W4 0245 agility_v1
- 1. Overview of The Enterprise Agility Model May 2013 Enterprise Agility © 2013 Eliassen Group. All Rights Reserved -‐1-‐
- 2. Damon Poole • Chief Agilist, Eliassen Group’s Agile PracIce – Coaching: TransformaIon and Tune-‐ups – Training • 23 years of process change: small co-‐located teams to mulI-‐hundred team global enterprises • Founder and past CTO and CEO of AccuRev • Creator of mulIple Jolt-‐award winning products • Past President of Agile New England • Author of “DIY Agile Kickstart” • Consulted with Ford IT, Orbitz, Fidelity, Capital One, ING Direct, and many others • Taught Agile techniques to thousands of people © 2013 Eliassen Group. All Rights Reserved -‐2-‐
- 3. Agenda Diluted Agile Sell the idea – The Financial IncenIve Enterprise Agility starts at the team level PracIces for cross-‐team synchronizaIon An organizaIon purpose-‐built for Agile Tooling to support Enterprise Agility The Enterprise Agility approach to transformaIon • Next steps for Monday morning • • • • • • • © 2013 Eliassen Group. All Rights Reserved -‐3-‐
- 4. Agile DiluIon IniIaIon & Funding Requirements & EsImaIon Design PotenIally Affected Planning • ExecuIves • • • • • • • • • • • • Senior Leaders Business MarkeIng Sales Human Resources Finance (capitalizaIon) Product Management Architecture PMO / Project Management Release Management Customers Partners Agile touches everything Trad Prj Mgmt Agile Teams TesIng User Acceptance Release 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 © 2013 Eliassen Group. All Rights Reserved -‐4-‐
- 5. PotenIal SoluIons © 2013 Eliassen Group. All Rights Reserved -‐5-‐
- 6. Approaches for CreaIng an Agile Ecosystem SAFe Enterprise Agility Others • Larman/Bodde Scaling Frameworks: FW-‐1 & FW-‐2 • Enterprise Scrum • Roll your own (default approach) © 2013 Eliassen Group. All Rights Reserved -‐6-‐
- 7. Enterprise Agility Model DELIVERY FUNDING BASED DECISIONS MANAGEMENT ESCALATION CAPACITY BASED INVESTMENT PORTFOLIO OF PROGRAMS AGILE OFFICE LOB EPICS LOB CUSTOMERS BUSINESS LEADERS DELIVERY BASED CYCLE TIME METRICS © 2013 Eliassen Group. All Rights Reserved -‐7-‐ AGILE PROJECT MGMT AGILE SCM I1 ARCHITECTURE RELEASE TEAM / OPS I2 1-‐CLICK DEPLOY I3
- 8. The Financial IncenIve for Enterprise Agility © 2013 Eliassen Group. All Rights Reserved -‐8-‐
- 9. TranslaIng MVI to Business Benefits $0 MVI 1 Project A MVI 2 $300K $600K $900K ? 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months © 2013 Eliassen Group. All Rights Reserved -‐9-‐
- 10. An Example of the Effect of Working by MVI Receive an extra $450K $150K $0 $450K MVI 1 MVI 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months © 2013 Eliassen Group. All Rights Reserved -‐10-‐
- 11. The Cost of Too Many Projects in Progress Project A Project B Project C Project D Project E Project F 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months © 2013 Eliassen Group. All Rights Reserved -‐11-‐
- 12. An Example of the Effect of LimiIng Projects in Progress $0 $600K $1.2M $2.4M $3.6M Project A Project B Receive an extra $3.6M Project C Project D • Requires smaller # of projects in progress • Requires prioriIzing the order of projects Project E Project F 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 months © 2013 Eliassen Group. All Rights Reserved -‐12-‐
- 13. Team Level Enablement © 2013 Eliassen Group. All Rights Reserved -‐13-‐
- 14. What Defines Air Travel • Benefit: gepng from here to there quickly • Plane – Aerodynamic body – Control surfaces – More liq than weight – Landing gear • Trained pilot (s) • At least two runways © 2013 Eliassen Group. All Rights Reserved -‐14-‐
- 15. What it takes Agreements and Boundaries to get the benefits of Scrum 1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 © 2013 Eliassen Group. All Rights Reserved -‐15-‐ 2 29 30 31
- 16. Team Level • Get incredible at wriIng small user stories – Well defined Who, What, and Why – DefiniIon of ready and done – I.N.V.E.S.T. – Acceptance criteria – Story splipng – VerIcal slices • For soqware projects – Implement TDD – Use automated tesIng for all new work © 2013 Eliassen Group. All Rights Reserved -‐16-‐
- 17. Team Level • There is a product owner for each team • Apply Lean – Implement one-‐piece flow – Use a card wall: physical or electronic – Use WIP limits on a per-‐team basis © 2013 Eliassen Group. All Rights Reserved -‐17-‐
- 18. What does it take to get a hosix/patch to your customer? © 2013 Eliassen Group. All Rights Reserved -‐18-‐
- 19. “One Piece Flow” Done! Done! #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } Done! © 2013 Eliassen Group. All Rights Reserved -‐19-‐ #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } #define a b /* * This is great code. */ bool doStuff ( ) { index++; } Done!
