adapting agile to the entreprise
DESCRIPTION
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact [email protected] for information on our next Agile Edge Confererence in January 2012.TRANSCRIPT
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ADAPTING AGILE TO THE ENTERPRISE WHAT HAPPENED TO THE PHASE GATES? – AGILE EDGE CONFERENCE
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SUPERIOR
PEOPLE
PRODUCT
PROCESS
AGILE-LEAN METHODS
NOT EASY.
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SUPERIOR
PEOPLE
PRODUCT
PROCESS
PRODUCTIVITY CAN BE SPENT ON QUALITY OR DELIVERY DATE
AGILE-LEAN METHODS
Change is Organic
NOT EASY.
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SUPERIOR
PEOPLE
PRODUCT
PROCESS
AGILE-LEAN METHODS
Process Overhead Reduced to 8-15%
(From 40-60%)
NOT EASY.
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SUPERIOR
PEOPLE
PRODUCT
PROCESS AGILE-LEAN METHODS
Improved Team Morale due to Focus
and Rhythm
Improved Skills due to Pairing &
Shared Responsibilities
NOT EASY.
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THE MATURING OF AGILE PRACTICE
AGILE-1ST GENERATION – AGILE FOR THE TEAM
– Emphasising the Human Factors in Development
– Emphasising Empowerment-to-a-Goal
– A Gaggle of Gurus
– Naïve Agile & Faux-Agile
AGILE-2ND GENERATION – AGILE FOR THE ENTERPRISE
– Emphasising Risk Management
– Emphasising Backlog Management
– Emphasising Visibility & Accountability
– Emphasising the Whole Solution Value Stream
HYBRID, BEST-PRACTICE
AGILE METHODS
BRANDED AGILE
METHODS
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NOTE:
AGILITY IS A LARGE, SOPHISTICATED, AND SUBTLE BODY OF GOOD PRACTICES. THIS PRESENTATION IS ONLY A BRIEF, PARTIAL SKETCH.
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THE AGILE MANIFESTO THE ORIGINS OF 1ST-GENERATION AGILE
Processes and Tools
Comprehensive Documentation
Contract Negotiation
Following a Predefined Plan
Individuals and Interactions
Working Software
Customer Collaboration
Responding to Change
VALUABLE MORE VALUABLE
Over
Over
Over
Over
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
THAT IS, WHILE THERE IS VALUE IN THE ITEMS ON THE RIGHT, WE VALUE THE ITEMS ON THE LEFT MORE.
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THE DARK-SIDE OF THE AGILE MANIFESTO THE ORIGINS OF FAUX-AGILE & NAÏVE-AGILE
We Do This … We Don’t Do This?
Processes and Tools
Comprehensive Documentation
Contract Negotiation
Following a Predefined Plan
Individuals and Interactions
Working Software
Customer Collaboration
Responding to Change
EITHER/OR THINKING AND A FALSE DOCTRINE OF REJECTION.
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DISCOVERING THE TAO OF AGILE-LEAN
DIMENSIONS OF ENTERPRISE AGILITY
• IT’S MORE THAN JUST BIG, DISTRIBUTED TEAMS!
INTEGRATED BACKLOG MANAGEMENT
• INDUCING A CONTINUOUS FLOW AND PLANNING RHYTHM FROM PRODUCT/PORTFOLIO MGMT. THROUGH RELEASE & ITERATION MGMT.
RISK PROFILING AND RISK-DRIVEN PROCESS
• IT’S ALL ABOUT RISK MANAGEMENT!
GOVERNANCE AS ACTIONABLE GLOBAL RISK MANAGEMENT
• STOP OBSTRUCTING! START INSTRUCTING!
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“THE WISE MAN DOES LESS AND LESS, UNTIL HE DOES NOTHING AT ALL, AND YET NOTHING IS LEFT UNDONE.” – LAO TSE
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PEOPLE
PRODUCT
PROCESS
SCALING AGILITY TO THE ENTERPRISE
LARGER
COMPLEXITY Architecture
Configurations
3rd-party Software
Stds Conformance
MORE PRECISE
COORDINATION Concurrent Devlpmt.
Version/Config. Mgt.
