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AgileWars
Rob PhillipsPrincipal Solutions Architect
AgileCraft
5 Key Ingredients to Awaken Agile
Execution
@RLPJACKET@GoAgileCamp
5 Key Ingredients to Awaken Agile Execution
1. Agile Vocabulary 2. Business Agility
4. Empowerment / Tooling
5. True “Change” Culture
3. Vertical Bi-modal
7
Size Value Productive Capacity Time
Story Points
Projects / Programs
Requirements
Agile Traditional
Features
Themes / Epics
Hours
INSTITUTE A COMMON LANGUAGET E R M S A N D L I N G O N E E D T O B E A L I G N E D E A R L Y
Bimodal Rosetta Stone
9
INSTITUTE A COMMON LANGUAGET E R M S A N D L I N G O N E E D T O B E A L I G N E D E A R L Y
CLARIFY OVERLAPPING AGILE TERMINOLOGY AS WELL!
Initiative / Epic / Features / JIRA Epics / Fix Version / Program Increment / Sprint / Release
10
Drive a Cross-Enterprise Collaboration Model
11
SAFe XP & Agilist Certifications
11
Project Managers
Executives
TestersProduct Managers
Developers
Change Agents
Training: Foundational Ingredient to Scale
e.g. Scaled Agile Training:
11
STATE OF AGILET H E B A S I C S
1st Generation - (approx. 1994 – 2002) searched for and found a different way of building solutions focused on small teams of developers.
2nd Generation – (approx. 2002 – 2010) realized requirements & testing must be agile as well to create development flow.
3rd Generation – (approx. 2010 –present) builds on development flow and deals with scale, value stream, product lines, portfolios and integration to strategy and the rest of the enterprise.
Courtesy of SolutionsIQ
14
1. Treat each traditional “project” as an agile epic
2. Attach intake and project justification to the epic
3. Prioritize the epics with scoring, etc. based off of value and effort.
4. Attach the strategy and strategic themes to the epic.
MAKE A CONSISTENT LINK TO THE PROJECT (1)L I N K T H E B U S I N E S S T O T H E T E C H N O L O G Y I N R E A L T I M E
15
4. Attach budgeting and resourcing to the epic to drive financial reporting.
5. Use the epic as a common reporting layer for the executives.
6. Attach governance and guard rails to the epic (as lightweight as possible).
MAKE A CONSISTENT LINK TO THE PROJECT (2)L I N K T H E B U S I N E S S T O T H E T E C H N O L O G Y I N R E A L T I M E
16
• Business case driven, projects are funded through stage gate approach
• Demand side: Includes revenue projections, positioning, NPV analysis,
• Cost side: Includes time to completion, costs, resources, dependencies, etc…
• Weight, score, and rank
IdeationBusiness Case Dev
Scoring Review Approval
Epic A
Epic E
Epic X
Epic F
Epic Q
PortfolioBacklog
Value Based Intake Process
CONSTRUCT A UNIFIED FLOW
D E F I N E A C E N T R A L I N T A K E & D E L I V E R Y P R O C E S S T H A T W O R K S W I T H A G I L E
17
Coined by Gartner in 2014, bimodal development refers to the existence of both agile and waterfall style development processes co-existing in the same IT organization.
This typically necessitates separate tools and processes for each mode.
Think SprinterShorter Cycle Times
Agile, Lean, Kanban, etc.
Agile
2
Think Marathon Runner
Longer Cycle TimesWaterfall, V-Model, etc.
Traditional
1
BIMODAL DEFINEDK E Y C H A L L E N G E
21
FOUR LEVELS OF SCALE
ENTERPRISE
ExecutivesExecutive PMOFinance
Creativity is the key to success
Lorem ipsum
PROGRAM
Product ManagersProgram ManagersRelease Train Engineers
Creativity is the key to success
Lorem ipsumTEAM
Development TeamsQuality TeamsService Delivery Teams
PORTFOLIO
Portfolio ManagersProject Management OfficesBusiness Owners
K E Y C H A L L E N G E
24
THE ORIGINAL GAP – CONNECTING THE TEAM
ENTERPRISE
ExecutivesExecutive PMOFinance
Creativity is the key to success
Lorem ipsumPROGRAM
Product ManagersProgram ManagersRelease Train Engineers
Creativity is the key to success
Lorem ipsumTEAM
Development TeamsQuality TeamsService Delivery Teams
PORTFOLIO
Portfolio ManagersProject Management OfficesBusiness Owners
K E Y C H A L L E N G E
25
THE BIMODAL GAP
ENTERPRISE
ExecutivesExecutive PMOFinance
Creativity is the key to success
Lorem ipsumPROGRAM
Product ManagersProgram ManagersRelease Train Engineers
Creativity is the key to success
Lorem ipsumTEAM
Development TeamsQuality TeamsService Delivery Teams
PORTFOLIO
Portfolio ManagersProject Management OfficesBusiness Owners
K E Y C H A L L E N G E
26
TWO MINDSETS NEED TO COEXIST … NOT COLLIDE
Lean AgileTraditional
PlanningBudgeting
Dependency Mgmt.Progress Reporting
GovernanceImproving
K E Y C H A L L E N G E
27
THE FOUR STAGES OF BIMODAL EVOLUTION
01
Most Common
Most common scenario is
some teams are agile and
some traditional but portfolio
management is traditional.