- 20. Cross-‐Team Enablement © 2013 Eliassen Group. All Rights Reserved -‐20-‐
- 21. SynchronizaIon Points Example: common synch point: every 2 weeks Kanban, con)nuous flow, done a0er every story, con)nuous synchroniza)on 1 2 3 4 5 6 7 8 9 10 Weeks • Each team chooses 1 or more of the following: Scrum, Kanban, XP • IteraIon lengths must synchronize every 4 weeks or less © 2013 Eliassen Group. All Rights Reserved -‐21-‐
- 22. Planning, Reviews & Retros Structure Daily © 2013 Eliassen Group. All Rights Reserved -‐22-‐ Weekly On a regular cadence
- 23. OrganizaIonal Enablement of Agile © 2013 Eliassen Group. All Rights Reserved -‐23-‐
- 24. Scaling Agile is More Than # of Teams 1. Team Agility 2. MulI-‐team CoordinaIon 3. Enterprise Agility OrganizaIonal Structure CompensaIon Funding Model ban, n m, Ka or XP Scru and/ 3 2 1 Team(s) Tools & Tech Metrics Cycle Time Impediments Projects in Progress © 2013 Eliassen Group. All Rights Reserved -‐24-‐ Management
- 25. Top Ten Headwinds and Tailwinds Area Tradi)onal Agile Organiza)onal structure FuncIon & project Product, team, & delivery Funding Full scope Incremental Compensa)on Individual based Includes consideraIon of team, and delivery Metrics FuncIonal, plan based Team, business value delivery Tools and technology TradiIonal Agile-‐oriented Impediments Rarely raised Focus on raising & addressing Management of Teams FuncIon based Delivery based Business & IT interac)on Big handoffs Daily interacIon Teams Large, funcIonal, project-‐based, transient, & dynamic Small, cross-‐funcIonal, product-‐based, long standing & staIc Agile Skillset Low High © 2013 Eliassen Group. All Rights Reserved -‐25-‐
- 26. Tooling to Support Enterprise Agility © 2013 Eliassen Group. All Rights Reserved -‐26-‐
- 27. Automatable CreaIve Product Mgmt Dev Test Deploy Business Planning Design/Code Test Design Releng Data Gathering Test/Debug Test ExecuIon Release © 2013 Eliassen Group. All Rights Reserved -‐27-‐
- 28. ConInuous *Everything* Design/Code Automatable CreaIve Business Planning Test Design Data Gathering © 2013 Eliassen Group. All Rights Reserved -‐28-‐ Releng Build/Test Release
- 29. The Enterprise Agility TransformaIon Approach © 2013 Eliassen Group. All Rights Reserved -‐29-‐
- 30. Agile Principles Applied to TransformaIon • Run the transformaIon as an Agile project • The Simplest Thing That Could Possibly Work • Measure every construct/pracIce against the Agile Manifesto • Incremental “architecture” – Evolve the organizaIon towards Enterprise Agile rather than create a big up front plan © 2013 Eliassen Group. All Rights Reserved -‐30-‐
- 31. Agile Maturity Indicators Slows AdopIon Stable Accelerates adopIon Impeded (0) Metrics Transi)on (1) Sustainable (2) Metrics are all Delivery based funcIon based metrics are being tried, planned, or discussed 50%+ of metrics are delivery based. Old metrics are sIll being tracked and used 50%+ of metrics Metrics are are delivery based primarily and old metrics are delivery based no longer being tracked or used Being held every day, 15 minutes, impediments raised, team understands it is for them. Daily, short, effecIve. Runs well with or without Scrum Master. Team does an on-‐ the-‐spot analysis of how things are going and takes correcIve acIon. Standups Not being held (or similar) © 2013 Eliassen Group. All Rights Reserved -‐31-‐ Not held every day and/or not effecIve, oqen looked at as a status meeIng, not a benefit for the team. Can't keep to the 3 quesIons and/ or mtg takes more than 15 min. Agile (3) Ideal (4) PosiIvely adapted to the needs of the team
- 32. The Path to Agility – StarIng Point 0 1 2 3 4 44 Indicators OrganizaIonal Support Team Dynamics Team Structure Per Team Product Process Mechanics Engineering PracIces © 2013 Eliassen Group. All Rights Reserved -‐32-‐
- 33. The Path to Agility – Example Goal 0 1 2 3 4 44 Indicators OrganizaIonal Support Team Dynamics Team Structure Per Team Product Process Mechanics Engineering PracIces © 2013 Eliassen Group. All Rights Reserved -‐33-‐
- 34. Agile Maturity Radar Chart – Team Level © 2013 Eliassen Group. All Rights Reserved -‐34-‐
- 35. Enterprise Agility Summary • Enterprise Agility Model • Enterprise Agility Guide – OrganizaIon level pracIces – OrganizaIon level changes – Cross-‐team pracIces – Team level pracIces – TransformaIon approach • Agile Maturity Matrix Tool © 2013 Eliassen Group. All Rights Reserved -‐35-‐
- 36. Next Steps / Q&A • Download the materials – h~ps://summit.atlassian.com/archives/ • Share with your team/organizaIon • As a team/leadership, assess your team/organizaIon • Discuss the results and consider improvements © 2013 Eliassen Group. All Rights Reserved -‐36-‐
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