Agile Transformation - From Zero to Agile the Right Way
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This document summarizes the transformation of an engineering team from 2014 to 2016 through the adoption of agile practices. It describes the team prior to 2014 as loosely organized, lacking processes and collaboration. It then outlines the implementation of scrum, the formation of agile teams, and improvements in areas like quality and reporting. The document presents a maturity model for agile transformation with 5 levels from fundamentals to self-managing teams. Examples of changes made at each level are provided.
Agile Transformation - From Zero to Agile the Right Way
- 1. From Zero to Agile the Right Way
- 2. The Conjoined Triangle of Success (Now Taught in Business School)
- 3. Granicus Engineering Team Prior to the K1 Acquisition (~2014) • 40+ Engineers • 3+ Geographies • Loosely organized by Geo & Tech • No Centralized Process • Cowboy Coding • No Technology Roadmap • No Product Roadmap • Minimal Collaboration • Decision Making? • No Reporting • Minimal Dev Ops Support • Interruption By Design • Irregular Release Cadence • Lack of Acountability • Serious Stability Issues (Releases) “If you haven’t fallen off a horse…then you haven’t been riding long enough.”
- 4. JUNE 27, 2016 4 • Mature Scrum Process • 22 Sprints/Production Releases • 6 Agile Teams • Avg.~125 “issues” complete per sprint • Definition of Done • Definition of Ready • Emphasis on Quality • Reporting and Analytics • Product Roadmap • Technical Roadmap per product • Technical Leads per Team • Tech. Leadership Councll • Scrum Master per Team • SoS’s • DevOPs / UX per Team Granicus Engineering Team 2016 - A Year of Quality and Collaboration “What you know you can't explain, but you feel it. You've felt it your entire life, that there's something wrong with the world. You don't know what it is, but it's there, like a splinter in your mind, driving you mad.” - Morpheus
- 5. JUNE 27, 2016 5 Granicus Engineering Team Industrial Revolution - 2014 thru 2016 • August 2014 - K1 Acquires Granicus • September 2014 – New CEO Jason Fletcher is Announced • September 2014 – Relocation to Denver, CO is Announced • November 2014 – Denver Office is Opened (and Empty) • December 2014 – Engineering Manager is Hired • December 2014 - Hiring for Engineering Team Begins • December 2014 – K1 Acquires AMCAD – Onboarding complete March 2015 • January 2015 – Engineering Kickoff is Held (Process Reboot) • February 2015 – First Sprint Starts (3 Agile Teams) • October 2015 – K1 Acquires Civica – Onboarding Complete December 16 sprints (3 weeks), 15 Releases (we skipped Xmas) ~ 40 Engineering Hires Minimal Disruption to Core Business Visible / Measurable Improvements to Process, Product Quality, Customer Sentiment
- 6. JUNE 27, 2016 6 Agile Transformation A Maturity Model Top-Down Support & Commitment Engineering – Tools/PracticesBuild the Right Team Self-Commitment, Empowerment & Servant Leadership Create an Inspect & Adapt Culture Prioritize Quality, Consistency and Reliability Mature, Self Managing Teams
- 7. JUNE 27, 2016 7 Level 1 The Fundamentals Top-Down Support & Commitment Engineering – Tools/PracticesBuild the Right Team • Chickens & Pigs • Strong Leaders (By Example) • TPLE • Smart & Get Things Done – Joel Spolsky • Company Values • Team Values • Culture • Its NOT about the $$ (or it shouldn’t be) • Don’t Fear Mistakes • Trust in the Team • Trust in the Process • Don’t Fear “the Curve” • Willing to Invest • Oversight • Source Control • Branching/Release Strategy • Continuous Integration • Build /Deployment Automation • Feedback/Notification Tools • Static Analysis • Test Plan Management • Test Automation • Regression Testing • Performance Testing
- 8. JUNE 27, 2016 8 Level 2 Commitment, Empowerment & Leadership Self-Commitment, Empowerment & Servant Leadership • Definition of Done • Definition of Ready • Team Rules • Sprint Planning • Sprint Review • DWYSYWD Self Commitment • Hold anyone Accountable • Anyone Can Say “No” • “Good” Retrospectives • Incentivize PiP Empowerment • Protect The Team • Interruption • Priority Thrash • Distraction • Hold Teams/Individuals Accountable • “How Can I Help” • What Could we Be Doing Better? • Take Action • Mentorship Servant Leadership
- 9. JUNE 27, 2016 9 Level 3 An “Inspect and Adapt” Culture Create an Inspect & Adapt Culture Has Your “Definition of Done” Changed? Have Your Team Rules Changed? Do You “Think” You have a Problem? Measure it. When Has “Something Actionable” come out of a Retrospectives? What are You Measuring? What Can You Measure? Are You ACTUALLY Implementing Change? Not afraid to experiment.
