Agile program management: Scaling Collaboration Across the Organization (Agile Prague)
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This document discusses how to scale agile practices from individual teams to multiple teams working on large programs. Some key points include: - Programs are more complex and risky than individual projects as they involve coordinating multiple teams and deliverables. - Successful programs had clear visions, deliverables, feature teams delivering work frequently, testing, and trust/respect across teams. - Scaling requires autonomy for teams, collaboration across teams, and exploration of new approaches. Information must flow freely rather than be restricted by hierarchies. - Small world networks of connected teams provide both autonomy and collaboration better than hierarchies. Continual planning and frequent releases are also important.
Agile program management: Scaling Collaboration Across the Organization (Agile Prague)
- 1. Agile & Lean Program Management: Scaling Collaboration Across the Organization Johanna Rothman @johannarothman www.jrothman.com
- 2. © 2017 Johanna Rothman@johannarothman 2
- 3. © 2017 Johanna Rothman@johannarothman What Worked? • Clear program vision • Clear deliverables • Feature teams who delivered at least every day • Unit tests and system tests as support • Respect and trust across the organization 3 Trust Respect Delivery
- 4. © 2017 Johanna Rothman@johannarothman Program Management • Organizing and coordinating several projects’ results into one deliverable. • That deliverable has the value to the organization. 4
- 5. © 2017 Johanna Rothman@johannarothman Programs Are Riskier Than Projects • Projects don’t scale linearly • The larger and the longer the program, the more risky it is • The more pieces the program has, the more risky it has 5
- 6. © 2017 Johanna Rothman@johannarothman Programs are Complex or Complicated 6
- 7. © 2017 Johanna Rothman@johannarothman Agile Teams 7
- 8. © 2017 Johanna Rothman@johannarothman Scale from One Team to Many Teams? • What do you need to scale collaboration from one team to multiple teams? • Hint: you do not need a framework 8
- 9. © 2017 Johanna Rothman@johannarothman “Scaling” Agile requires: Autonomy Collaboration Exploration 9
- 10. © 2017 Johanna Rothman@johannarothman Use Sense-Making to Assist the Program • Where do you have unknowns? • What can you do to move from unknown to known? • What principles work? • Think and experiment: • Probe, sense, respond 10
- 11. © 2017 Johanna Rothman@johannarothman Organize the Teams • Teams decide if they use iterations or flow as long as they deliver often • Small batch size and continuous integration • Evolving architecture • Plan to replan 11
- 12. © 2017 Johanna Rothman@johannarothman Collaborate Across the Organization • Transparency of progress • Transparent and pervasive communication • Problem-solving autonomy • Hierarchies slow everything down • Information has to flow freely around the organization 12
- 13. © 2017 Johanna Rothman@johannarothman What’s the Most Effective Way to Move Information InYour Organization? 13
- 14. © 2017 Johanna Rothman@johannarothman Rumor Mill 14
- 15. © 2017 Johanna Rothman@johannarothman Small World Networks • Small world networks are more-and-less connected agile teams • How connected are you to everyone else? • Some of you are highly connected • Some less so • Programs take advantage of the network so they don’t need hierarchies 15
- 16. © 2017 Johanna Rothman@johannarothman Use Small-World Networks • Feature teams take responsibility • Small-world networks provide autonomy and collaboration • Communities of practice help with exploration 16
- 17. © 2017 Johanna Rothman@johannarothman Roadmaps & Backlogs Provide Team Autonomy • Roadmap is the wish list • Backlog is what teams will do • Rank everything by value • Sometimes learning about risk is valuable 17
- 18. © 2017 Johanna Rothman@johannarothman Typical Roadmap 18
- 19. © 2017 Johanna Rothman@johannarothman Reality of Plans… • Some feature sets have more changes, more features • Arrival rate of changes/new features is unpredictable • Some features more valuable than others • Leads to pressure on teams to do “more” & “change” 19
- 20. © 2017 Johanna Rothman@johannarothman Continual Planning One month rolling wave: time based 20 One quarter lean roadmap: scope-based
- 21. © 2017 Johanna Rothman@johannarothman Change is Key • The more often you release, the more successful the product will be • Fast feedback all over the program • Inspect and adapt • Value-based approach to product development 21
- 22. © 2017 Johanna Rothman@johannarothman Lean is Essential • See the flow of work all over the organization • Manage WIP • Create knowledge • See the whole 22
- 23. © 2017 Johanna Rothman@johannarothman Collaborate with Tests & Integration • Create a program environment where people can collaborate • Tests and CI help teams collaborate • Safe places to explore • Autonomous teams • Deliver features often 23
- 24. © 2017 Johanna Rothman@johannarothman Agile Changes Program Management • Teams (not managers) manage: • Commitment • How they build features • Evolve architecture • Program management • Removes obstacles • Collects and explains program status 24
- 25. © 2017 Johanna Rothman@johannarothman Core Program Team • Manages organizational risks • Shepherds product business value 25
- 26. © 2017 Johanna Rothman@johannarothman Software Program Team • Resolves obstacles for technical teams • Shepherds business value of the architecture, the code, the testing… 26
- 27. © 2017 Johanna Rothman@johannarothman Seeing Program Progress • Program level measures! • Working product is the best measure • Do not even think about using team velocities and merging them 27
- 28. © 2017 Johanna Rothman@johannarothman Product Backlog Burnup 28
- 29. © 2017 Johanna Rothman@johannarothman Release Frequency, Costs & Decisions 29
- 30. © 2017 Johanna Rothman@johannarothman Agile and Lean Program Management Scales • Trust teams to do their work (autonomy) • Release often (to see progress and invite collaboration) • Frequent releases encourage exploration • It’s agile and lean all the way down 30
- 31. © 2017 Johanna Rothman@johannarothman Let’s Stay in Touch • Pragmatic Manager: • www.jrothman.com/ pragmaticmanager • Please link with me on LinkedIn 31