Agile for the CIO. Increasing Project Por8olio Performance through Scaled Agile So

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1 Agile for the CIO Increasing Project Por8olio Performance through Scaled Agile So<ware Development Brent Barton, Sr. Consultant, CuCer

2 Topics Project (or Product) Por8olio vs. Agile Scaling Agile Quality Roadmap for Agile Business

3 PROJECT PORTFOLIO

4 Value

5 Revenue RetenKon Cost Savings New Revenue Shareholder Value Value Compliance Employee SaKsfacKon Customer SaKsfacKon

6 Agile

7 Value What s In- Between? Agile Un evento de

8 Value Demand Rhythm of the Business CFO Cost Constraints Human Resources People Constraints Por8olio/Budget

9 Value Demand PorColio/Budget Perfec&on Goes Here Agile Un evento de

10 ? Conclusion: (Except in cases of PerfecKon) AdapKve Planning Stresses Strategic Por8olio Planning Un evento de 1 0

11 Typical Outcomes Business cannot take advantage of what Agile offers It is decided that Agile can t scale SubopKmal results Restarted several Kmes 11

12 SCALING AGILE

13 Scrum

14 Component and IntegraKon Teams Component Team structure Separate Product Backlog Managing dependencies is o<en serialized ProblemaKc integrakon issues are typically faced if mulkple components are required to release Use an IntegraKon Team to pull components together Causes a lot of rework Sterling, Chris, Managing So<ware Debt: Building for Inevitable Change, 1st Ed Un evento de Reprinted by permission of Pearson EducaKon, Inc. Upper Saddle River, NJ 14

15 Feature Teams Feature Team structure Uses a common Product Backlog IntegraKon is done in parallel Requires high levels of communicakon across teams for resolving integrakon issues Forces Product Owners to plan in a more coordinated fashion Sprints should be synchronized Cross team ferklizakon is a requirement to successfully deliver in parallel Sterling, Chris, Managing So<ware Debt: Building for Inevitable Change, 1st Ed Un evento de Reprinted by permission of Pearson EducaKon, Inc. Upper Saddle River, NJ 15

16 IntegraKon Scrum of Scrums Used both Component and Feature Teams Scrum of Scrums used for execukon on the Product Backlog Meta- Scrum employed for coordinakon of the program schedule Chief Product Owner owns final priorikes Separate meekngs for integrakng and coordinakng the Product Backlogs with the Product Owners 16 Un evento de

17 Coordinated Planning Program Roadmap Product Roadmaps Technical and Business People Un evento de

18 QUALITY

19 You will make BAD project por8olio decisions without clearly understanding quality So#ware debt is an epidemic, and both business and technical planners share responsibility for this.* Por;olio planners should fund and support strategic efforts to reduce so#ware debt each >me an applica>on or architectural component is changed or upgraded.* * Manage Project Por8olios More EffecKvely by Including So<ware Debt in the Decision Process, CuCer Journal 2010

20 AGILE BUSINESS ROADMAP

21 Agile Business Roadmap Year 1 Reduce carryover IdenKfy issues sooner Make decisions earlier Demonstrate progress frequently Focus on quality 21

22 Agile Business Roadmap Year 2 Optimize Project Portfolio IdenKfy emergent value Compare performance across por8olio Increase overall value/cost rako Lower cost of compliance Deliver smaller batches Reduce stabilizakon periods Coordinate across groups 22

23 Agile Business Roadmap Year 3 Incremental Funding Safe- fail environment Use experimentakon as a compekkve advantage Combat compekkve threats Integrate technical & customer feedback promptly Aggressively use commit/transform/kill for por8olio opkmizakon Pull inikakves through teams rather than pushing resources to projects 23

24 Brent Barton Former CTO, Development Manager, PMO Manager, Agile Coach, Mentor, CerKfied Scrum Trainer, ScrumMaster, Product Owner AcKve prackkoner delivering value using Agile and helping others do it; from small Product companies to very large IT organizakons TwiCer: brentbarton " Agile ArKcles Manage Project Por8olios More EffecKvely by Including So<ware Debt in the Decision Process, CuCer Journal 2010 AgileEVM Earned Value Management in Scrum Projects, IEEE 2006 ImplemenKng a Professional Services OrganizaKon Using Type C Scrum, IEEE Establishing and Maintaining Top to BoCom Transparency Using the Meta- Scrum, Agile Journal All- Out OrganizaKonal Scrum as an InnovaKon Value Chain, IEEE Un evento de 24

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