Jorge Monterrosa MBA, PMP

Transcription

1 Frm Waterfall t Agile Jrge Mnterrsa MBA, PMP 10/16/2013 1

2 BIO Name: Jrge Mnterrsa, MBA, PMP 25+ years in SW dev and Prject Management UF Graduate (G Gatrs!) Wrked acrss multiple verticals: High Tech, Travel and Turism, Wireless, Natural Resurces, Gvernment, Insurance, Cnsulting, etc. Came int Agile in Aug 2004 Currently at Carnival Cruise Lines, Manager f Digital Technical Systems (75+ resurces), where we launched a Change Management Prgram in 2010 frm Waterfall t Agile (chsing SCRUM) CCL = 6 scrums + 1 supprt team 10/16/2013 2

3 Tday s fcus What t expect frm tday s sessin Frm the tp Waterfall versus Agile Readiness - Checklists D s and Dnt s Cntinuus Delivery Q & A SCRUM ecsystem 10/16/2013 3

4 What t expect This is nt a prescriptive sessin n step by step I will cver cre cncepts and dive deeper where apprpriate fr this class Why are yu wanting t change Key dimensins f ging t Agile Readiness assessments Planning Executin Measurements Reinfrcement Open discussin, sharing experiences frm thers Fter Text 10/16/2013 4

5 Waterfall Mdel The waterfall mdel is a sequential design prcess, ften used in sftware develpment prcesses, in which prgress is seen as flwing steadily dwnwards (like a waterfall) thrugh the phases f Cnceptin, Initiatin, Analysis, Design, Cnstructin, Testing, Prductin/Implementatin, and Maintenance. The waterfall develpment mdel riginates in the manufacturing and cnstructin industries; highly structured physical envirnments in which after-the-fact changes are prhibitively cstly, if nt impssible. Since n frmal sftware develpment methdlgies existed at the time, this hardware-riented mdel was simply adapted fr sftware develpment. [1] 10/16/2013 5

6 Waterfall Mdel Cnt d PROS CONS Since the 1970s (40+ yrs) Very detailed, sequential Clear beginning/end Early detectin f errrs Large, crss platfrm prjects Rigid, inflexible (scpe) Difficult t estimate with certainty Different teams at different times T lng befre users get t see results Waterfall Methdlgy 10/16/2013 6

7 Agile Mdel Agile sftware develpment is a grup f sftware develpment methds based n iterative and incremental develpment, where requirements and slutins evlve thrugh cllabratin between self-rganizing, crss-functinal teams. It prmtes adaptive planning, evlutinary develpment and delivery, a time-bxed iterative apprach, and encurages rapid and flexible respnse t change. It is a cnceptual framewrk that prmtes freseen interactins thrughut the develpment cycle. The Agile Manifest [1] intrduced the term in /16/2013 7

8 Agile Mdel Cnt d Fter Text 10/16/2013 8

9 Why Agile Methdlgy N dcumentatin r very little Develpment withut requirements Adhc prcesses r barely existent Little training required Self adjusting teams, n management layer Little versight, I d as I please and in shrt bursts Lse cmmitments and accuntability I cde half the time and brwse the internet half the time Pays me mre fr less Fter Text 10/16/2013 9

10 Why Agile Methdlgy N dcumentatin r very little Develpment withut requirements Adhc prcesses r barely existent Little training required Self adjusting teams, n management layer Little versight, I d as I please and in shrt bursts Lse cmmitments and accuntability I cde half the time and brwse the internet half the time Pays me mre fr less Fter Text 10/16/

11 Basics Same ld paradigm 10/16/

12 Real benefits in Agile Increased delivery f requirements by 300% Frm 1 year t every 3 mnths Quicker ROI Increased sales by ver 120% year f year Cnsistently grwn nline presence three years running Nw a majr pillar in verall sales Teams are empwered and energized Self adjusting teams Actively learning frm each ther and increasing their effectiveness Quality increases Small increments f functinality are deplyed Better mnitring is in place Prductin stabilizes quicker Fter Text 10/16/

13 Frm the tp Make n mistake ging frm Waterfall t Agile IS a MAJOR prject Change Management at the cre Six mnths t tw years fr first wave Optins D it internally (grass rts, POC) Vendr aided Senir spnsrship, Partnership and Decisin makers Funding is key MUST HAVE Team Supprt Training Other prjects dn t stp Fter Text 13

14 The prmised land Management s view 10/16/

15 But first a little pain The team has t jive Nt everyne gets it n the first try Three t six sprints t get a usable velcity Dne definitin stabilizes N pain N gain 10/16/

16 Readiness Being Agile is In, Cl, Prgressive, Hip but it s mre than that!! Here are sme key things t think abut: Cmpany s Culture Dn t try t change it Business landscape Are there key drivers within the cmpany r ecnmy driving the search fr faster slutins? Are yu lking t change the entire IT department r just yur immediate team Size DOES matter. N shtgun apprach, start small and then scale ut Hw is the mney allcated? Can yu easily get additinal resurces as the need arises? Timelines flexible? Can yu affrd t take a crack at it and if failure try again? Prduct fits well fr agile? Is this a centralized SW scpe with ne clear wner r multiple wners with variant degrees f cntrl and demands nt always aligned with each ther? Fter Text 10/16/

