Teaching an Elephant to Dance Patterns and Practices for Scaling Agility Steve Povilaitis Enterprise Agile Coach LeadingAgile steve@leadingagile.com http://www.linkedin.com/in/stevepov/ Twitter: @stevepov
Agenda Why is it hard? Agile at Scale A Model of Agile Transformation
Agenda Why is it hard? Agile at Scale A Model of Agile Transformation
Agenda Why is it hard? Agile at Scale A Model of Agile Transformation
Why is it hard?
Agile is optimized for small teams
User Stories are too small in an Enterprise Context
Multiple teams introduce dependencies and coordination challenges
It s hard when We show what it looks like But Not How organizations will get there safely
Safety Successfully do your job Feed your family / Kids in college Viable over time
You have to align various perspectives Executive Management Performer
Safety is different depending on your perspective Executive Management Performer Supported Possible Demonstrate success
Safety is different depending on your perspective Executive Management Role clarity Success is measurable Maintain organizational influence Performer Supported Possible Demonstrate success
Safety is different depending on your perspective Executive Operational model aligned with the strategy Credible plan Demonstrate progress Management Role clarity Success is measurable Maintain organizational influence Performer Supported Possible Demonstrate success
Agile at Scale
Different s for Different Jobs
Services s These teams support common services across product lines. These teams support the needs of the product teams.
Product s These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services s These teams support common services across product lines. These teams support the needs of the product teams.
Programs s These teams define requirements, set technical direction, and provide context and coordination. Product s These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services s These teams support common services across product lines. These teams support the needs of the product teams.
Portfolio s These teams govern the portfolio and make sure that work is moving through the system. Programs s These teams define requirements, set technical direction, and provide context and coordination. Product s These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services s These teams support common services across product lines. These teams support the needs of the product teams.
Product & Services s
Product & Services s Scrum
Program s Product & Services s Scrum
Program s Product & Services s Kanban Scrum
Portfolio s Program s Product & Services s Kanban Scrum
Portfolio s Program s Product & Services s Kanban Kanban Scrum
Agile Governance
Market Research Release Targeting Story Mapping Story Backlog Develop and Test Story Review Task Ready Ready To Build Detailed Planning Task In Process Develop and Test Integration Testing Task Done Done Feature Complete Story Done SCRUM STORY Feature Breakdown Feasibility Study KANBAN FEATURE New Concept KANBAN EPICS Development Flow
The Portfolio Tier Idea list generation from multiple data feeds and sources New Concept Market Research Market Research Customer Research Field Feedback Business Case & ROI Competitive Analysis High Level Estimation Solution Cost High Level Architecture Risk Analysis Feasibility Feasibility Study Release Targeting Forced Priority Certainty Curve Detailed Architecture Feature Mapping Acceptance Criteria Estimation Backlog Detailed Planning Ready To Build Develop and Test Done All features are done Regression tests are completed Release Criteria are met
Portfolio Tier Ownership R A C I R A C I R A C I Product Management Product Management Customer Advocate Portfolio New Concept R A C I Product Management Product Management Customer Advocate Product Owner Market Research R A C I Product Owner Product Owner Portfolio R A C I Product Owner Product Owner Portfolio Feasibility Study Release Targeting Detailed Planning Ready To Build Product Management Product Management Customer Advocate Product Owner Product Owner Customer Advocate Portfolio Develop and Test Done Portfolio GATE RESPONSIBLITY Responsible - Those who do the work to achieve the task. Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable.
The Program Tier Feature List for the Parent Epic Feature Breakdown Estimate Sanity Check Spike Identification Review for Feasibility Review of Acceptance Criteria Story Spanning Story Tasking Story Mapping Develop and Test Story Review Story Writing MMF Estimating High Level Design UX Mockups Feature Testing Non-Functional Validation of Automated Tests Integration Testing Detailed Design Code Unit Test Code Review Functional Test User Story Product Owner Acceptance Feature Complete All Stories are done Feature Level testing is completed Defect criteria are met Feature Check list from RDS template Performance and Sizing Complete * Stand alone features must have these acceptance criteria (x, x, x)
Program Tier Ownership R A C I R A C I Product Owner Product Owner Product Owner Product Owner Customer Advocate R A C I Feature Breakdown Story Mapping Product Owner GATE RESPONSIBLITY R A C I R A C I Product Owner Product Owner Product Owner Story Review GATE RESPONSIBLITY R A C I Product Owner Product Owner Product Owner Product Owner Portfolio Product Owner Product Owner Develop and Test Integration Testing GATE RESPONSIBLITY Responsible - Those who do the work to achieve the task. Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. Feature Complete Product Owner GATE RESPONSIBLITY
The Project Tier Story List for the Parent Feature Story Backlog Task Ready Documented The User Story Acceptance Criteria Conversations Level of Value Level of Effort Design Assumptions Design Documented (optional) UI Documented (optional) SCRUM team completes the task Task In Process Approved task of 8 hours or less Task Done Task is done and communicated in the standup Story Done Coded Checked Into integrated build Simple Design Documented with Comments Automated Tests for New Features Tested Testing is complete Defect Criteria Met Automated Testing Passed Approved Feature Complete (Scrum Master) Test Complete (QA Lead) Accepted (Product Owner) * Stand alone stories must have these acceptance criteria (x, x, x)
Project Tier Ownership R A C I R A C I R A C I Product Owner Product Owner Customer Advocate Story Backlog R A C I Task Ready R A C I Task In Process Task Done Responsible - Those who do the work to achieve the task. Accountable - The one ultimately answerable for the correct and thorough completion of the deliverable. Consulted - Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed - Those who are kept up-to-date on progress, often only on completion of the task or deliverable. Product Owner Story Done
Agile Transformation
Understand Business Drivers Structure Predictability Economics Early ROI Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Define the Operational Framework Structure Built around teams Product focused Service oriented Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Define the Operational Framework Structure Portfolio Program Project Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Define the Operational Framework Structure Return on Investment Throughput/Cost of Delay Capitalization Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Introduce Change Incrementally Structure Independent Small Entrepreneurial Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Introduce Change Incrementally Structure Product definition Project management Technical and delivery Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Introduce Change Incrementally Structure Trust Accountability Adaptability Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Measure Improvement Structure Capability focused Objectively assessed Focus on sustainability Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Measure Improvement Structure Training Workshops Mentoring Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Measure Improvement Structure Demonstrable progress Outcomes focused Map to business drivers Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Manage Change Structure Quick wins Identify champions Centers of excellence Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Tie Back To Business Drivers Structure Predictability Quality Early ROI Metrics Assessment Measure Improvement Governance Change Management & Communication Targeted Coaching Guide Culture Form s Teach Practices
Slicing
Portfolio s Program s Product & Services s Kanban Kanban Scrum
Agile Pilot Portfolio s Program s Product & Services s Kanban Kanban Scrum
Sustainable Transformation
Intentionally Executive Operational model aligned with the strategy Credible plan Demonstrate progress Management Role clarity Success is measurable Maintain organizational influence Performer Supported Possible Demonstrate success
Thank you! Steve Pov Povilaitis LinkedIn: /stevepov Twitter: @stevepov Email:Luck Steve@LeadingAgile.com is not a factor. Hope is not a strategy. Fear is not an option.