Getting Business Value from Agile

Transcription

1 Getting Business Value from Agile Presented by: Dennis Baldwin Project Management, Business Analysis & Agile Service Line Manager, Development Solutions Practice, Experis Tom Mullen Business Planning & Execution Service Line Manager, Development Solutions Practice, Experis

2 General Information Share the webinar Ask a question Votes (polling questions) Rate (before you leave) Attachments (you can download today s presentation) Experis 2

3 Earning HRCI Credit To receive 1 HRCI credit for this webinar, participants must: Attend the webinar in its entirety (one person per computer) Audio Problems? The audio for this event is streaming to your computer. If you lose sound at any point, simply refresh your browser and the sound will return. Experis 3

4 Presenters Dennis Baldwin Project Management, Business Analysis & Agile Service Line Manager, Development Solutions Practice, Experis Tom Mullen Business Planning & Execution Service Line Manager, Development Solutions Practice, Experis Experis 4

5 ManpowerGroup TM is the world leader in innovative workforce solutions. We leverage our global reach and local expertise of tens of thousands of people across more than 80 countries, making it possible for businesses to access the talent they need when they need it. ManpowerGroup TM Solutions provides clients with human resources outsourcing services primarily in the areas of large-scale recruiting and outcome-based workforce-intensive initiatives, thereby sharing in the risk and reward with our clients. Experis TM is the global leader in professional resourcing and project-based workforce solutions. With operations in more than 50 countries, we deliver 53 million hours of professional talent specializing in IT, Finance and Engineering to accelerate clients businesses each year. Right Management is the global leader in talent and career management workforce solutions. Through our innovative and proprietary process, we leverage our expertise to successfully increase productivity and optimize business performance. Manpower is the global leader in contingent and permanent recruitment workforce solutions. We provide the personal flexibility and agility businesses need with a continuum of staffing solutions. Experis 5

6 Business Planning & Execution What We Know Strategic Planning/ Roadmapping Agile/Project Management PMO & Governance Business Process Management/Business Analysis What We Do Assessments/Roadmaps Process/Practice Design and Improvement Organizational Design/ Change Management Training/Mentoring Managed Resource Teams (MRTs) Experis 6

7 Today s Agenda Agile Business & IT Value Myth Busting Is Agile Relevant to Your Business? Agile Business & IT Adoption Process Maximizing Business Value When Implementing Agile Real Life Case Study Experis 7

8 Agile Business & IT Value Myth Busting

9 Agile is a one size fits all solution.

10 Agile projects do not need to be planned. Experis 10

11 Agile allows you to develop code sooner. Experis 11

12 Agile projects don t need a Project Manager. Experis 12

13 Polling Question #1 Have you ever implemented Agile? A. Yes, at my current organization B. Yes, at my past organization C. No, but would like to D. No, my organization doesn t see the value E. Unsure Experis 13

14 Real Business Quotes.. After IT can make projects go quicker, cost less money and have better quality, we ll join the Agile bandwagon. Corporate CFO Experis 14

15 Real Business Quotes.. After IT can make projects go quicker, I just sent my entire cost less money and staff to Scrum Master have better quality, certification training. we ll join the we re now Agile. Agile bandwagon. Corporate CIO Corporate CFO Experis 15

16 Real Business Quotes.. After IT can make projects go quicker, I just sent my entire cost less money and staff to Scrum Master have better quality, certification training. we ll join the we re now Agile. Agile bandwagon. Corporate CIO Corporate CFO Miriam s husband just finished a project as a Scrum Master. He s going to make us Agile. Oh, his rates are cheap and he s a great golfer, too!!... PMO Director Experis 16

17 It ain t what you know that gets you into trouble. It s what you know for sure that just ain t so. Mark Twain Experis 17

18 Is Agile Relevant to Your Business?

19 The questions you should be able to answer before embracing Agile Why are you considering Agile? What are your expectations for Agile? How will you define and measure Agile success? Experis 19

20 Moving to Agile will Reduce Cost

21 Moving to Agile will Increase Quality Experis 21

22 Moving to Agile will Improve IT and Business Collaboration Experis 22

23 Moving to Agile will Reduce Idea to Implementation Timeframe Getting Business Value from Agile Loading... Time Remaining to Experis 23

24 Polling Question #2 What primary business objective will Agile help your company achieve? A. Reduce costs B. Increase quality C. Improve IT and business collaboration D. Reduce idea to implementation timeframe E. None of the above Experis 24