- 10. Changes we’ve made along the way Team/Process Changes 2014-Now • More Tightly Managing “Sprint Done” • Standardize Dev/QA workflow – Environments, GitHub, etc. • Legistar CI / Release Process • Engineering Review/Design Prior to Sprint Planning • Code Climate Scores • DevOps Support • Increasing Capacity Planning %’s– • Team/Collaboration Sites • Backlogs Ready for Planning Week • DevOps Resource For Each Team • New Environments (Development, Staging) • Scrum Masters for Each Scrum Team • Customer Care Support and Escalations Process • Realigned Release Cadence • Systems/Process automation & integration • Customized JIRA Workflows / Screens • Standardize Release Activities • Release Notes Process • Technical Lead for Each Team
- 11. JUNE 27, 2016 11 Level 4 Quality, Consistency & Reliability Prioritize Quality, Consistency and Reliability • How do you Define Quality? • How do You Measure Quality? • Accuracy vs. Precision • How Worried are you on Release Night? • Mature Your Metrics
- 12. How Do We Define Quality? e c u r i t y e l i a b i l s a b i l i t e r f o r m a
- 13. JUNE 27, 2016 13 Example Scorecard Product: Legistar Security: 8.2 Usability: 7.8 Reliability: 4.8 Performance: 7.0 Security Usability Reliability Performance
- 14. STRICTLY CONFIDENTIAL Product Backlog – Issue Ratings • 48 Ratings • 110 issues > ~45% completion Rate • 68 Reviewable Issues > ~71% Rate • Average Rating of 4.1 (previous 3.8) • Rating Scale • 5 – Excellent • 4 – Good • 3 – Decent • 2 – Pretty Bad • 1 - Awful “1. Should have had mockups and design input before the ticket was put into the backlog. 2. Needed more descriptions, "make it look like the other page" is not enough. 3. Should have had COA for the counts on vacancies. (Count for vacancies with details, grouped vacancy counts, term ending soon count).” “Referred back to another bug, no specific data on where to look. This was actually already fixed in production, so should not have even made it into the sprint. ” “Story was not written to reflect what PM wanted. Couldve been broken down better(Item title could have been one story, agenda sections another, etc). No list of fonts not provided. Never went over what should displayed on the agenda cards. What should be sent to other services(mema, emails). UX Changed COA to include new criteria that added complexity without a lot of value”
- 15. STRICTLY CONFIDENTIAL 0% 20% 40% 60% 80% 100% Product Ownership Health PI/Release Health Sprint Health Team Health Technical Health White Team Sprint 21 0% 20% 40% 60% 80% 100% Product Ownership Health Release Health Sprint HealthTeam Health Technical Health
- 16. JUNE 27, 2016 16 Level 5 Mature, Self-Managing, Self-Organizing Teams Mature, Self Managing Teams Team Knows the process better than you do Change happens without you Mentorship Happens without you X-Team and Department Level Collaboration Truly Cross Functional (UX, DEV, DevOPS, PM) Consistency – Technology & Standards Change Always Drives Efficiency
- 17. JUNE 27, 2016 17 Agile Transformation A Maturity Model Top-Down Support & Commitment Engineering – Tools/PracticesBuild the Right Team Self-Commitment, Empowerment & Servant Leadership Create an Inspect & Adapt Culture Prioritize Quality, Consistency and Reliability Mature, Self Managing Teams