Product Integration
WIDER
DIVERSITY People & Cultures
Disciplines & Skills
Sites & Timezones
IMPROVED
ACCOUNTABILITY Satisfaction-of-Need & Maturity Timeliness & Health Quality & Fitness-for-Release Efficiency & Productivity
QUICKER
RESPONSIVENESS Scope Chg. Mgmt. Half-Life of Reqs. Time-to-Market
BROADER
RISK PROFILE Regulatory Compliance Security & Reliability Enterprise Governance
CLOSER
ALIGNMENT To Business/Market To Strategic Plan
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AGILE DYNAMICS – FLOW & FEEDBACK
Product
Backlog
Project & Release
Planning
Risk Profiling
AGILE PLANNING & GOVERNANCE
Daily Burn
Scrumboard
Iteration Planning
Risk
Valu
e
Fitness
Daily standup Meeting (“Daily scrum”) DAILY
(NANO-LEVEL)
Pairing and Peering
Iteration Retrospective
Build-Integration-Test- Acceptance Automation
DEMO
Release Retrospective
Doc as needed
PRODUCTION
RELEASE
Fitness- for-Release
Testing
Iteration Backlog
Product Backlog
Release Backlog
Scope Change Mgmt
Progress to Goal
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IN THE BEGINNING …
THERE WAS THE STORY.
The essential unit of Agile scope.
The fundamental unit of Agile planning.
The concept around which we define actionable and done.
A bit of a mystery, in practice. ACCEPTANCE CRITERIA • The credit card should be rejected if it
is a type not accepted by the store. • The credit payment charged should
be for the exact amount due. • Confirmation of successful or
unsuccessful credit clearance must be displayed prior to receipt generation.
• If successful, customer signature must be indicated by the cashier explicitly before finalizing the sale.
CREDIT CARD PAYMENT
As a Cashier, when processing a sale, I want to process a credit card payment in order to settle the sale transaction such that confirmation of credit transaction clearance is confirmed before finalizing the sale.
Size-Effort = 5 Risk = 4.7
Actor
Action Context
Action
Business Context
Constraint
SCOPE
Re
qu
iremen
ts
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WHAT DOES IT MEAN TO BE ACTIONABLE?
SPECIFIABLE - has been refined sufficiently to understand how to satisfy the story.
IMPLEMENTABLE - can be elaborated to the next level so that further SEIVing can occur.
ESTIMABLE - has reduced & bounded uncertainty so effort can be reasonably projected.
VERIFIABLE - can specify acceptance criteria to determine satisfaction of the story.
EACH SEPARATELY
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Wrong question! “Epic” is an adjective, not a noun.
The question should be, “What makes a story epic?”
The answer: it fails on one or more of the SIEVe properties.
There are several kinds of epic-actionable things.
WHAT IS AN EPIC?
REFINEMENT
Specifiable AND Implementable AND Estimable AND Verifiable
NOT 1 or more of: Specifiable OR Implementable OR Estimable OR Verifiable
Actionable Thing
Epic Thing
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RESOLVED: “STORY” IS A GENERIC TERM.
There are different kinds of stories, i.e. units of scope, depending on your level of detail and focus.
• 4 KINDS OF STORIES:
– Goals – representing the objectives or initiatives of the business.
– Features – “If the system would only do X, then we would make progress on the goal Y.”
– Functions – “To provide the feature X, the system needs to do: A, B, C, Q, & W.”
– Tasks – “To implement Q, we need to build U & V, modify the W & X screens, update the Y schema, and write a Z audit record.”
User Story or
Scenario
Epic User Story or Use Case
Business Goal
Goal = Unit of Strategy Feature = Unit of Value Function = Unit of Capability Task = Unit of Work
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SIEVING EPIC STORIES TO DERIVE ACTIONABLE STORIES
EPIC GOAL
EPIC FEATURE
EPIC FUNCTION
ACTIONABLE GOAL
ACTIONABLE FEATURE
ACTIONABLE FUNCTION
TASK
ELABORATION is the identification and definition of stories at the next lower level of detail.
REFINEMENT is the decomposition into more detailed stories of the same kind such that the SEIVe properties are satisfied by those stories at that level.
