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DW3 ConcurrentSession11/11/152:45pm
“Agile and DevOps Transformations in Large Organizations”
Presented by:
Siraj Berhan
Royal Bank of Canada
Broughttoyouby:
340CorporateWay,Suite300,OrangePark,FL32073888-268-8770·904-278-0524·[email protected]·www.techwell.com
Siraj Berhan Royal Bank of Canada
Across all lines of business at the Royal Bank of Canada, Siraj Berhan leads the consulting, training, and coaching of various agile teams. Since 2002 when he became addicted to applying agile development methodologies, Siraj has championed being agile with a goal of making teams, products, and businesses flourish. He has trained hundreds of practitioners and managers on agile development through various multi-day courses covering agile at an enterprise level. With his passion for driving agility through technical excellence, Siraj has trained dozens of developers on XP engineering practices. Follow him on Twitter @SirajBerhan, contact him at [email protected], and read his blog.
Agile and DevOps Transformations in Large Organizations
Siraj Berhan
Nov. 11, 2015
Agile & DevOps Conference East, 2015
Agile & DevOps Conference East – Nov. 11, 2015 1
Agile & DevOps Transformations Competencies
People
Technology &
Operations Processes
• Maintaining a cross-functional self-managing team around a set of deliverables instead of a project based culture.
• Evolving to a generalist-specialists attitude.
• Promoting a co-located development model
• Emergent architecture supported from within the team
• Incorporating a time-and-material funding model
• Leveraging Organizational Change Management
• Providing a suitability assessment tool
• Optimizing control processes
• Nurturing product owner role
• Performance evaluations & total compensations revisited to nurture an Agile culture
• Move form a test-last mentality to a test-driven culture
• Heavy emphasis on test automation • Continuous delivery
Agile & DevOps Conference East – Nov. 11, 2015 2
Misconceptions of Agile
• Agile projects require little or no documentation. • There is no need for requirements in Agile - they are “made up” as you
go. • There is no traceability in Agile. • Assumptions and Risks aren't documented in Agile. • No-one is responsible in Agile. • Agile requires co-location and no offshore engagement. • A consistent and continuous business engagement is not essential for
Agile. • Costs for an Agile project will be substantially higher than a traditional
one. • Agile projects do not provide any status updates or status reports. • At the end, there will be no documentation for support purposes.
Tip: Nurture an Agile and DevOps culture through training, coaching, process management, tools support, etc.
Agile & DevOps Conference East – Nov. 11, 2015 3
Fact or Myth?
Agile & DevOps Conference East – Nov. 11, 2015 4
Agile & DevOps Transformations “Fact or Myth?” Activity
• Organize into groups
• Your task is to decide if each card is a fact or myth
• Remember to share your thinking with your group
• You have 6 minutes
• Any questions?
Agile & DevOps Conference East – Nov. 11, 2015 5
Agile and DevOps Maturity
5
Supporting agility and DevOps as a spectrum
Scrum Kanban XP
Lean Software Development Agile
Modeling
DAD DSDM
Crystal Feature Driven Development
SAFe
Agile Environment (Adaptive)
Tip: Extend agile practices to include operations with an emphasis on tools and skillset around supporting
continuous delivery
Traditional Waterfall Environment (Predictive)
Agile & DevOps Conference East – Nov. 11, 2015 6
The “Beast”
Business Complexity
Technology Complexity
Market Conditions
Agile & DevOps Conference East – Nov. 11, 2015 7
Drivers For an Agile and DevOps Culture
Potential benefits: • ROI Driven granular requirement prioritization which minimizes building on
requirements that are never used by the end customer
• Adaptability to changing business need and market condition
• Potential cost savings by avoiding complete up front requirements decomposition that may never materialize
• The notion of Minimum Marketable Product concept while keeping an eye on the bigger picture, which is important to reduce Time-to-Market
• Deliver features to the production environment incrementally & frequently • More transparency into projects, enabling better decision making
• Increase quality by reducing post implementation defects
