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Are you ready to maximize the impact of delivering in an agile framework across your organization, yet challenged by scaling agile beyond the team level to the program and portfolio levels? Transforming a larger organization to agile requires deliberate change and coordination. While there are frameworks developing, such as the Scaled Agile Framework® (SAFe™), the solutions to your specific organization challenges may look different. Attend this 2-part webinar series for insights into what you need to know to take agile to the next level! Part 1: Join SD Times Editor-in-Chief David Rubinstein and Agile Coaches Dave Gunther and Mike McLaughlin, who will explore the five key questions organizations need to consider when scaling agile to the program and portfolio levels including: • How should we organize? • How will we communicate? • How, what and where will we prioritize? • How can we facilitate decisions & plan effectively? • How can we deliver predictably at scale?
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© 2014 VersionOne, Inc. 1
© 2014 VersionOne, Inc. 2
A few logistics…
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Featuring
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Thank you for joining us today!
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1. Organization
2. Roles & Responsibilities
3. Communication & Coordination
4. Practices & Tools
4 Key Areas of Focus When Scaling
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Complexity
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…but vertical layers in enterprises remain insulated from each other…
We’ve gotten pretty good at eliminating silos within teams, and delivering working software at the team level…
…and we still aren’t good at delivering working products and services that are the composites of the work of multiple teams.
Size & Value
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Complex enterprises struggle with agile when no single agile team or single iteration produces one cohesive unit that provides value to the customer.
Minimally Marketable Feature
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Often, although teams may be able to produce working software, the larger organization doesn’t have the capability to integrate and deploy the composite products and services.
The Work of Multiple Teams
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Underlying this is a disconnect between the people investing in the creation of the products and services and those actually creating them.
The Disconnect
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It isn’t working.
Reliance on Tradition
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Organization
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SAFe
SAFe
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The House of Lean
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Roles & Responsibilities
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The Team is the Thing
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Team Roles Members and Purpose
Development Team Designers, Coders, and Testers that deliver
working software
Component Team A type of development team that maintains a
software component consumed by other
development teams
Feature Team A type of development team that delivers product
features
Product Owner Responsible for ROI, defines & prioritizes
backlogs, accepts work by the team
Scrum Master Serves, leads and facilitates for the team
Team Level Roles
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The Program
Scrum Imperative: “Deliver customer value every iteration/sprint.”
We need a way to systematically and predictably integrate the work of multiple teams into something that IS valuable to the customer…
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Program Roles Members and Purpose
Release
Management Team
Product Managers, business stakeholders, and Program
Managers who determine the readiness of a product
for release
System Team Testers and other people that build, integrate, and test
a complete product or system (or subsystem)
Product
Management
Owns the solution as a whole. Ultimate responsibility for
end-to-end solution.
Program Level Roles
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A huge disconnect persists at the portfolio (“executive”) level in enterprises struggling to adopt agile. The PMOs are often treated as black boxes into which demands and budget are placed, along with unrealistic expectations.
Ideas and money go in…
Perfect software comes out!
The Portfolio
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Portfolio Roles Members and Purpose
Product Leadership
Team
Business stakeholders, Product Managers, and
development leaders that collaborate on portfolio
direction
Enterprise
Architecture Team
Senior technical leaders and Architects that manage the
technology strategy
Agile
Transformation
Team
Representation from all areas of the organization
(primarily the Agile PMO/Center of Excellence,
Communities of Practice/Interest; business, technical,
agile coaches, consultants, et al. Anyone passionate
about transforming the organization
Portfolio Level Roles
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Communication & Alignment
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Communication & the Manifesto
• Individuals & Interactions
• Collaboration
• Face-to-Face Communication
• Business People and Developers Working
Together…
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• Key Alignment Areas
– Vision / Goals / Objectives
– Priorities
– Content
– Dependencies / Impediments / Risks
– Plans & Forecasts
– Capacity vs Load
– Architecture / UX
– Knowledge
Communication & Alignment
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• Enablement
– Embrace Technology
– Prepare Facilities
– Schedule Synchronization Ceremonies &
Attendance Expectations
Communication & Alignment
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Capitalize on a cadence!
Communication & Alignment
Team B Sprints
Team A Sprints
Program A
Planning Cadence
Program B
Planning Cadence
Portfolio Funding
Cadence
Synchronization Opportunities
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1. Focus on Quality
2. Broaden Good Practices & Ceremonies
3. Expose & Coordinate the Value Delivery Hierarchy
4. Think Lean
Practices & Tools
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Practices & Tools – Engineering Practices (XP)
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• Scale Agile Activities
– Grooming
– Planning
•Prioritization
•Estimation
•Planning
– Broaden Demos & Reviews
– Retrospectives
Practices & Tools (Ceremonies)
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Practices & Tools (Ceremonies)
Team B Sprints
Team A Sprints
Program A
Planning Cadence
Program B
Planning Cadence
Portfolio Funding
Cadence
Story Grooming & Ranking
Sprint Planning
Sprint Reviews
Sprint Retrospectives
Feature Grooming & Ranking
Release (PSI) Planning
Program Release Reviews
Program Retrospectives
Initiative Grooming & Ranking
Portfolio Planning & Funding
Portfolio Reviews
Strategic Retrospectives
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Manage the Value Delivery Hierarchy
Practices & Tools
Portfolio Investment
Program Delivery
Team Delivery
Big Initiatives
Features
Stories
Releases
$$$
Development
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Practices & Tools
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Value Delivery
Portfolio Investment & Outcomes
Program Delivery
Team Delivery
Big Initiative Priorities
Feature Priorities
Story Priorities
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Priority & Capacity = Optimum Delivery ($)
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
Portfolio Priorities
Program Priorities
Team Priorities
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Practices & Tools – Lean Principles
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Summary – 4 Key Areas for Change
Scale
Time
Team
1. Organization 2. Roles & Responsibilities 3. Communication & Alignment 4. Practices & Tools
Change
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Email a description of your challenges with scaling agile
to enter into a drawing for a
FREE Onsite Agile Assessment
Email: AgileLIVE@VersionOne.com
Entries are due by March 5th
What are your challenges?
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• Please submit any questions in the Q&A panel on your console.
• Next steps
Q&A
• Participate in Part 2, February 26, Noon – 1 pm ET
• Stay tuned for info on the next AgileLIVE webinar series!
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Thank you for joining us today!
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Presentation Credits
• ‘The Number Sense: How the Mind Creates Mathematics
by Stanislas Dehaena
• ‘Enterprise Agile Made Easier’
by Andy Powell and Lee Cunningham
• ‘Agile Software Requirements’
by Dean Leffingwell
• ‘VersionOne State of Agile 2013 Survey – 8th Annual Report
www.stateofagile.com’
• Contributors: Satish Thatte & Lee Cunningham, both VersionOne Agile
Coaches & Product Consultants
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