25 Once you have defined the business value(s) you expect to receive from Agile

26 Understand What Agile Really Is Satisfying customers with early and often delivery New discoveries will not be eliminated, even with upfront detailed requirements elicitation Building transparent communication channels among business and IT stakeholders Pursuing continuous improvement Leveraging software completion for determining project status Experis 26

27 Understand What is Expected from YOU Business Need to see you more and get feedback Need to refine your needs Managers Learn agile principles and details Promote, evangelize, and coach agile expertise in your area Reward teams more and individuals less Teams Self-direction at some level? Self-discipline? Value driven instead of plan driven? Experis 27

28 Executives Have a Big Role Focus on: Prioritizing project backlog Limiting concurrent assignments (WIP) to project teams Ensuring consistent organization support Experis 28

29 Agile Should Be Assessed Against Key Performance Indicators Getting Business Value from Agile Time to Benefits Time to Market First Delivery of Value to the Customer Time to Adapt to New Discoveries Projects Completed versus Projects Started Customer Satisfaction Customer Retention Team Morale Team Retention Increased benefits No benefit Experis 29

30 Critical Success Factors Align Agile Adoption to Business Goals Roadmap Agile Adoption Do not flip a switch or ignore Change Management processes Pilot or Isolate Initial Organizational Involvement Tailor Agile to Your Business and IT Cultures Pick Agile Practices that can be easily adopted Allow Agile to evolve Create a Campaign that Communicates Anticipated Benefits Experis 30

31 Critical Success Factors Train Executives Socializing agile Leveraging agile success to manager goals Train Managers Driving agile operations Enabling SMEs and Mentors Train the Business Backlog generation Ongoing backlog grooming Train the Team Tailored Agile framework Agile framework ceremonies Experis 31

32 Critical Success Factors Create an opportunity to succeed. Nothing promotes adoption, change and acceptance more than successful projects, motivated teams and satisfied users.

33 Agile Business & IT Adoption Process

34 How Do You Minimize Risks Associated with Agile Organizational Change? Experis 34

35 An Agile Transformation Team Agile is a change to both culture and mindsets Executives Business Stakeholders IT Stakeholders Operational Managers Operational Participants Coaches/SMEs Experis 35

36 Effective Steps for Agile Adoption Determine current state Define and roadmap areas where potential value exists Incorporate Agile practices into an initial framework design Pilot the framework Review pilot results and adjust the framework Evangelize and socialize the agile roadmap Experis 36

37 Determine Current State Conduct Interviews Distribute Surveys Review what is currently done Experis 37

38 Determine Current State Document Existing Agile Practices Preconditions Phase 1.1 Project Portal 1.2 Scrum Master Checklist 1.3 Elevator Statement 1.4 Focus Matrix 1.5 Project Charter Elaboration Phase 2.1 Elaboration Meetings 2.2 Features/Epics 2.3 User Stories 2.4 Product Backlog 2.5 Project Framework 2.6 SWAG Estimates Core-Team Research Phase 3.1 Architectural Diagrams 3.2 Code Design Documents 3.3 Risk List 3.4 Staffing Plan Release Planning 4.1 Release Planning Meeting/Release 4.2 Ideal Day Estimation 4.3 Planner Poker 4.4 Story Point Estimation 4.5 Requirements Prioritization 4.6 Requirements Modeling 4.7 Interaction Flows 4.8 Wireframes for Entire Project 4.9 UI Designs for Next Sprint 4.10 User Research Plan 4.11 Test Strategy 4.12 Architectural Spikes/Spike Solutions 4.13 Gold Standard Stories Sprint Planning 5.1 Story Design and JAD Sessions 5.2 Story Acceptance Criteria 5.3 Definition of Complete by User Story 5.4 Task Identification 5.5 Task Estimates 5.6 Burn Down Reports 5.7 Task Dependencies 5.5 Team Availability 5.9 Build Schedule Construction Sprint 6.1 Unit Tests 6.2 Functional Test Cases 6.3 Test Driven Development (TDD) 6.4 Pair Programming 6.5 Daily Standup Meeting 6.6 Refactoring 6.7 Collective Code Ownership 6.8 Daily Builds/Automated Builds 6.9 Continuous Integration 6.10 Code Reviews 6.11 Deferred Bug Logging 6.12 Issue Tracking/Bug Tracking 6.13 Smoke Testing 6.14 Integration Testing 6.15 Exploratory Testing 6.16 Project Demo 6.17 Retrospective Team Organization 7.1 Small Team 7.2 Cross-Functional Team 7.3 Self-Organizing Team 7.4 Co-location Seating/Common Workspace 7.5 On-site Business Owner 7.6 Scrum Master 7.7 Sustainable Pace 7.8 Scrum of Scrums Experis 38

