Handout: 'Agile Methodology: What's the Big Deal?

Local Touch – Global ReachSogeti USA

Agile Methodology: What's the Big Deal?How to Start an Agile Transformation

Presented at the 2014 January BDPA-Cincinnati Chapter Meeting

Presented at the 2013 Southwest Ohio PMI Chapter April Mega Event

www.us.sogeti.com2012 Copyright

Presented at the 2013 Southwest Ohio PMI Chapter April Mega Event

Presented at the 2013 February Agile Cincy Membership Meeting, Cincinnati, OH

Presented at the 2012 PMI North American Global Congress

Vancouver, BC, CA

Presented at the 2012 IBM Rational Innovate Conference

Orlando, FL

Local Touch – Global Reach

Agenda

• Background on Company

• Typical IT Environment

• Why Chose Discipline Agile?

3www.us.sogeti.com2012 Copyright

• Transformation Strategy

• Transformation Results

• Benefits

• Questions and Answers

Agile Transformations are a Marathon, Not a Sprint!


About The Company

Client A

� Fortune 100 company

� 2013 sales: $96.8B+

� Hold #1 or #2 share in 38 of our 42 major markets.

� 35+ manufacturing plants supply 2 out of every 5 corporate brands units sold

� 335,000+ associates


IT Organization

� 1,270+ associates

� Certified Scrum Masters & Project Managers


Typical IT Environment



Typical IT Environment

Project/Program Mgmt

Tiered Environment


Software Development/

Support

Infrastructure


Approx. 60% of project

completed before

capital is given.

Typical Project Delivery Duration

Initiate Define Reqs. Analysis Design Construct Test Implement Close

2 mons 2-3 mons. 4-8 mons. 2-3 mons. 3-4 mons. 6-8 mons. 6-8 mons. 3 mons. 2 mons.

TGw TGx TGy TGz

TRbTRa TRc


13 – 20 mons.+1 yr

30 – 48 month durationsApprox. 2.5 to 3.5 yrs

ROI/IRR


Why Choose Disciplined Agile

• Formal governance

• Teams need to stick to a [release] plan

• Measurements

• Role clarity

• Transparency


• Transparency

• Faster, Cheaper, Better® Directive

• DevOps


Agile Scaling Model (ASM)

Disciplined Agile Delivery

Core Agile Development• Focus is on construction• Goal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing manner

• Value-driven lifecycle with regular production of working software

• Small, co-located developing straightforward software


Agility@Scale• Disciplined agile delivery and one or more scaling factors applies

Disciplined Agile Delivery• Extends agile practices to address full system lifecycle• Risk and value-driven framework• Self organization within an appropriate governance framework

• Refined solution due to involvement of core and extended team members

Source: Ambler, Scott Disciplined Agile Delivery


Faster, Cheaper, Better®

Value Productivity


Quality Predictability


Scaling Factors

Team Size Under 10 Developers 1000s Developers

Geographically Distributed Co-Located teams(same room) Globally Distributed Resources

Enterprise Discipline Project Focused Enterprise Focused

Problem Domain Straightforward Emerging / Intricate

Compliance Low Risks Critical / Audited (ISO 9000, CFR 21)


Project Complexity Homogenous Heterogeneous / Legacy

Organization Distribution Collaborative Contractual(Single Organization) (Multiple Vendors)

Organizational Structure Flexible Rigid


Scaling Factors

DiPD™ Area of Focus Description Scaling Factors

Risk Value Life Cycle Iterative Risk Management Expand to the entire project lifecycle, not just software development

Release Planning Iterative Development Core practices found in SCRUM

Whole Team Team Development To help overcome the organizational structure


organizational structurefactors that can negate team development

Shared Vision User Story Driven Development

Core practices found in SCRUM

Business Value Focus Business Case

Product Owner Acceptance

A measure to ensure working software is planned for, developed, tested, demonstrated, and delivered at the end of each iteration

Disciplined iterative Project Delivery™


Transformation Strategy

• Enterprise transformations within any company are difficult in the best of circumstances and usually must be staged across its organization and spread out over time.

• Knowing this, one option is to create a hybrid delivery framework with a focus on an iterative approach for strategic enterprise capital projects based on a common set of principles.

• It is important to think of the effort to create the iterative delivery framework as

Readiness


create the iterative delivery framework as a project.

• As such, there are steps as it progresses.

Deployment

Support

Coaching


Agile Readiness

• The goal of the readiness step of the Agile adoption is to understand the current state of the project team and stakeholders.

