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© 2013 Eliassen Group. All Rights Reserved -‐1-‐
Overview of The Enterprise Agility Model May 2013
Enterprise Agility
© 2013 Eliassen Group. All Rights Reserved -‐2-‐
Damon Poole • Chief Agilist, Eliassen Group’s Agile PracIce
– Coaching: TransformaIon and Tune-‐ups – Training
• 23 years of process change: small co-‐located teams to mulI-‐hundred team global enterprises
• Founder and past CTO and CEO of AccuRev • Creator of mulIple 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
© 2013 Eliassen Group. All Rights Reserved -‐3-‐
Agenda
• Diluted Agile • Sell the idea – The Financial IncenIve • Enterprise Agility starts at the team level • PracIces for cross-‐team synchronizaIon • An organizaIon purpose-‐built for Agile • Tooling to support Enterprise Agility • The Enterprise Agility approach to transformaIon
• Next steps for Monday morning
© 2013 Eliassen Group. All Rights Reserved -‐4-‐
Agile DiluIon
Trad Prj Mgmt
Agile Teams
Requirements & EsImaIon
Design Planning
TesIng User
Acceptance Release
IniIaIon & Funding
PotenIally Affected • ExecuIves • Senior Leaders • Business • MarkeIng • Sales • Human Resources • Finance (capitalizaIon) • Product Management • Architecture • PMO / Project Management • Release Management • Customers • Partners
2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18
Agile touches everything
© 2013 Eliassen Group. All Rights Reserved -‐5-‐
PotenIal SoluIons
© 2013 Eliassen Group. All Rights Reserved -‐6-‐
Approaches for CreaIng an Agile Ecosystem
SAFe Enterprise Agility
Others • Larman/Bodde Scaling Frameworks: FW-‐1 & FW-‐2 • Enterprise Scrum • Roll your own (default approach)
© 2013 Eliassen Group. All Rights Reserved -‐7-‐
CYCLE TIME 1-‐CLICK DEPLOY
Enterprise Agility Model
AGILE OFFICE
I3 I2 I1
LOB CUSTOMERS
ESCALATION
ARCHITECTURE
EPICS LOB BUSINESSLEADERS
DELIVERY BASED METRICS
PORT
FOLIO OF PR
OGR
AMS
CAPA
CITY BAS
ED IN
VESTMEN
T
AGILE PROJECT MGMT
AGILE SCM
RELEASE TEAM / OPS
DELIVERY BASED MANAGEMENT
FUNDING DECISIONS
© 2013 Eliassen Group. All Rights Reserved -‐8-‐
The Financial IncenIve for Enterprise Agility
© 2013 Eliassen Group. All Rights Reserved -‐9-‐
TranslaIng MVI to Business Benefits
2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18
months
$0 $300K $600K $900K
MVI 2 ? MVI 1 Project A
© 2013 Eliassen Group. All Rights Reserved -‐10-‐
An Example of the Effect of Working by MVI
2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18
months
$0 $150K $450K
MVI 2
MVI 1
Receive an extra $450K
© 2013 Eliassen Group. All Rights Reserved -‐11-‐
The Cost of Too Many Projects in Progress
2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18 months
Project F
Project E
Project D
Project B
Project C
Project A
© 2013 Eliassen Group. All Rights Reserved -‐12-‐
2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18
An Example of the Effect of LimiIng Projects in Progress
Project D
Project A
$0 $600K $1.2M
Project F
$2.4M $3.6M
Project E
Project C
Project B
Receive an extra $3.6M
months
• Requires smaller # of projects in progress • Requires prioriIzing the order of projects
© 2013 Eliassen Group. All Rights Reserved -‐13-‐
Team Level Enablement
© 2013 Eliassen Group. All Rights Reserved -‐14-‐
What Defines Air Travel
• Benefit: gepng from here to there quickly • Plane
– Aerodynamic body – Control surfaces – More liq than weight – Landing gear
• Trained pilot (s) • At least two runways
© 2013 Eliassen Group. All Rights Reserved -‐15-‐
Agreements and Boundaries
2 3 4
9 10 11
1
8
16 17 18
23 24 25
15
22
5
12
19
26
7
14
21
6
13
20
27
30 31 29 28
What it takes to get the benefits of Scrum
© 2013 Eliassen Group. All Rights Reserved -‐16-‐
Team Level
• Get incredible at wriIng small user stories – Well defined Who, What, and Why – DefiniIon of ready and done – I.N.V.E.S.T. – Acceptance criteria – Story splipng – VerIcal slices
• For soqware projects – Implement TDD – Use automated tesIng for all new work
© 2013 Eliassen Group. All Rights Reserved -‐17-‐
Team Level
• There is a product owner for each team • Apply Lean
– Implement one-‐piece flow – Use a card wall: physical or electronic – Use WIP limits on a per-‐team basis
© 2013 Eliassen Group. All Rights Reserved -‐18-‐
What does it take to get a hosix/patch to your customer?
© 2013 Eliassen Group. All Rights Reserved -‐19-‐
“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!