17 Readiness Cnt d Jrge s 10 Pint checklist 1. Strategy Des the business and IT have a clear picture f what s needed (Themes and Epics, priritizatin scheme) 2. Partnership and Cmmitment - Is the business ready t cmmit dedicated resurces and wn the results (beginning t end Prduct Owner); Dedicated resurces in IT: Scrum Masters, BAs, Tech leads, Devs, Testers, Supprt 3. Funding Is there mney behind this change? Bth in supprt f external help, training, adaptatin, tls, mnitring and cntrlling? Staffing Pattern crss functinal team (5-10) dedicated 4. Training Ramp up, Caching, Lessns learned 5. Envirnments and Tls: Devs, Single/Multiple builds, Systest, TFS Autmatin, UAT, Security, Staging, Mnitring; Tealeaf, Splunk, Omniture, Other 6. Autmatin build faster, scan faster, test faster, deply faster 7. Quality Assurance Quality Cntrl and quality gates 8. Pipeline management Release management, scrum f scrums 9. Reprting Metrics and Auditing, Dashbards 10. Gvernance Funding, Scpe assignment, Standards, KPIs Anther example by Elena 10/16/

18 Enugh abut Readiness Hw d we get there? 10/16/

19 An Apprach Cming up with a Plan 7 key areas 1. Understand yur immediate target audience - Interview team members (get perspectives, readiness level, supprters) 2. Alignment with the business spnsrs - Meet with key stakehlders and business spnsrs; cnfirm their understanding n what yu are abut t launch 3. Extract key drivers (technical and business drivers fr change) - cmmn themes and value add dimensins 4. Chse an agile methdlgy Need a framewrk t guide yur team 5. Prepare dcumentatin Rules f engagement, presentatins and cmmunicatin plan 6. Execute Deply POC, measure and reprt; cmmunicate 7. Supprt Cach, remve bstacles and reinfrce where needed Determine key team members POC shuld cntain yur tp supprters fr change (bth technical and business) Prepare marketing plan YES marketing plan; ut f sight ut f mind Ensure timely feedback t key decisin makers n prgress f POC This is a mental state and a Jurney Fter Text 10/16/

20 D s Cnfirm cmpanies readiness Ensure at least ne business senir management leader (preferably CXO level) is behind yu Clear budget Mney DOES mve everything Plan fr transitin Org charts (ld and new teams) Capacity Plan - Bth frm yurself and targeted team Cnsultants Dn t be a Her; bring utside help Standard peratinal variables QA Framewrk and tll gates Quality Cntrl Testing and Autmatin Builds and integratin Cnfiguratin Management DevOps Fter Text 10/16/

21 Get yur best resurces POC Peple wh are excited abut it Peple wh can drive with little directin Prven perfrmers Get a small risk prject D s Cnt d Chse a prject well start small and scale slwly Yu ll need at least 6 mnths befre yu can claim sme victry Prduct Centric Mdel Get buying frm the business t structure a PCM Align yur scrums t prduct lines Training Ensure everyne gets a slid baseline Agile methdlgies are inherently lean but everyne needs t see the same picture Everyne shuld use the same terms and they shuld mean the same t everyne Time bund Cmmit t a trial perid and then measure - POC Give SCRUM a try it s a prven methdlgy QA / QC This is VERY imprtant, have a Test Plan Autmatin In rder t achieve yur maximum yu ll need this Technlgy Chse yur tls carefully, they will make yu r break yu Fter Text 10/16/

22 Dnt s Grass rts May wrk shrt term but it wn t g far Scattered team N full cmmitment frm team Dn t start if yu are nt truly ready Nt enugh funding Leadership Prperly trained resurces Prduct Owner Scrum Master Technical Lead Business Analysts Under estimate Scaling ut (1 t many) versight layer Pipeline management Release management Fter Text 10/16/

23 Dnt s Cnt d Tls dn t underestimate the criticality f tls Supprting teams Dn t be alne, it s a family Cnfiguratin Management Engineering Prductin Supprt Under cmmunicate Key dcumentatin, mdel relatinship f agile teams and business ; ther IT teams Estimatin mdels Waterfall and Agile (it s a reality) New resurces Plan fr adequate training and integratin (scrum masters, BAs) Fter Text 10/16/

24 Executing The Change Management Prgram (This is nt just a dev exercise) 10/16/

25 Managing Cmplex Change Dr. Mary Lippitt 10/16/

26 Building Cmmitment Prcess absrptin 10/16/

27 Cntinuus Delivery All frces need t align acrss all supprting teams t have a well iled delivery machine Cntinuus Delivery is a cre cncept t Agile CM, Integratin, Autmated builds, Scans, Autmated Tests, Deplyments (DEVOPS) Prductin mnitring Did ur deplyment succeed? Hw d yu knw? Tls Tealeaf, Splunk, Omniture, Other lgs System behavirs Sales are the same r did they drp/increase? Call center vlume? Adaptive mnitring Fter Text 10/16/

28 Take Away Eye n the prize 10/16/

29 Q & A Fter Text 10/16/