Enterprise Agile at Symbian and Nokia

Transcription

1 Enterprise Agile at Symbian and Nokia Making Agile Happen in a Very Large Organisation Nick Clare, David Hicks, Peter Measey, Josef Bacher Scrum Gathering, Munich, October 2009

2 Who We Are Nick Clare Nokia Principal Agile Coach Certified ScrumMaster Testing Specialist for 20 years Process Improvement David Hicks RADTAC Using Scrum since 1998 Agile Alliance Founder in 2002 Certified Scrum Trainer Other Certifications DSDM Trainer Agile Leadership Practitioner Peter Measey RADTAC Josef Bacher RADTAC

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4 RADTAC Specialists in Agile Enablement and Delivery Founded in UK in 1998 Scrum, XP, DSDM and Lean Traditional methods as well Track record in enterprise Agile transformations

5 Nokia Corporation Very Large Homogeneous Mass consumer products Mobile phone hardware Phone software Merger with Symbian The Initial Target System Software staff (1200+ engineers) Geographically distributed Mergered organisations

6 Agile Model Scrum "with a pinch of XP" 3-Layer Enterprise Agile Clusters and s Scrum Component Teams Programme Epic Owner 1 Feature Owner 2 Package Owner Key Internal Customer ( What not How ) For OSS Issues Engineering Lead For Technology Issues Product Owner Scrum Team 3

7 A Puzzle... Is there a role for a Project Manager in this model and if so, what is that t role and how do we make a success of it?

8 Epics, Features and Stories Nokia techno ology st tack Epic 1 F1 F2.1 F2 F2.2 F3 Application Epic Coarse-Grain Feature Fine-Grain Feature Story Coarse-Grain Features (e.g. F3) are statements of requirement that deliver F2.3 customer-value Hardware Fine-Grain Features can be delivered in a Train by a single Component Scrum Team are the unit of planning

9 Layer 2 Events 2-3 weeks before Train Boundary Up to 1 week before Train Boundary Within a few days of the last contributing Checkpoint Up to 1 week after Train Boundary Train = multiple l Sprints to fit a fixed period e.g. two months time Checklist Train Objectives Checklist Project j Project Checklist Programme Programme Checklist Seminar Checkpoint Project Checkpoint Programme Checkpoint Rough Plan Detailed Plan Delta Project Plan Programme Plan Top-down plan of Fine Grain Features by each Bottom-up plan of Stories per cross checked with Top-Down Plan Plan of FGFs by each project synthesised from plans of each relevant Plan of CGFs by each programme through synthesis of plans from each project

10 A Puzzle... How to maintain integrity of a vertical Feature when it has to be delivered d by many Scrum Component Teams?

11 RADTAC Training and Education Scrum Team Members Product Owners Internal Coaches Scrum Masters Managers, Architects etc. 2 day Tailored Agile Training 1 day Advanced Product Owner Skills 1 day 1 day Advanced ScrumMaster Skills Agile PM 2 day CSM 2 day Coaching Skills ½ day Master Classes Ad-hoc Bi Briefings 1 day Conversion

12 RADTAC and Internal Coaching RADTAC Coaches Agile Rollout PM Project Communication Coach the Coaches Seminar Facilitation Principal Internal Coach Scrum Teams Internal Coaches Scrum Coaching and Assessment Scrum Teams Feature Area Team Story-based Coaching Acceptance Criteria BRAG Status

13 A Puzzle... What skills and attributes do you need to be an Internal Agile Coach and how do we get the right kind of people on board?

14 Corporate Culture Software engineering Manufacturing industry based Productivity focused Individualistic, highly educated Academic, opinionated Absence of cascading communication Nothing is enforced Individualistic id Collectivist i t Can be hierarchical Individualistic Conservative Relatively un-hierarchical Relatively hierarchical Collectivist Very hierarchical

15 Stakeholder Management Selling Agile Productivity vs. Value added Measuring ROI Measuring rollout Investment of time Full time PM Power Keep Manage Satisfied Closely Just Keep Monitor Informed Interest

16 A Puzzle... How does a Layer 2 team of Architects, POs, PMs, Managers etc. in different time zones do its together?

17 Conclusions Stakeholder management is key Structured rollout Scaled model Timescales in years rather than months Benefits real but not measurable