THIS IS THE FOUNDATION FOR AGILE TRACEABILITY AND THE DEFINITION OF “DONE”.
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MULTIDIMENSIONAL TRACEABILITY
“Done” with children means done with their parent.
SOME DIMENSIONS
• Goal -> Feature (Set) for Demand Mgmt
• Feature -> Function -> Subfunction for Planning & Reporting
• Function -> Version for Complexity Mgmt
• Function -> Task for Work Allocation & Execution
Feature Feature Feature
THE DIFFICULTY OF DEFINING “DONE” IS A MAJOR CATEGORY OF ANALYSIS RISK.
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HIERARCHY OF BACKLOGS
EPIC GOAL
EPIC FEATURE
EPIC FUNCTION
ACTIONABLE GOAL
ACTIONABLE FEATURE
ACTIONABLE FUNCTION
TASK
PRODUCT BACKLOG
RELEASE BACKLOG
ITERATION BACKLOG 4 STORIES TYPES IN PAIRS
GENERATES 3 NATURAL BACKLOG TYPES
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DEFINITION OF “PLAN”
“PLAN” v. (a) to add (delete or modify)
stories to a backlog,
(b) to allocate stories from one backlog to another.
“ANALYZE” v. (a) to refine or elaborate a story.
“MANAGE” v. (a) to plan and to analyze the stories in a backlog.
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DEFINITION OF “PLAN”
EPIC GOAL
EPIC FEATURE
EPIC FUNCTION
ACTIONABLE GOAL
ACTIONABLE FEATURE
ACTIONABLE FUNCTION
TASK
PRODUCT BACKLOG
RELEASE BACKLOG
ITERATION BACKLOG
Release Planning
Iteration Planning Product
Mgmt
Release Mgmt
Iteration Mgmt
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BACKLOG NETWORK
Each Backlog subsumes its own (potentially unique) Analysis & Planning Disciplines
CUSTOMER BACKLOG
PRODUCT LINE
BACKLOG
PRODUCT BACKLOG
DIVISIONAL BACKLOG
RELEASE CONFIG
BACKLOG
RELEASE BACKLOG
SUBSYSTEM BACKLOG
COMPONENT BACKLOG
ITERATION BACKLOG
QUEUING NETWORK
– Analyze Flow
– Optimize by Lean Principles
COORDINATION-INTEGRATION TASKS
– Generates a Hierarchy of Scrums
– Attach Governance to “Natural” Gates, Flows, & Activities
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MATURE AGILE PROCESS ESTABLISHING RHYTHMS FOR SUCCESS
Regular RHYTHM ensures Sustainability
Regular FEEDBACK ensures Fidelity
Multiple levels of Rhythmic Feedback for Risk Management & Scope Change Mgmt
CATCH RISKS WHEN THEY ARE LITTLE,
AND THEY WON’T GROW UP TO BE BIG ISSUES.
INCREMENTAL DEVELOPMENT
Iterative Dev
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MATURE AGILE PROCESS ESTABLISHING RHYTHMS FOR SUCCESS
DAILY
ITERATION
RELEASE
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IF YOU HAVE A RISK, YOU HAD BETTER DO SOMETHING ABOUT IT! IF YOU DON’T HAVE A RISK, THEN DON’T DO SOMETHING ABOUT IT!
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THE AGILE RAZOR – IT’S ALL RISK MGMT
All PROCESS is about RISK MANAGEMENT. If it isn’t, then it is mere formality, i.e. waste.
Every element of process must justify itself – in the specific case of each development initiative, not just in general.
PROCESS SHOULD ADAPT PROPORTIONALLY TO THE RISK PROFILE OF THE INITIATIVE.
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PROCESS IS JUSTIFIED BY RISKS-MANAGED
BUSINESS RISK ANALYSIS RISK
Roles
Reviews
Business Case
Relationship Risk Regulatory Risk Profitability Risk
Backlogs & Scope Chg Mgmt
Analysis Artifacts
Accept. Criteria
Scoping Risk Requirements Risk Verification Risk
MARKET RISK TECHNICAL RISK
Vision & Business Case
Schedule
Demand Risk Time-to-Market Risk
Prototyping
Training/ Coaching Plan
Automation
Process Plan
Test Plans
Development Risk Technology Risk Environmental Risk Process Risk Quality Risk
RESOURCE RISK
Staffing Plan
RFP, Evaluation Criteria
Capability Risk Procurement Risk
DEPENDENCY RISK
Comm. and Integ. Plan
Risk Management Plan
Coordination Risk Consequential Risk
Process is even driven by Risk … and Value and Fitness.