• Business sees prototypes in reviews during each iteration
• Better collaboration, with earlier and ongoing engagement of key team members like business partners and QA
• More accurate project / deliverable forecast
Agile & DevOps Conference East – Nov. 11, 2015 8
Agile Suitability Assessment
Agile & DevOps Conference East – Nov. 11, 2015 9
Dimensions of Agile Suitability
Low urgency Stable markets
Stable requirements Traditional process oriented core team
Low level of direct business participation Extended team members available by appointment
Documentation used for geographically dispersed teams Business & IT Management comfortable with traditional methods
Limited rotation of business contributors with offshore locations Fixed price (+/- 10%). Fixed scope and variable timelines contracts
High urgency Emerging markets Variable requirements Core team suitable for Agile development High level of direct business participation Extended team members available upon short notice Collaborative tools used for geographically dispersed teams Business & IT Management comfortable with Agile principles Rotation of business contributors with offshore location Time & Material or fixed price (Flexible constraints)
Tip: Provide an Agile Suitability Assessment
Traditional Waterfall (Predictive) Agile (Adaptive)
Urgency Product Compatibility IT Capability Business
Engagement Organizational
Support
Agile & DevOps Conference East – Nov. 11, 2015 10
Agile Suitability Assessment Demo
Agile & DevOps Conference East – Nov. 11, 2015 11
Start
Agile & DevOps Conference East – Nov. 11, 2015 12
Make It Official
Sprint Zero Release 1 Closure Release n
Drafted Planning Artefacts
Product Backlog
Regression
Implement
Requirement EffortValue
1
2
3
4
Sprint #
1
2
Release #
1
x y
Gated Delivery Model
Gate 1 Gate 3 Gate 2 Gate 5 Gate 4 +
Tip: Agile as an official path
Agile & DevOps Conference East – Nov. 11, 2015 13
Optimize Control Points
Release 1
Sprint 0 Sprint 1 Sprint 2 Wrap up Sprint y
Potentially
Shippable
Product or Service
Tip: Control processes should be
optimized to provide safety
and soundness without incurring
unnecessary delay
Artefacts
Product Backlog
Regression
Implement
Requirement EffortValue
1
2
3
4
Sprint #
1
2
Release #
1
x y
Gated Delivery Model
Gate 1 Gate 3 Gate 2 Gate 5 Gate 4 +
Agile & DevOps Conference East – Nov. 11, 2015 14
Agile Team
Agile & DevOps Conference East – Nov. 11, 2015 15
Agile Team Roles
Bus. Stakeholder
Bus. Stakeholder
Agile Team
Scrum Master
Solution Team
Bus. Stakeholder
Tech. Stakeholder
Tech. Stakeholder Tech.
Stakeholder
Product Owner
Tip: Maintain a cross-
functional self-
managing team around
a set of deliverables instead of a
project based culture
Agile & DevOps Conference East – Nov. 11, 2015 16
Allocation
High Allocation (One Project)
Task A
Task B
Task C
Multi-tasking (On different projects)
Month 1 Month 2 Month 3
Month 1 Month 2 Month 3 Month 4
Cost of switching
tasks (overhead)
Team members are more productive when
they are focused
Agile & DevOps Conference East – Nov. 11, 2015 17
Accelerated Team Development
• Forming: Team members get acquainted with each other. They learn the behaviours that are acceptable to the project and the group.
• Storming: After accepting that they are part of a group in the forming stage, team members start resisting the constraints of the project until the process for making decisions has been resolved.
• Norming: At this stage, the group demonstrate cohesiveness. The group structure solidifies. There is a sense of camaraderie.
• Performing: The team structure is fully functional and accepted. Group energy is now focused on delivering value.
• Adjourning: At the end of the project, the team prepares for dissolution.
Because of its iterative nature, Agile teams mature faster than traditional teams
Tip: Leverage organizational change management to support being agile as a shift in mindset
Agile & DevOps Conference East – Nov. 11, 2015 18
Solution Team Skills
Bus. Stakeholder
Bus. Stakeholder
Agile Team
Scrum Master
Planning skills Coordination skills
Communication skills Status Reporting skills
Requirements Analysis skills Estimation skills
Architecture skills App. Design skills
Coding skills Testing skills GUI Design skills
Process Design / Development skills Database Management skills
Documentation skills Implementation skills
Deployment skills Etc.
