Scaling and Measuring Agile Success

© 2012-2013 Eliassen Group. All Rights Reserved -1-

Scaling and Measuring Agile Success

© 2012-2013 Eliassen Group. All Rights Reserved -2-

Damon Poole

• Chief Agilist, Eliassen Group’s Agile Practice– Coaching: Transformation and Tune-ups– Training

• 22 years of process change: small co-located teams to multi-hundred team global enterprises

• Founder and past CTO and CEO of AccuRev• Creator of multiple Jolt-award winning products• Past President of Agile New England• Author of “DIY Agile Kickstart”• Consulted with Ford IT, Orbitz, Fidelity, Capital One,

ING Direct, and many others• Taught Agile techniques to thousands of people

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Agenda

• Scaling Agile• Organizational Support for Scaling Agility• Cycle Time – The Agile Adoption Forcing Function• Measuring Success

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Scaling Agile

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“Scaling”

• What do we mean by “scaling?”• A typical definition of scaling:

– Adding more resources adds proportionally more capacity for doing work

• Does traditional development scale?

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A Typical Iteration#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

Traveller wants to see their upcoming trips

Traveller wants to see their upcoming trips

2

Tom

Traveller wants to delete a booking

Traveller wants to delete a booking

1

Sue

Traveller wants to enter a booking

Traveller wants to enter a booking

3

Bob

Traveller wants to register with the system

Traveller wants to register with the system

3

Sue

Admin wants a report of site-wide activity

Admin wants a report of site-wide activity

5

Bob

Traveller wants to edit a bookingTraveller wants to edit a booking

2

Tom

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

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“One Piece Flow”

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

#define a b/** This is great code.*/

bool doStuff ( ) {index++;

}

Done! Done! Done!

Done!

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One Piece Flow All the Time – Kanban

Customers / Market

Product Mgmt

$$

Always Deliverable

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Organizational Support for Scaling Agility

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High Level SDLC Overview

RELEASE VEHICLE

SYNCHRO

NIZATIO

N

LOB CUSTOMERS / MARKETS

BUSINESS STRATEGY & PLANNING

BUILD, TEST, DEPLOY, & MAINTAIN

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AgileTraditional

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AgileTraditional

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AgileTraditional

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AgileTraditional

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Inspect and Adapt (Self-healing)

• Organizations, people, projects, markets are constantly changing

• Healthy Agile requires constant monitoring and adjustment

• Agile process improvement mechanisms– Standups– “Scrum of Scrums”– Retrospectives– Stop the line

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Escalation Tree

S109:00am –09:15am

S209:30am –09:45am

Daily standupManagement involvement

Action Items OwnerTeam Z’s build server is downCover Joe’s unexpected absenceResolve dependency between team X & Y

Rapid turnaround.

Action Items OwnerTeam Z’s build server is down JoeCover Joe’s unexpected absence SusanResolve dependency between team X & Y

Pat

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Escalation Tree

1 hour

Frequent Retrospective

1 hour

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Misaligned, Functional Goals

FunctionalGoals

✔ ✔ ✔ ✔ ✔ ✔

Project A Project B

Late, missing scope

Not as relevant as hoped

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Moving to Managing Business Value Delivery

• Switch to business value delivery metrics• Align everyone connected to a line of business

or product to the same goal: delivering of business value

• Examples:– Old

• number of defects found per release• coding tasks completed

– New• test coverage per new user story• # of story points associated with done stories

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Fully Aligned Goals

SecondaryGoals

✔ ✔ ✔ ✔ ✔ ✔

PrimaryGoals

✔ Project A Project B✔

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One Solution: Organize around Business Value Delivery

Line of Business A

Line of Business B

✔✔

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Top Ten Headwinds and Tailwinds

Area Traditional AgileDelivery focus Projects Products & releasesBusiness & IT interaction Big handoffs Daily interactionTeams Large, functional,

project-based, transient, & dynamic

Small, cross-functional, product-based, long standing & static

Metrics Functional, planbased

Team, business value delivery

Funding Full scope IncrementalFeedback loops Slow Very fastProjects per person 2-5 1Agile Skillset Low HighTools and technology Traditional Agile-orientedTest execution Primarily manual Automated & holistic

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1-CLICK DEPLOY

Enterprise Agility Model

AGILE OFFICE

I3I2I1

LOB CUSTOMERS

ESCALATION

ARCHITECTURERELEASE TEAM / OPS

EPICS

DELIVERY BASED MANAGEMENT

LOB BUSINESSLEADERS

DELIVERY BASED

METRICS

PORT

FOLI

O O

F PR

OGR

AMS

CAPA

CITY

BAS

ED IN

VEST

MEN

T

AGILE PROJECT MGMT

AGILE SCM

CYCLE TIME

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Cycle Time – The Agile Adoption Forcing Function

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Cycle Time

2 4 61 3 5 7

DevelopmentIntegration and

testingPreparation

9 11 138 10 12 14 15 1716 18

months

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A Typical Risk Mitigation Strategy That Can Increase Risk

• A Project is Prioritized after gathering requirements and doing estimation for multiple projects.

• This usually takes 3, 6, or more months.• Requirement gathering and scoping for

multiple projects takes time away from working on funded projects.

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Cycle Time

2 4 61 3 5 7

DevelopmentIntegration and

testingPreparation

9 11 138 10 12 14 15 1716 18

Proposing

Funding (picking)

months

18 month cycle time

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Cycle Time

2 4 61 3 5 7

months

9 11 138 10 12 14 15 1716 18

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Cycle Time

2 4 61 3 5 7

1 month iterations

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Pick Pick Pick Pick Pick Pick

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Cycle Time

2 4 61 3 5 7

1 month iterations

Prep

Do

Ship

3 month cycle time

Pick

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Measuring Success

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Measuring Success

• Profits• Net Promoter Score• Business value anecdotes• Value delivery rate• Agile capabilities

– Organizational– Team– Individual (by role)

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Value Delivery Vehicles

Your organization’s end-to-end delivery vehicle

Payload

40 cubic meters

Load

Deliver

Cycle Time

Rate of Value Delivery =Payload

Cycle Time

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Value Delivery Vehicles

40 cubic meters CoalGold

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Agile Maturity Indicators

StableAccelerates adoption

Slows Adoption

Impeded Transition Sustainable Agile Ideal

Metrics Function based Delivery based metrics are being tried, planned, or discussed

50%+ of metrics are delivery based. Old metrics are still being tracked and used

50%+ of metrics are delivery based and old metrics are no longer being tracked or used

Metrics are primarily delivery based

Progress tracking

Not implemented and/or doesn’t influence behavior

Progress is tracked using burnup, burndown, CFD or similar method and sometimes influences behavior

Progress is tracked and frequently influences the behavior of the team

Progress information usually influences the behavior of the team

The team proactively uses progress information to head off potential problems

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Relationship of Agile Maturity to Benefits

Agile MaturityAgile Maturity

Bene

fitBe

nefit

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The Path to Agility

Team Dynamics

Product

Engineering Practices

Process Mechanics

Team Structure

Organizational

Start

Per Team

44 Indicators

1 2 3 40

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The Path to Agility

Team Dynamics

Product

Engineering Practices

Process Mechanics

Team Structure

Organizational Support

Per Team

Example Goal

44 Indicators

1 2 3 40

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Q&A

Dropbox with Enterprise Agility Materialshttp://bit.ly/10hpvxb