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AFTER STRATEGIC PLANNING, THERE IS
ONLY ONE CONTINUOUS ACTIVITY OF ITERATIVE
DEVELOPMENT, THE TACTICAL EXECUTION
PHASE.
ONE ENGINE, THREE FUEL MIXES.
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AGILE MACRO-RHYTHMS: PLANNING & RELEASE CYCLE
Agile Release Cycle
Project/Release Planning
incl. vision, roadmap, release plan, strategic estimates, risk profile
Foundational Iterations
incl. requirements & development for high-risk & architecturally-significant
features, reforecast due date
Primary Iterations
incl. requirements & development for high-value, moderate- to low-risk features,
on-going level-1 & level-2 acceptance testing
Finalization Iterations
incl. activities ensuring fitness-for-release and
final acceptance
Deployment to Production
Feasibility
Risk 80% – Value 20%
Fitness 80% – Risk 20%
Agile Development Priorities
Value 80% – Fitness 20%
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DIFFERENTIATED BACKLOG
INCLUDE IN YOUR BACKLOG ALL THE ITEMS (FUNCTIONS & TASKS) THAT CONSUME YOUR TEAM’S TIME & ENERGY.
IF IT IS NOT TRACKED, IT IS NOT ACCOUNTABLE.
“OH YEAH! WE’VE BEEN WORKING
REALLY HARD … WE JUST CAN’T SAY ON WHAT,
EXACTLY.”
New Reqs Story
Reqs Change Story
Quality Attribute Story
Reqs. Clarification
Business Value Stories
Level-2 (NFR) Tests
Design Refactoring
Technical Value Stories
Risk/Issue Mgmt Task
Committed Defect Repairs
Governance Activity
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AGILE APPROACH TO GOVERNANCE
TRADITIONAL GOVERNANCE IS OBSTRUCTIVE. We cannot tolerant interruptions in the flow, …
But, we have to admit there is a place for governance
when we conceive it as
Enterprise Risk Management
complementing to our Project Risk Management.
BUT, AGILE GOVERNANCE IS DIFFERENT! We embody Governance Activities as Stories!
“Don’t stop our rhythm! Just tell us what you need to know. We will add the stories to our backlogs and plan them into the appropriate iterations.”
NOW, WE CAN EVEN TRACK THE EFFORT
AND SCHEDULE IMPACT OF GOVERNANCE!
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THE VARIETY OF (KINDS OF) STORIES
Fundamental Story Types
GOALS → FEATURES → FUNCTIONS → TASKS
Story “Colors” • Value Features, Functions & Tasks:
New Requirements, Requirement Changes, Quality Attributes
• Overhead Features, Functions & Tasks: Reqs. Clarifications, Defect Repairs, Level-2 Tests, Design Refactoring, Risk/Issue Mgmt Task, Governance Activity
Story Templates: • Parameterized Stories (applied to stories or arch. components)
• Periodic Stories (performed every n iterations or releases)
• Supplemental Acceptance Criteria (special ACs added to a story)
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RHYTHM & FLOW – THE ESSENCE OF AGILE-LEAN
Agile Non-Phases
Project/Release Planning
incl. vision, roadmap, release plan, strategic estimates, risk profile
Foundational Iterations
incl. requirements & development for high-risk & architecturally-significant
features, reforecast due date
Primary Iterations
incl. requirements & development for high-value, moderate- to low-risk features,
on-going level-1 & level-2 acceptance testing
Finalization Iterations
incl. activities ensuring fitness-for-release and
final acceptance
Deployment to Production
Feasibility
Risk 80% – Value 20%
Fitness 80% – Risk 20%
Agile Development Priorities
Value 80% – Fitness 20%
“The Wise Man does less and less, until he does nothing at all, and yet nothing is left undone.”
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?
ANY QUESTIONS …