Level www.synerzip.com

  31. Measuring Agile Maturity at the Team Level www.synerzip.com

  32. Measuring Success • Profits • Net Promoter Score • Business value anecdotes • Agile capabilities • Organizational • Team • Individual (by role) www.synerzip.com

  33. Additional Metrics Shippability Work in Progress Cycle time www.synerzip.com

  34. Cycle Time 2 years 3 months Integration and testing Preparation Development 6 1 3 5 7 2 4 months www.synerzip.com

  35. Cycle Time Prep Prep Prep Prep Prep Prep Do Do Do Do Do Do Ship Ship Ship Ship Ship Ship 6 1 3 5 7 2 4 1 month iterations www.synerzip.com

  36. Cycle Time Cycle Time Prep Do Ship 6 1 3 5 7 2 4 1 month iterations www.synerzip.com

  37. The Eliassen Advantage www.synerzip.com

  38. A Multi-layered Approach to Agile Transformation Eliassen at Agile 2012 Training 11 teams • Large-scale classroom training • Bootcamp for Agile 2012 • Open space events • Guest experts • Targeted workshops • Individual, team, and leadership coaching • Agile Sustainability Program www.synerzip.com

  39. Synerzip in a Nut-shell Software product development partner for small/mid-sized technology companies Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC – design, dev, QA/testing, deployment Dedicated team of high caliber software professionals for each client Seamlessly extends client’s local team, offering full transparency Stable teams with very low turn-over NOT just “staff augmentation”, but provide full mgmt support Actually reduces risk of development/delivery Experienced team - uses appropriate level of engineering discipline Practices Agile development – responsive, yet disciplined Reduces cost – dual-shore team, 50% cost advantage Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option www.synerzip.com

  40. Our Clients www.synerzip.com

  41. Q&A Call: 1-800-354-2773 Email: solutions@eliassen.com Visit: www.eliassen.com Call: 469-322-0349 Email: hemant@synerzip.com Visit: www.synerzip.com www.synerzip.com

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