Agile at Scale in an Enterprise Program
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The document outlines key principles for effective enterprise agile coaching, emphasizing the importance of culture, systems, people, and practices in fostering innovation and productivity. It highlights the need for collaboration and continuous planning while addressing challenges such as organizational barriers and resource constraints. Ultimately, it aims to build capability for agile change and improve delivery through strategic engagement and accountability.
Agile at Scale in an Enterprise Program
- 1. TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4 ENTERPRISE AGILE NBN - NETWORK INVENTORY AGILE DELIVERY PROGRAM STEPHANIE BYSOUTH LEAN AGILE COACH @innovatebysouth www.innovationbysouth.com.au
- 2. VALUES . The Eight Fundamental Truths of being an enterprise lean agile coach to remember. 1. People and companies can be more effective than they are today. 2. We know you can make a difference. 3. Opportunity comes to those who create it. 4. People, Community and Culture are the heart of all success. 5. Systems, processes and delivery are all created by people. 6. Innovation is available to every person, process and product. 7. Coaching is the competitive leverage your neighbor wishes they had. 8. We love what we do and do it simply because we can make a difference.
- 3. ESTABLISH A FOUNDATION Appreciate Engage Participate
- 5. APPRECIATE THE ENTERPRISE; UNDERSTAND THE ENVIRONMENT ON THE GROUND 1. People - capacity to change, rate of learning 2. Culture – is THE ‘undocumented’ influencing & controlling system 3. System – infrastructure, architecture, constraints and alternative success flows 4. Tools – in play for the enterprise vs. for the team to create clarity and simplicity 5. Practices – designed by ‘others’, failed by users vs. local, feasible, applicable, doable
- 6. COMPLEX INTEGRATED APPLICATION ENVIRONMENT us.
- 7. ENTERPRISE PROGRAM - OUR PROGRAM COMPLEX INTEGRATIONS
- 8. OUR PEOPLE us. Vendor Management * varied Project Manager & Iteration Manager Product Owner Stakeholders * 6 4 * BA 2 * Design 12 * Dev 5 * Release & Test Vendor Management * varied Project Manager & Iteration Manager Product Owner Stakeholders * 6 4 * BA 2 * Design 10 * Dev 5 * Release & Test Program Management * 3 Solution, Application, Release & Test Management * 3 Local Program Management * 2 2 * Architect
- 9. C R C R C R PROD PRODCAT PRODCAT PRODCAT LAYERED INFRASTRUCTURE, BRANCHING, MANUAL 9 TEAM A stream 1205 NETWORK INTEGRATIONS stream CAT PRODintegration PRODintegration stream stream stream C R C R C R PROGRAM LOCAL- DEV DEV System Test integrati on BAU Converging environment demands across multiple streams of delivery BAU ‘Corrupting true Capacity’ + administration overload to ensure baseline integrity + cost of context switching HIGH COST TO REGRESSION + SYSTEM TESTING = TIME + DEFECT RATE
- 10. APPRECIATE - FLOW, SYSTEM CONSTRAINTS People Culture Process ToolsPractices HR Finance Delivery
- 12. Program & Release Planning Team Customer capture Validate Prioritise MeasureValidate3 tiered MVP FUNNEL FOCUS COLLABORATE AUTOMATE CONTINUOUS INTEGRATION GIVE UNDERSTANDING & SHARE VALUE DRIVEN ROADMAP
- 13. INVEST FOR STRATEGIC LEVERAGE Teach, and provide insight on how the enterprise will rapidly (1-2yr) advance
- 14. PARTICIPATE – BUSINESS / CUSTOMER COLLABORATION VALUABLE & EASY
- 15. CO-LOCATE EVERYONE (AT LEAST) IN DISCOVERY
- 16. THE PEOPLE. Appreciate Empathy Participate
- 17. STOP WHAT NOTS WORKING! Really? 30 people expected to do a 15 minute stand-up? - always ask WHY is this valuable?
- 18. APPRECIATE - COMPLEX TO ACCOUNTABLE VISUALIZE ALL DATA FROM PROGRAM, PORTFOLIO TO TEAMS AND ENVIRONMENTS
- 19. ELIMINATE PROBLEMS–BUILD ACHIEVEMENT & CREATE CAPACITY FOR AGILE CHANGE TO COME IN Kaizen 1. Problem 2. Action 3. Outcome
- 20. CREATE CORE TEAM TO INTERNALISE ASSETS & IP SUSTAIN THE CORE AS LONG TERM AND POPULATE NEW TEAMS AS VARIABILITY DEMANDS
- 21. BREAK DOWN ORGANISATIONAL BARRIERS WITH HUMAN CONNECTIONS
- 22. PARTICIPATE - PROTECT & GUIDE CREATE CLARITY, ACCOUNTABILITY & FOLLOW THROUGH
- 23. THE PRACTICES. Accountability Evolve Participate
- 24. PARTICIPATE – CONTINUOUS PLANNING
- 25. OUTCOME CONSTRAINT MAPPING LEVERAGE VARIETY OF MODALITIES TO CREATE VISIBILITY OF THE SYSTEM
- 26. ACCOUNTABILITY - LEVERAGING KANBAN
- 27. EVOLVE THE TEAM FROM WORK TO INNOVATION
- 28. LOOKING BACK 12 MONTHS 2 F T P D V D Program b branching Program A branching integration Production VM’s
- 29. AUTOMATED TESTING Manual Testing Sanity testing : 2-3 hrs 1 person Unit testing : Not considered as part of this BC Acceptance testing Approx 50 Test Case 3weeks (4-5 resources) Regression testing Limited : Time/resource constraints Approx 10 TC 1-2 resource 1 wk Automated Testing Sanity testing 4 TC 15min (4* more than normal) Unit testing : Not considered as part of this BC Acceptance testing 2 VM approx 250 TC 9 hrs execution time 2 hr / Dev review ( 3Dev) Regression testing 50 TC – 2.5hrs execution time VS
- 30. THE BOTTOM LINE 71% 29% 2012 Weekends worked ON OFF 0% 100% 2013 ON OFF $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 2012 2013 Automation & Continuous Integration Savings / deployment Merge, Test Integration Deployment Production Deployment Testing • Application Solution Integrity sustained • Standard way of work vs. an expensive option • Team members now mentor other new agile teams • Foundation / evidence for business case to continue adoption of agile tech practices