• Setting Expectations for change.

• Establishing an overall strategy and plan for the engagement.

� Identify an Agile Coach

� Establish a strategy and roadmap for implementing agile

� Establish the agile methodology and practices framework


� Establish the agile methodology and practices framework

� Determine suitability of projects – Decision Matrix

� Establish periodic progress meetings

� Assess engineering practices and agile mindset of the team

� Focus on having an agile mindset and cultural shift

� Identify a pilot project

� Co-locate the project team


Agile Deployment

• The goal of the deployment step is to execute the Agile approach and practices and help the team apply them to the project.

�Set up the agile planning tool

�Provide agile training

�Deploy the agile methodology and practices

�Hold periodic meetings to ensure deployment is on track and


�Hold periodic meetings to ensure deployment is on track and directionally correct


Agile Support

• The goal of this step is to provide the necessary support (tools, data gathering techniques, resolution of issues) to the pilot team deploying the iterative project delivery framework, and to improved as appropriate

• During this step meetings between the scrum master and project manager accomplished the following:

�Provide additional focus on tools and automation

�Meet with and educate cross-functional managers, stakeholders


�Meet with and educate cross-functional managers, stakeholders

�On-board new team members

�Report to senior management the pilot team’s progress

�Collect and record metrics


Agile Coaching

• The goal of this step is to provide the necessary coaching and mentoring to the pilot team deploying the agile framework, and the validation to ensure that practices have actually been implemented and improved, as appropriate

• During this step an agile coach was used to:

�Provide continued coaching and mentoring

�Provide in-session validation of practices


�Provide in-session validation of practices

�Provide periodic check-in meetings to monitor direction

�Provide periodic agile assessments to gauge adoption level

�Provide additional focus on tools and automation

�Groom local agile coaches – identify and energize the agile user group


Create a Book Club

Lyssa Adkins, CST, PMP



Transformation Results









Benefits



Timeline Comparison

Initiate Define Reqs. Analysis Design Construct Test Implement Close

2 mons 2-3 mons. 4-8 mons. 2-3 mons. 3-4 mons. 6-8 mons. 6-8 mons. 3 mons. 2 mons.

30 – 48 month durationsApprox. 2.5 to 3.5 yrs

Features Delivered:Fiscal Year 2011


Release 3 Release 4 Release 5 Release 6

3 mons. 2.5 mons. 3.75 mons. 3.25 mons.

12.5 month durationsApprox. 54 weeks

Features Delivered:i. Shopping Listii. QR Code Scaniii. Loyalty Pointsiv. Weekly Adsv. Rx Refillsvi. My Storevii. User Profileviii. Digital Couponsix. FAQsx. Customer Feedback


Product Owner Feedback

“I am proud that the team each contributes and wants to make the

product better, and that we can/have been able to maintain an

environment that fosters that inclusion and sense of freedom to

contribute; each and every team member adds value each and every

day … we have pushed the platform well beyond the expectations of

any one individual in the group, and the shared vision is much

stronger than any one could have imagined initially … we've done this


stronger than any one could have imagined initially … we've done this

all on a (relatively) low operational run rate, and are gaining in

efficiency and through-put.”

- Director, Client A, Print and Interactive Communications, Advertising, and Gift

Services Dept.


Q & ARaffle


Raffle


Contact Information:

Gerald D. Smith, MBA, PMP, CSP

[email protected]

Phone: 513-325-6513


Phone: 513-325-6513

Linkedin: http://www.linkedin.com/agilecounsel

Twitter: @gds005

Blog: http://gsmithcsp.wordpress.com


www.us.sogeti.com2012 Copyright

Thank you


References

� Ambler, Scott. Agile Criteria, Common Agile Scenarios. “Scaling Agile Software Development for IT with Rational Tools: A Detailed View”,

� Ambler, Scott What is Agile, Measurement Challenges. “Introduction to Agile Delivery Workshop”

� Kroll, Per. “Measuring the Results of Your Agile Adoption - Using the Measured Capability Improvement Framework”


Measured Capability Improvement Framework”

� Rivera, Ted, Richard, Ed. Core Iteration Metrics. “Agile and Lean Metrics: Quantifying Agile Adoption and Business Contribution across the Entire Value Stream”

� ScrumSenses, “Agile Metrics”. http://ww.scrumsense.com/coaching/metrics

� Smith, Gerald, “Agility … Iteratively” Whitepaper

Education

Handout: 'Agile Methodology: What's the Big Deal?