39 Define and roadmap areas where potential value exists Review findings What things do you keep The areas with the biggest opportunity The biggest risks The practices you think you are ready for Practices that would be good for you down the road Reach an agreement and outline a roadmap Experis 39

40 Define and roadmap areas where potential value exists Level 1 Collaboration Level 2 Evolutionary Level 3 Integrated Level 4 Adaptive Level 5 Encompassing Embrace Change to Deliver Value Reflect and Tune Process Evolutionary Requirements Client Driven Iterations Customer Satisfaction Feedback Low Process Ceremony Plan and Deliver Software Frequently Collaborative Planning Continuous Delivery (Incremental-Iterative) Planning at Multiple Levels Risk Driven Iterations Maintain a Backlog of Features Smaller and More Frequent Releases (4-8 Weeks) Adaptive Planning Agile Project Estimation Human Centric Collaborative Empowered and Motivated Teams Reflective of Evolutionary Development Self-organized Teams Frequent Face-to-face Within Teams Ideal Agile Physical Set-up Technical Excellence Collaboratio n with Business Coding Standards Knowledge Sharing Task Volunteering, Not Task Assignment Customer Committed to Working with Developing Team Software Configuration Management Tracking From Iteration to Working Software No Big Design Up Front Customer Contracts Reflective of Evolutionary Development Continuous Integration Continuous Refactoring 30% of Team is Experienced Automated Unit Tests Daily Progress Meetings Agile Documentation User Stories Customer Accessible, Knowledgeable and Authorized to Act Test Driven Development Paired Programming Minimal Inexperienced Team Members Frequent Face-to-face Between Developers and Users (Co-located) Contract About Collaboration, Not Experis Features 40

41 Incorporate Agile practices into an initial framework design Pick Practices that are Within Your Capabilities and Provide High Value Preconditions Phase 1.1 Project Portal 1.2 Scrum Master Checklist 1.3 Elevator Statement 1.4 Focus Matrix 1.5 Project Charter Elaboration Phase 2.1 Elaboration Meetings 2.2 Features/Epics 2.3 User Stories 2.4 Product Backlog 2.5 Project Framework 2.6 SWAG Estimates Core-Team Research Phase 3.1 Architectural Diagrams 3.2 Code Design Documents 3.3 Risk List 3.4 Staffing Plan Release Planning 4.1 Release Planning Meeting/Release 4.2 Ideal Day Estimation 4.3 Planner Poker 4.4 Story Point Estimation 4.5 Requirements Prioritization 4.6 Requirements Modeling 4.7 Interaction Flows 4.8 Wireframes for Entire Project 4.9 UI Designs for Next Sprint 4.10 User Research Plan 4.11 Test Strategy 4.12 Architectural Spikes/ Spike Solutions 4.13 Gold Standard Stories Sprint Planning 5.1 Story Design and JAD Sessions 5.2 Story Acceptance Criteria 5.3 Definition of Complete by User Story 5.4 Task Identification 5.5 Task Estimates 5.6 Burn Down Reports 5.7 Task Dependencies 5.8 Team Availability 5.9 Build Schedule Construction Sprint Unit Tests 6.2 Functional Test Cases 6.3 Test Driven Development (TDD) 6.4 Pair Programming 6.5 Daily Standup Meeting 6.6 Refactoring 6.7 Collective Code Ownership 6.8 Daily Builds/Automated Builds 6.9 Continuous Integration 6.10 Code Reviews 6.11 Deferred Bug Logging 6.12 Issue Tracking/Bug Tracking 6.13 Smoke Testing 6.14 Integration Testing 6.15 Exploratory Testing 6.16 Project Demo 6.17 Retrospective Team Organization 7.1 Small Team 7.2 Cross-Functional Team 7.3 Self-Organizing Team 7.4 Co-location Seating/Common Workspace 7.5 On-site Business Owner 7.6 Scrum Master 7.7 Sustainable Pace 7.8 Scrum of Scrums Experis 41

42 Incorporate Agile practices into an initial framework design Practices Within Capabilities Compliance Requirements Low Resistance, High Value Agile Framework Valuable Current Practices Experis 42

43 Pilot the Framework Begin with Training Leverage SME training and coaching Assess addressing high priority, high value items defined during the current state analysis Make corrections for areas where misunderstandings exist Experis 43

44 Review pilot results and adjust the framework Initial Pilot Findings Depict delays associated with adapting to new processes and self management Involve stops for re-training Showcase practices that work better than others Should drive adjustments to framework practices, where applicable Experis 44