T
T T
A A T
A A T T
Vertical Bimodal
For some, the enterprise has
a traditional business
operating model often with
constraints such as finance
or regulatory - but all teams
are going agile for delivery.
T
T A
A A A
A A A A
03
Top-to-Bottom Agile
Many organizations aspire
to achieve true top-to-
bottom enterprise agility
04A
A A
A A A
A A A A
K E Y C H A L L E N G E
Gartner Bimodal
Gartner outlined Bimodal
for organizations that
bucket projects based on
best fit.
T
TT
AA TT
AAA TTT
02
28
• Work:
• An epic is a project / a project is an epic
• Think of epics, features, and stories as 3 levels of waterfall planning
• Money:
• Translate story points into financial metrics using velocity and cost centers
• Time:
• Align to the organizations current strategic planning process
CONSTRUCT A UNIFIED FLOW
D E F I N E A C E N T R A L I N T A K E & D E L I V E R Y P R O C E S S T H A T W O R K S W I T H A G I L E
30
Bring The People To The Work“The Individual is the productive resourcing unit”
Agile Team
Bring The Work To The Team“The Team is the productive resourcing unit”
To
Traditional Project Team
BLEND METHODS OF CAPACITY PLANNING
G E T E V E R Y T H I N G B A C K T O D O L L A R S A N D T I M E I N O N E P L A C E
31
1. Define your Agile Teams – “allocate” resources to those teams
2. Define who’s available for “shared allocation”
3. Define their skills
4. Blend your projects
• Breakdown work and assign as much as possible to agile teams
• Indicate on the epic (e.g. project) intake form what additional skills are required to staff the project above and beyond what the team will do
• Assign additional resources to the “project” as needed based on availability”
BLEND METHODS OF CAPACITY PLANNING
G E T E V E R Y T H I N G B A C K T O D O L L A R S A N D T I M E I N O N E P L A C E
32
This is an example of a summary project health oriented operational status report showing the project management / health oriented info for the projects planned for a Program or Agile Release Train for the specified period. The rows shown would be the funded projects for the period – Column selection for display is highly configurable
• Enterprise Agile Tooling Must Embrace Team Diversity
• Team Practice “Guard Rails” to Manage Dependencies
• Corporate Portfolio Visibility & Alignment across teams
3 Core Enterprise Agile Tooling Needs
35
Enterprise Agile Tooling
Empowerment Example
# Stories & Story Points
Jira
Ep
ics
ma
p t
o F
eatu
res
# Stories & Story Points
Iteration mapping
36“If you put fences around people, you get sheep."
• Map dependencies between teams and work items –note differences in time targeting –Translation needed
• Tie dependencies to the value at risk if they are not fulfilled
• Use dependencies to visualize complexity in your projects and weakness in your architecture
• Have a plan to reduce dependencies
ONE PROCESS TO MANAGE DEPENDENCIES AND RISKS
H A V E A U N I F E D W A Y T O M A N A G E R I S K A N D A L I G N H A N D O F F S B E T W E E N T E A M S
37
PRODUCTORGANIZATIONWORK RELEASE
REPORTING
VALUE
STRATEGY
PLANNING
ENABLE MULTI-DIMENSION REPORTINGE N A B L E E X E C U T I V E S , P O R T F O L O S , P R O G R A M S & T E A M S W I T H O N E S O U R C E O F T R U T H
39
Culture eats strategy for breakfast. – Peter Druker
42Michael Sahota & Olaf Lewitz - http://agilitrix.com/2014/03/wholehearted-manifesto-we-value-people/
5 Key Ingredients to Awaken Agile Execution
2. Business Agility
4. Empowerment / Tooling
5. True “Change” Culture
3. Vertical Bi-modal
44
1. Agile Vocabulary
EnterprisePortfolio
Value Stream / SolutionProgram
TeamPREDICTABILITY,
SPEND & RESULTS
STRATEGY,GOALS,
& PRIORITIES
DRIVE AGILITY FROM TOP DOWN AND BOTTOM UPK E Y T A K E A W A Y S
45
[email protected] @RLPJACKET