© 2013 Eliassen Group. All Rights Reserved -‐20-‐
Cross-‐Team Enablement
© 2013 Eliassen Group. All Rights Reserved -‐21-‐
SynchronizaIon Points
4 8 2 6 10 Weeks
3 7 1 5 9
Example: common synch point: every 2 weeks
Kanban, con)nuous flow, done a0er every story, con)nuous synchroniza)on
• Each team chooses 1 or more of the following: Scrum, Kanban, XP • IteraIon lengths must synchronize every 4 weeks or less
© 2013 Eliassen Group. All Rights Reserved -‐22-‐
Planning, Reviews & Retros Structure
Daily Weekly On a regular cadence
© 2013 Eliassen Group. All Rights Reserved -‐23-‐
OrganizaIonal Enablement of Agile
© 2013 Eliassen Group. All Rights Reserved -‐24-‐
Scaling Agile is More Than # of Teams 1. Team Agility
1
Team(s)
2
2. MulI-‐team CoordinaIon
CompensaIon
Projects in Progress
Metrics Funding Model
OrganizaIonal Structure
Tools & Tech Impediments
Management
Cycle Time
3
3. Enterprise Agility
Scrum, Kanb
an,
and/or XP
© 2013 Eliassen Group. All Rights Reserved -‐25-‐
Top Ten Headwinds and Tailwinds
Area Tradi)onal Agile Organiza)onal structure FuncIon & project Product, team, & delivery Funding Full scope Incremental Compensa)on Individual based Includes consideraIon of team,
and delivery Metrics FuncIonal, plan based Team, business value delivery Tools and technology TradiIonal Agile-‐oriented Impediments Rarely raised Focus on raising & addressing Management of Teams FuncIon based Delivery based Business & IT interac)on Big handoffs Daily interacIon Teams Large, funcIonal,
project-‐based, transient, & dynamic
Small, cross-‐funcIonal, product-‐based, long standing & staIc
Agile Skillset Low High
© 2013 Eliassen Group. All Rights Reserved -‐26-‐
Tooling to Support Enterprise Agility
© 2013 Eliassen Group. All Rights Reserved -‐27-‐
Dev
Design/Code
Test/Debug Automatable
CreaIve
Test ExecuIon
Release Data Gathering
Test Deploy Product Mgmt
Business Planning
Test Design
Releng
© 2013 Eliassen Group. All Rights Reserved -‐28-‐
ConInuous *Everything* Au
tomatable
CreaIve
Build/Test Release Data Gathering
Design/Code
Business Planning
Test Design
Releng
© 2013 Eliassen Group. All Rights Reserved -‐29-‐
The Enterprise Agility TransformaIon Approach
© 2013 Eliassen Group. All Rights Reserved -‐30-‐
Agile Principles Applied to TransformaIon
• Run the transformaIon as an Agile project • The Simplest Thing That Could Possibly Work • Measure every construct/pracIce against the Agile Manifesto
• Incremental “architecture” – Evolve the organizaIon towards Enterprise Agile rather than create a big up front plan
© 2013 Eliassen Group. All Rights Reserved -‐31-‐
Agile Maturity Indicators
Stable Accelerates adopIon
Slows AdopIon
Impeded (0) Transi)on (1) Sustainable (2) Agile (3) Ideal (4)
Metrics Metrics are all funcIon based
Delivery based metrics are being tried, planned, or discussed
50%+ of metrics are delivery based. Old metrics are sIll 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
Standups (or similar)
Not being held Not held every day and/or not effecIve, oqen looked at as a status meeIng, not a benefit for the team. Can't keep to the 3 quesIons and/or mtg takes more than 15 min.
Being held every day, 15 minutes, impediments raised, team understands it is for them.
Daily, short, effecIve. Runs well with or without Scrum Master. Team does an on-‐the-‐spot analysis of how things are going and takes correcIve acIon.
PosiIvely adapted to the needs of the team
© 2013 Eliassen Group. All Rights Reserved -‐32-‐
The Path to Agility – StarIng Point
Team Dynamics
Product
Engineering PracIces
Process Mechanics
Team Structure
Per Team
44 Indicators OrganizaIonal Support
0 1 2 3 4
© 2013 Eliassen Group. All Rights Reserved -‐33-‐
The Path to Agility – Example Goal
Team Dynamics
Product
Engineering PracIces
Process Mechanics
Team Structure
OrganizaIonal Support
Per Team
44 Indicators
0 1 2 3 4
© 2013 Eliassen Group. All Rights Reserved -‐34-‐
Agile Maturity Radar Chart – Team Level
© 2013 Eliassen Group. All Rights Reserved -‐35-‐
Enterprise Agility Summary
• Enterprise Agility Model • Enterprise Agility Guide
– OrganizaIon level pracIces – OrganizaIon level changes – Cross-‐team pracIces – Team level pracIces – TransformaIon approach
• Agile Maturity Matrix Tool
© 2013 Eliassen Group. All Rights Reserved -‐36-‐
Next Steps / Q&A
• Download the materials – h~ps://summit.atlassian.com/archives/
• Share with your team/organizaIon • As a team/leadership, assess your team/organizaIon
• Discuss the results and consider improvements
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The Enterprise Agility Model
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