AgileLIVE: Scaling Agile to the Program & Portfolio Levels - Part 1
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The document outlines key areas for scaling agile in complex enterprises, focusing on organization, roles and responsibilities, communication, and practices and tools. It highlights challenges such as disconnects between teams and a lack of integration in delivering cohesive value to customers. Recommendations include systematic integration across teams and enhancing communication and alignment to improve agility and product delivery.
AgileLIVE: Scaling Agile to the Program & Portfolio Levels - Part 1
- 1. © 2014 VersionOne, Inc. 1
- 2. A few logistics… © 2014 VersionOne, Inc. 2
- 3. Featuring © 2014 VersionOne, Inc. 3
- 4. Thank you for joining us today! © 2014 VersionOne, Inc. 4
- 5. 4 Key Areas of Focus When Scaling 1. Organization 2. Roles & Responsibilities 3. Communication & Coordination 4. Practices & Tools © 2014 VersionOne, Inc. 5
- 6. Complexity © 2014 VersionOne, Inc. 6
- 7. Size & Value We’ve gotten pretty good at eliminating silos within teams, and delivering working software at the team level… …but vertical layers in enterprises remain insulated from each other… …and we still aren’t good at delivering working products and services that are the composites of the work of multiple teams. © 2014 VersionOne, Inc. 7
- 8. Minimally Marketable Feature Complex enterprises struggle with agile when no single agile team or single iteration produces one cohesive unit that provides value to the customer. © 2014 VersionOne, Inc. 8
- 9. The Work of Multiple Teams Often, although teams may be able to produce working software, the larger organization doesn’t have the capability to integrate and deploy the composite products and services. © 2014 VersionOne, Inc. 9
- 10. The Disconnect Underlying this is a disconnect between the people investing in the creation of the products and services and those actually creating them. © 2014 VersionOne, Inc. 10
- 11. Reliance on Tradition It isn’t working. © 2014 VersionOne, Inc. 11
- 12. Organization © 2014 VersionOne, Inc. 12
- 13. SAFe SAFe © 2014 VersionOne, Inc. 13
- 14. The House of Lean © 2014 VersionOne, Inc. 14
- 15. Roles & Responsibilities © 2014 VersionOne, Inc. 15
- 16. The Team is the Thing © 2014 VersionOne, Inc. 16
- 17. Team Level Roles Team Roles Development Team Component Team Feature Team Product Owner Scrum Master Members and Purpose Designers, Coders, and Testers that deliver working software A type of development team that maintains a software component consumed by other development teams A type of development team that delivers product features Responsible for ROI, defines & prioritizes backlogs, accepts work by the team Serves, leads and facilitates for the team © 2014 VersionOne, Inc. 17
- 18. The Program Scrum Imperative: “Deliver customer value every iteration/sprint.” We need a way to systematically and predictably integrate the work of multiple teams into something that IS valuable to the customer… © 2014 VersionOne, Inc. 18
- 19. Program Level Roles Program Roles Members and Purpose Release Product Managers, business stakeholders, and Program Management Team Managers who determine the readiness of a product for release System Team Testers and other people that build, integrate, and test a complete product or system (or subsystem) Product Owns the solution as a whole. Ultimate responsibility for Management end-to-end solution. © 2014 VersionOne, Inc. 19
- 20. The Portfolio Ideas and money go in… Perfect software comes out! A huge disconnect persists at the portfolio (“executive”) level in enterprises struggling to adopt agile. The PMOs are often treated as black boxes into which demands and budget are placed, along with unrealistic expectations. © 2014 VersionOne, Inc. 20