Solution Team
Bus. Stakeholder
Tech. Stakeholder
Tech. Stakeholder Tech.
Stakeholder
Product Owner
Tip: Evolve to a more well-
rounded individuals
with a generalist attitude
Agile & DevOps Conference East – Nov. 11, 2015 19
Benefits for Agile Team Members
Team members:
• …are more empowered, engaged, and in control of their destiny. • …feel they can contribute to a tangible product. • …see their quality work delivered into the hands of waiting users.
With Agile, comes job satisfaction!
Engaged,(31.5%(
Not(Engaged,(51.0%(
Ac4vely(Disengaged,(
17.5%(
9th Annual State of Agile™ Report by VersionOne has 79% of respondents report Increased team morale / motivation through Agile.
Source: http://goo.gl/6zKbdg Source: http://goo.gl/lMo9NP
Majority of U.S. Employees Not Engaged.
Agile & DevOps Conference East – Nov. 11, 2015 20
Sustainable Pace
• Teams get more done when they work at a sustainable pace.
• Effectiveness starts to drop after the first week of overtime.
• Within a few weeks, the team will be facing a velocity deficit.
• Persistent overtime is evidence of a serious problem. It is not a solution; instead it only treats the symptoms.
.
Don’t plan on overtime to salvage an initiative
Normal Velocity
Velocity Deficit
First week with overtime
Agile & DevOps Conference East – Nov. 11, 2015 21
Product Owner and The Team
Bus. Stakeholder
Bus. Stakeholder
Agile Team
Scrum Master
Solution Team
Bus. Stakeholder
Tech. Stakeholder
Tech. Stakeholder
PO
Delegate (Proxy)
PO – Product Owner
Tech. Stakeholder
PO Team
Tip: Ensure Product Owner is available,
knowledgeable,
decisive, and
committed to work with the team on
a daily basis.
Agile & DevOps Conference East – Nov. 11, 2015
Experimentation and Emergent Architecture
Build a Village!
22
Tip: Emergent architecture supported from within the team
Agile & DevOps Conference East – Nov. 11, 2015 23
Environment
Agile & DevOps Conference East – Nov. 11, 2015 24
Co-location
It might take a few weeks for team members to adjust to a new co-located environment.
Table
WhiteboardsSprint Backlog
Desk
Filing cabinet
Table
WhiteboardsSprint Backlog
Desk
Filing cabinet
Tip: Promote a co-located development model to maximize team’s agility and velocity.
Agile & DevOps Conference East – Nov. 11, 2015 25
Distributed Teams
25
Agile & DevOps Conference East – Nov. 11, 2015 26
Degrees of Dispersion
Low
High
Dis
pers
ion
Team Members Dispersion
The higher the team dispersion, the more techniques we need to overcome the communication challenges
Same room facing each other
Adjacent cubicles
Same floor
Same building
Adjacent buildings
Same city
Adjacent cities
Different cities in same time zone
Different time zones
Agile & DevOps Conference East – Nov. 11, 2015 27
Collaborating in Different Time Zones
• Allow flexible work hours and shifting schedules.
• Schedule meetings in a way that shares the pain.
• Adjust meeting times to account for daylight savings changes.
• Rotate meeting chair responsibilities amongst geographies.
• Encourage full-team participation and communicate results to other team members if they can not attend.
It is not the distance that is difficult, it is the time zone difference. Finding a common time between two locations is considerably easier to manage than between multiple time zones.