45 Evangelize and socialize the agile roadmap Develop internal Agile coaches Send employees to seminars, workshops, conferences Establish an Agile roadmap for every Manager Encourage executives to socialize about Agile values Experis 45

46 Polling Question #3 Would or does agile have executive support in your organization? A. Yes B. No C. Unsure Experis 46 9/27/2012

47 Maximizing Business Value When Implementing Agile

48 Pick an Agile Lifecycle that best fits your Project Culture Condition XP Scrum Lean FDD AUP Crystal DSDM Small Team X X Highly Volatile Requirements X Distributed Teams X X X High Ceremony Culture High Criticality Systems Multiple Customers / Stakeholders X X X X X X ( ) Favor ( X ) Discourage ( ) Neutral Experis 48

49 Utilize MVP Analysis for Time, Scope & Cost Management during Release Planning Minimum Viable Product Experis 49

50 Promote Agile Quality Goals Best Practices Manage Risk Instill quality checks, but encourage team productivity Conduct Knowledge Management Measure Quality to Promote Team Goals User Acceptance Testing Coverage Ongoing Process Improvement Provide guidance through SME mentoring/coaching Drive consistency through Retrospectives Experis 50

51 Leverage or Consider Continuous Agile With Product Owners contributing and collaborating with Agile development teams on a daily basis towards What is the right thing to build, What does it look like How does it work Project Management Development AGILE Integration Via Lean - Kanban function boards or Test-Driven Development (TDD) Via builds after each change or frequent builds on a daily basis With releases to production after each functional change Delivery Quality Through automated unit, regression and integration testing Through sprint retrospectives and frequent process improvement and/or tailoring Improvement Experis 51

52 Measure Success Against Key Performance Indicators Ability to manage changing priorities 84% 6% Improved project visibility Increased productivity Improved team morale Faster time-to-market Courtesy VersionOne 77% 75% 72% 71% 5% 11% 13% 15% Got Better No Benefit Got Worse Don t Know Experis 52

53 Thoughts on Tools Pilot without tools Develop an effective process, then choose a tool that will work Main reasons for using tools: Unavailability of team war rooms Portfolio management Automate team metrics management The most effective and collaborative teams manage their projects with cards on a wall (even when using tools) Experis 53

54 Industry Perspectives. Bask in Agile s bright light, but don t be the moth to Agile s flame. Avoid the I have a hammer syndrome use Agile as a tool, not a religion. Agile Software Development And The Factors That Drive Success Forrester Consulting Letting the users experience what the application will look like and building the screens on the fly with the appropriate tools will ensure that the initial build of the app looks familiar to the users and is close to what they'll need once the application has been piloted or deployed. This alone will result in a higher chance for a successful development effort. Van Baker, Research VP at Gartner Leaders and employees see the ability to change and adapt as the key to long-term success. They do not fear or avoid change; they embrace it because their ability to manage change well is their primary advantage. The Agility Factor, Booz & Company Experis 54

55 Real Life Case Study

56 Case Study Organization Fortune 100 ecommerce Company Using a waterfall lifecycle Competitive business environment Main goal of projects is to not get blamed Formal signoff on requirements and estimates Average time spent on documentation and signoffs 3 months, projects 8 months Tried Agile 3 years ago and failed Assessment Interviewed 40 employees, followed flows Reviewed findings with management Suggested an initial Agile lifecycle that matched business model and team maturity Waterfall Model Conception Initiation Analysis Design Construction Testing Deployment VS Agile Conception Initiation Analysis Design Construction Testing Deployment Experis 56

57 Agile Pilot Results The Plan Created an Agile Core Team within the company Reviewed and refined suggested lifecycle with core team Identified 3 projects to pilot Agile on Trained pilot teams on the custom Agile lifecycle Coached teams through pilots The Results Average project time down to 4 months Project managers became Agile project managers Team collaboration up 60 % per surveys Product managers report better flexibility in dealing with business environment changes mid-project First delivery usually within 2 months (vs. 8 months) Us vs. Them feelings subsided Business more confident in projects Experis 57

58 Agile Post Pilot Results After the 3 pilots Took Agile across the enterprise (16 teams) Evaluated Agile tools for 3 months and helped the company make a selection Added Agile to the portfolio management process Scaled Agile to offshore teams in India and China Improved lifecycle constraints outside of the Agile teams: Time needed to provision environments Time needed for integration and release A model for production support Modified the Agile lifecycle to support localization and international applications Experis 58

59 Questions?

60 Dennis Baldwin Project Management, Business Analysis & Agile Service Line Manager Experis Development Solutions Practice mobile Tom Mullen Business Planning & Execution Service Line Manager Experis Development Solutions Practice mobile Experis 60

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