- 21. Portfolio Level Roles Portfolio Roles Members and Purpose Product Leadership Business stakeholders, Product Managers, and Team development leaders that collaborate on portfolio direction Enterprise Senior technical leaders and Architects that manage the Architecture Team technology strategy Agile Transformation Team Representation from all areas of the organization (primarily the Agile PMO/Center of Excellence, Communities of Practice/Interest; business, technical, agile coaches, consultants, et al. Anyone passionate about transforming the organization © 2014 VersionOne, Inc. 21
- 22. Communication & Alignment © 2014 VersionOne, Inc. 22
- 23. Communication & the Manifesto • Individuals & Interactions • Collaboration • Face-to-Face Communication • Business People and Developers Working Together… © 2014 VersionOne, Inc. 23
- 24. Communication & Alignment • Key Alignment Areas – Vision / Goals / Objectives – Priorities – Content – Dependencies / Impediments / Risks – Plans & Forecasts – Capacity vs Load – Architecture / UX – Knowledge © 2014 VersionOne, Inc. 24
- 25. Communication & Alignment • Enablement – Embrace Technology – Prepare Facilities – Schedule Synchronization Ceremonies & Attendance Expectations © 2014 VersionOne, Inc. 25
- 26. Communication & Alignment Portfolio Funding Cadence Program B Planning Cadence Program A Planning Cadence Team A Sprints Team B Sprints Synchronization Opportunities Capitalize on a cadence! © 2014 VersionOne, Inc. 26
- 27. Practices & Tools 1. Focus on Quality 2. Broaden Good Practices & Ceremonies 3. Expose & Coordinate the Value Delivery Hierarchy 4. Think Lean © 2014 VersionOne, Inc. 27
- 28. Practices & Tools – Engineering Practices (XP) © 2014 VersionOne, Inc. 28
- 29. Practices & Tools (Ceremonies) • Scale Agile Activities – Grooming – Planning • Prioritization • Estimation • Planning – Broaden Demos & Reviews – Retrospectives © 2014 VersionOne, Inc. 29
- 30. Practices & Tools (Ceremonies) Portfolio Funding Cadence Program B Planning Cadence Program A Planning Cadence Team A Sprints Team B Sprints Initiative Grooming & Ranking Portfolio Planning & Funding Portfolio Reviews Strategic Retrospectives Feature Grooming & Ranking Release (PSI) Planning Program Release Reviews Program Retrospectives Story Grooming & Ranking Sprint Planning Sprint Reviews Sprint Retrospectives © 2014 VersionOne, Inc. 30
- 31. Practices & Tools Manage the Value Delivery Hierarchy $$$ Portfolio Investment Big Initiatives Releases Program Delivery Features Development Team Delivery Stories © 2014 VersionOne, Inc. 31
- 32. Practices & Tools © 2014 VersionOne, Inc. 32
- 33. Value Delivery Big Initiative Priorities Portfolio Investment & Outcomes Feature Priorities Program Delivery Story Priorities Team Delivery © 2014 VersionOne, Inc. 33
- 34. Priority & Capacity = Optimum Delivery ($) Team Priorities Program Priorities Portfolio Priorities WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP © 2014 VersionOne, Inc. WIP WIP 34
- 35. Practices & Tools – Lean Principles © 2014 VersionOne, Inc. 35
- 36. Summary – 4 Key Areas for Change Change Scale 1. 2. 3. 4. Organization Roles & Responsibilities Communication & Alignment Practices & Tools Team Time © 2014 VersionOne, Inc. 36
- 37. What are your challenges? Email a description of your challenges with scaling agile to enter into a drawing for a FREE Onsite Agile Assessment Email: AgileLIVE@VersionOne.com Entries are due by March 5th © 2014 VersionOne, Inc. 37
- 38. Q&A • Please submit any questions in the Q&A panel on your console. • Next steps • Participate in Part 2, February 26, Noon – 1 pm ET • Stay tuned for info on the next AgileLIVE webinar series! © 2014 VersionOne, Inc. 38
- 39. Thank you for joining us today! © 2014 VersionOne, Inc. 39
- 40. Presentation Credits • ‘The Number Sense: How the Mind Creates Mathematics by Stanislas Dehaena • ‘Enterprise Agile Made Easier’ by Andy Powell and Lee Cunningham • ‘Agile Software Requirements’ by Dean Leffingwell • ‘VersionOne State of Agile 2013 Survey – 8th Annual Report www.stateofagile.com’ • Contributors: Satish Thatte & Lee Cunningham, both VersionOne Agile Coaches & Product Consultants © 2014 VersionOne, Inc. 40