Toronto Jersey Toronto Bangalore Toronto Vancouver6:00 AM 11:00 AM 6:00 AM 3:30 PM 6:00 AM 3:00 AM7:00 AM 12:00 PM 7:00 AM 4:30 PM 7:00 AM 4:00 AM8:00 AM 1:00 PM 8:00 AM 5:30 PM 8:00 AM 5:00 AM9:00 AM 2:00 PM 9:00 AM 6:30 PM 9:00 AM 6:00 AM10:00 AM 3:00 PM 10:00 AM 7:30 PM 10:00 AM 7:00 AM11:00 AM 4:00 PM 11:00 AM 8:30 PM 11:00 AM 8:00 AM12:00 PM 5:00 PM 12:00 PM 9:30 PM 12:00 PM 9:00 AM1:00 PM 6:00 PM 1:00 PM 10:30 PM 1:00 PM 10:00 AM2:00 PM 7:00 PM 2:00 PM 11:30 PM 2:00 PM 11:00 AM3:00 PM 8:00 PM 3:00 PM 12:30 AM 3:00 PM 12:00 PM4:00 PM 9:00 PM 4:00 PM 1:30 AM 4:00 PM 1:00 PM5:00 PM 10:00 PM 5:00 PM 2:30 AM 5:00 PM 2:00 PM6:00 PM 11:00 PM 6:00 PM 3:30 AM 6:00 PM 3:00 PM7:00 PM 12:00 AM 7:00 PM 4:30 AM 7:00 PM 4:00 PM
Agile & DevOps Conference East – Nov. 11, 2015 28
Setting Up a Distributed Team For Success
• Identify and build a team for working on an Agile project.
• Arrange for full team training on Agile values and practices.
• Define and implement the tools, processes and practices necessary for conducting an Agile project.
• Commit to and budget for conducting staff rotations. Make arrangements for team members to travel to other team sites.
1. Assemble Team
2. Team Training
3. Tools & Practices
4. Rotate Staff
Go!
Tip: Leverage the usage of the collaboration tools to its fullest across the enterprise
Agile & DevOps Conference East – Nov. 11, 2015 29
Quality
Agile & DevOps Conference East – Nov. 11, 2015 30
Automation
As Sprints unfold, the QA content if it’s not automated will take a larger proportion of the team’s total effort.
Testing accumulates from Sprint to Sprint. The more you build, the more you have to test.
Project Timeline
QA Content
Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint x Sprint 1 Sprint 2 Sprint 7 Sprint 8 Sprint 9
Tip: Move form a test-last mentality to a test-driven culture including heavy emphasis on test automation
Agile & DevOps Conference East – Nov. 11, 2015 31
Testing Philosophy & Engineering Tools
Test First Test After
Test as Verification Test as Examples
Test One-at-a-Time Test All-at-Once
State Verification Behavior Verification
Tip: Provide consistency across the enterprise
around engineering
tools and practices
that support agility and DevOps.
Agile & DevOps Conference East – Nov. 11, 2015 32
Review
Agile & DevOps Conference East – Nov. 11, 2015 33
Budget
Fixed Price
Caution: Fixed Price Contracts
Budget
A fixed price contract does NOT equal a fixed budget. You will usually be billed at least the fixed price of the contract,
plus the cost of any changes.
Fixed Price Changes
Agile & DevOps Conference East – Nov. 11, 2015 34
Funding Model
Iterative and incremental delivery of value
Release 1
Sprint 1 Sprint 2 Sprint 3 Wrap up Sprint y
Software or Process Product
Potentially Shippable
Product
Sprint Zero Closure Release n
Tip: Incorporate a time-and-material funding model for a team-based product or service delivery.
Agile & DevOps Conference East – Nov. 11, 2015 35
True Partnership Includes The Vendor
Without a partnership between all parties including the vendor(s) there cannot be an Agile project.
Organization
Business IT
Vendor(s)
Team
Team
Whenever possible, co-locating the vendor directly with the Solution Team will be extremely beneficial.
! ! !
Agile & DevOps Conference East – Nov. 11, 2015 36
Appetite For Experimentation
Tip: Performance evaluations and total
compensations should be revisited to
nurture an Agile culture
Agile & DevOps Conference East – Nov. 11, 2015 37
Journey
Agile & DevOps Conference East – Nov. 11, 2015 38
Questions?
Agile & DevOps Conference East – Nov. 11, 2015 39
Contact Information
https://ca.linkedin.com/in/sirajberhan
Thank You!
@SirajBerhan
http://siraj.berhan.ca/