Scaling Agile Organically by Damon Poole
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The document discusses the principles of scaling agile methodologies within existing traditional ecosystems, highlighting the evolution from the Agile Manifesto to practical implementation. It emphasizes the importance of creating an environment that supports agile practices, including multi-team collaboration, coordination, and continuous delivery of working software. Key recommendations include starting with a single team and gradually expanding, ensuring effective training, and focusing on reducing dependencies and complexity.
Scaling Agile Organically by Damon Poole
- 1. Copyright 2016-2018 Damon Poole 1 Scaling Agile Organically Presented by Damon Poole Agile Coach & Founder of Nexxle
- 2. Copyright 2016-2018 Damon Poole 2 Acquired by 800 Team Transformation • Chief Agilist • Enterprise Transformation • Built Agile Delivery team @DamonPoole Highlights • Independent Agile Consulting • Founder at Nexxle Founder, CEO, CTO Past President
- 3. Copyright 2016-2018 Damon Poole 3 The Genesis of the Agile Manifesto Scrum (1993) XP (1996) Crystal Methodologies (1998) DSDM (1994) FDD (1997) Agile Manifesto (2001) “Lightweight” Methodologies from the ’90s, represented during the creation of the Agile Manifesto Distilled Principles and Values 17 authors at a gathering at Snowbird Ski Resort in Utah in 2001
- 4. Copyright 2016-2018 Damon Poole 4 Scrum’s Connection to the Agile Manifesto Working software is the primary measure of progress Iteration Review BacklogResponding to change Continuous delivery of valuable software Product Owner Scrum Master Give them the environment and support they need Iteration planning Customer collaboration Business people and developers must work together daily Simplicity--the art of maximizing the amount of work not done--is essential. Standup At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly Retrospective Progress tracking Iteration Self-organizing team Shippable increment every 1-4 weeks Trust them to get the job done The best architectures, requirements, and designs emerge from self-organizing teams. Deliver working software frequently Individuals and interactions
- 5. Copyright 2016-2018 Damon Poole 5 Your Existing Traditional Ecosystem Agile Transformation Capability and Capacity Product Management / Business Units Portfolio, Program & Project ManagementLeadership & Management Behaviors Policies & Procedures QA / Testing Software Development User Experience Process Infrastructure / Tools Deployment / Operations
- 6. Copyright 2016-2018 Damon Poole 6 Throwing out the Baby with the Bathwater Project B Traditional ecosystem Project D Project A1 Agile ecosystem Project C Project E Project A2 • Agile Coach • Use of Scrum • Supportive manager (s) • Some training • Years of experience • Policy and procedure • Experienced project, program, and portfolio managers • Institutional support and “muscle memory” “Scrum doesn’t have that”
- 7. Copyright 2016-2018 Damon Poole 7 Grow Towards an Agile Ecosystem
- 8. Copyright 2016-2018 Damon Poole 8 Grow Agile Embedded Within Your Traditional Ecosystem Project B Traditional ecosystem Project D Project A1 Agile ecosystem Project C Project E Project A2 Use whatever traditional mechanisms are in place to support your Agile efforts until such time as there is an Agile equivalent available. Example: continue to use traditional program management to coordinate multiple Agile teams. Scrum on its own does not include multiple-team guidance. It is left as an exercise for the reader. “Give them the environment and support they need, and trust them to get the job done.” “Individuals and interactions over processes and tools”
- 9. Copyright 2016-2018 Damon Poole 9 Multi-Team Guidelines • Grow efforts from a single team to needed capacity • Truly releasable every iteration • Limit projects in progress • Reduce dependencies • Focus on removing and reducing complexity rather than accommodating it • Treat Agile expansion as any other project in your portfolio, but run it in an Agile manner
- 10. Copyright 2016-2018 Damon Poole 10 Accommodation Example – Dependencies TEAM TEAM A B Iterations of work • Iterations not releasable • Coordination problems • May cause a delay Iteration 1 Iteration 2 Iteration 3
- 11. Copyright 2016-2018 Damon Poole 11 Splitting Stories to Simplify Dependencies
- 12. Copyright 2016-2018 Damon Poole 12 Coordinating the Work for a Story within the Same Iteration TEAM TEAM A B Iterations of work Problems can now be resolved within the same iteration Iteration 1 Iteration 2 Iteration 3 “Working software is the primary measure of progress.”
- 13. Copyright 2016-2018 Damon Poole 13 Agile Techniques Related to Growth • Daily team coordination, aka “Scrum of Scrums” • Regular multi-team retrospectives • Co-planning • Regular multi-team reviews • Small stories (Rule of thumb: 2 stories / dev / week) • Escalation tree • Coordinated cadences • Refactoring • Automation
- 14. Copyright 2016-2018 Damon Poole 14 Synch Points for Interdependent Teams Continuous Scrum, two week iterations Scrum, one week iterations Kanban All-team review All-team review BACKLOG TEAM BACKLOG TEAM BACKLOG TEAM Within a given value stream Daily SoS Daily Leadership Escalation Meeting PRODUCT PROGRAM VALUE STREAM MANAGERS All-team retro All-team retro
- 15. Copyright 2016-2018 Damon Poole 15 Iteration Based Portfolio and Program Management BACKLOG TEAM BACKLOG TEAM BACKLOG TEAM BACKLOG TEAM BACKLOG TEAM BACKLOG TEAM IterationsTeams Planned Work Funding and Priority Based Decision Making “Responding to change over following a plan”
- 16. Copyright 2016-2018 Damon Poole 16 Cycle Time Customer Requests Product Updates
- 17. Copyright 2016-2018 Damon Poole 17 A Cycle Time Based Measure of Agility Traditional Near Basic Intermediate Advanced A year or more Within a quarter Within 4 weeks Within 2 weeks Within 1 day Here, cycle time refers to the time it takes for a user request to get from the user into production. It must be along an official path, which means it must be documented and not part of any expedited or exception based process. Also, if work must be part of a funded project, then either there is an official way to add an important new item and the full time for that process must be included or the full time it takes to get a project funded must be included.
- 18. Copyright 2016-2018 Damon Poole 18 Measuring Agility (Primary Measures) Measures Traditional Near Basic Intermediate Advanced Cycle Time Year or more Quarter 4 weeks 2 weeks 1 day Customer involvement Infrequent Feedback on completed work at least once every four weeks from real users of the solution or a reasonable proxy Feedback on completed work at least once every two weeks from real users of the solution or a reasonable proxy Feedback on completed work at least once per week from real users of the solution or a reasonable proxy Continuous involvement of real users of the solution Quality No definition of done Steps are being actively taken to move to the basic level There is a definition of done. Steps are being taken to automate all testing and deployment activities. The definition of done was agreed to by most parties responsible for getting work to done and it is generally followed. The definition of done is agreed to by all parties and is strictly followed. All testing and deployment is automated Morale Not yet at the basic level and there is no move in that direction Steps are being actively taken to move to the basic level People feel like their work is part of a shared goal. People have some choice in what they work on, deciding how to do it, and estimating the amount of effort required People are happy, supported, trusted, safe, and feel a sense of purpose, they feel it is one of the best places they have ever worked
- 19. Copyright 2016-2018 Damon Poole 19 Start With a Single Team – Add-on as Needed TEAM Start Iterations of work TEAM TEAM Grow TEAM TEAM Added • Weekly co-planning • Co-iteration review • Coordinated cadence TEAM TEAM TEAM Added • Value Stream Product Manager • Daily stand-up of stand-ups • Retro of retros “The best architectures, requirements, and designs emerge from self-organizing teams.”
- 20. Copyright 2016-2018 Damon Poole 20 Your Agile Capabilities and Capacity • Experienced Scrum Master • Experienced Product Owner • Everyone on team formally trained • All managers connected to team formally trained • “Air cover” for the team and managers to learn Additions: • Sr. Scrum Master or Agile Coach • Experienced Agile Product Manager • x-Functional Agile adoption team, run as an Agile team Additions: • Appropriately staffed Scrum Master, Product Owner, manager, & coach mentorship and training program • x-Functional leadership team to handle multi-team impediments • Senior Tech Lead experienced in Agile coding and testing • Experienced Agile xFormation expert • Agilist UX expert • Devops expert “Give them the environment and support they need, and trust them to get the job done.”
- 21. Copyright 2016-2018 Damon Poole 21 Rinse, Repeat Is our current Agile ecosystem stable? Increase capability, inspect, adapt Add more people to Agile ecosystem if desired YesNo “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly”
- 22. Copyright 2016-2018 Damon Poole 22 Punkaj Jain punkaj@synerzip.com @JainPunkaj 510.509.8447
- 23. Copyright 2016-2018 Damon Poole 23 Your trusted partner for Agile software product development. Synerzip • Accelerate the delivery of your product roadmap • Address technology skill gaps • Save at least 50% with India software development • Augment your team with optional on-site professionals
- 24. Copyright 2016-2018 Damon Poole 24 Synerzip Clients
- 25. Copyright 2016-2018 Damon Poole 2525 Connect with Synerzip @Synerzip linkedin.com/company/synerzip facebook.com/Synerzip
- 26. Copyright 2016-2018 Damon Poole 26 Next Webinar Presented by Colin MacNaughton Head of Engineering, Neeve Research Real-time with AI – The Convergence of Big Data and AI Thursday, October 18, 2018 at Noon CT
- 27. Copyright 2016-2018 Damon Poole 27 TEXAS | SILICON VALLEY | NYC | INDIA
Editor's Notes
- #4: “The principles and values in the Agile Manifesto were abstract and distilled from the signatories’ experiences and from 5 specific ‘lightweight’ methodologies that some of the signatories were working on at the time. Some of these predated the Agile Manifesto by 6 years.”
- #8: “Learning Agile, transforming an organization to Agile, these are things that one grows into. It doesn’t happen all at once. And like anything that grows, it is a slow, gradual process. We must be patient.” ICP_ACC: 6.1.1 ICP_ACC: 6.2.1 ICP_ACC: 6.3.2 Image: public domain
- #17: “There are many ways to measure ‘Agility.’ However, one of the most objective and non-localized methods is to measure the time from when a customer requests something to when they get something in response that they can use.” ICP_ACC: 6.1.1 ICP_ACC: 6.2.1 ICP_ACC: 6.2.2 ICP_ACC: 6.3.3 ICP_ACC: 6.4.2 ICP_ACC: 6.5.1
- #18: ICP_ACC: 6.1.1 ICP_ACC: 6.2.1 ICP_ACC: 6.2.2 ICP_ACC: 6.3.1 ICP_ACC: 6.3.2 ICP_ACC: 6.3.3 ICP_ACC: 6.4.2 ICP_ACC: 6.5.1
- #19: “Just looking at any one of these four measures is misleading. For example, a fast turnaround of things customers don’t want with low quality and overworked employees is not sustainable. True success comes from moving all of these measures forward.” ICP_ACC: 6.1.1 ICP_ACC: 6.2.1 ICP_ACC: 6.2.2 ICP_ACC: 6.3.1 ICP_ACC: 6.3.2 ICP_ACC: 6.3.3 ICP_ACC: 6.4.2 ICP_ACC: 6.4.3 ICP_ACC: 6.5.1