agile and devops transformations in large organizations

DW3 ConcurrentSession11/11/152:45pm

“Agile and DevOps Transformations in Large Organizations”

Presented by:

Siraj Berhan

Royal Bank of Canada

Broughttoyouby:

340CorporateWay,Suite300,OrangePark,FL32073888-268-8770·904-278-0524·[email protected]·www.techwell.com

Siraj Berhan Royal Bank of Canada

Across all lines of business at the Royal Bank of Canada, Siraj Berhan leads the consulting, training, and coaching of various agile teams. Since 2002 when he became addicted to applying agile development methodologies, Siraj has championed being agile with a goal of making teams, products, and businesses flourish. He has trained hundreds of practitioners and managers on agile development through various multi-day courses covering agile at an enterprise level. With his passion for driving agility through technical excellence, Siraj has trained dozens of developers on XP engineering practices. Follow him on Twitter @SirajBerhan, contact him at [email protected], and read his blog.

Agile and DevOps Transformations in Large Organizations

Siraj Berhan

Nov. 11, 2015

Agile & DevOps Conference East, 2015

Agile & DevOps Conference East – Nov. 11, 2015 1

Agile & DevOps Transformations Competencies

People

Technology &

Operations Processes

•  Maintaining a cross-functional self-managing team around a set of deliverables instead of a project based culture.

•  Evolving to a generalist-specialists attitude.

•  Promoting a co-located development model

•  Emergent architecture supported from within the team

•  Incorporating a time-and-material funding model

•  Leveraging Organizational Change Management

•  Providing a suitability assessment tool

•  Optimizing control processes

•  Nurturing product owner role

•  Performance evaluations & total compensations revisited to nurture an Agile culture

•  Move form a test-last mentality to a test-driven culture

•  Heavy emphasis on test automation •  Continuous delivery


Misconceptions of Agile

•  Agile projects require little or no documentation. •  There is no need for requirements in Agile - they are “made up” as you

go. •  There is no traceability in Agile. •  Assumptions and Risks aren't documented in Agile. •  No-one is responsible in Agile. •  Agile requires co-location and no offshore engagement. •  A consistent and continuous business engagement is not essential for

Agile. •  Costs for an Agile project will be substantially higher than a traditional

one. •  Agile projects do not provide any status updates or status reports. •  At the end, there will be no documentation for support purposes.

Tip: Nurture an Agile and DevOps culture through training, coaching, process management, tools support, etc.


Fact or Myth?


Agile & DevOps Transformations “Fact or Myth?” Activity

•  Organize into groups

•  Your task is to decide if each card is a fact or myth

•  Remember to share your thinking with your group

•  You have 6 minutes

•  Any questions?


Agile and DevOps Maturity

5

Supporting agility and DevOps as a spectrum

Scrum Kanban XP

Lean Software Development Agile

Modeling

DAD DSDM

Crystal Feature Driven Development

SAFe

Agile Environment (Adaptive)

Tip: Extend agile practices to include operations with an emphasis on tools and skillset around supporting

continuous delivery

Traditional Waterfall Environment (Predictive)


The “Beast”

Business Complexity

Technology Complexity

Market Conditions


Drivers For an Agile and DevOps Culture

Potential benefits: •  ROI Driven granular requirement prioritization which minimizes building on

requirements that are never used by the end customer

•  Adaptability to changing business need and market condition

•  Potential cost savings by avoiding complete up front requirements decomposition that may never materialize

•  The notion of Minimum Marketable Product concept while keeping an eye on the bigger picture, which is important to reduce Time-to-Market

•  Deliver features to the production environment incrementally & frequently •  More transparency into projects, enabling better decision making

•  Increase quality by reducing post implementation defects

•  Business sees prototypes in reviews during each iteration

•  Better collaboration, with earlier and ongoing engagement of key team members like business partners and QA

•  More accurate project / deliverable forecast


Agile Suitability Assessment


Dimensions of Agile Suitability

Low urgency Stable markets

Stable requirements Traditional process oriented core team

Low level of direct business participation Extended team members available by appointment

Documentation used for geographically dispersed teams Business & IT Management comfortable with traditional methods

Limited rotation of business contributors with offshore locations Fixed price (+/- 10%). Fixed scope and variable timelines contracts

High urgency Emerging markets Variable requirements Core team suitable for Agile development High level of direct business participation Extended team members available upon short notice Collaborative tools used for geographically dispersed teams Business & IT Management comfortable with Agile principles Rotation of business contributors with offshore location Time & Material or fixed price (Flexible constraints)

Tip: Provide an Agile Suitability Assessment

Traditional Waterfall (Predictive) Agile (Adaptive)

Urgency Product Compatibility IT Capability Business

Engagement Organizational

Support


Agile Suitability Assessment Demo


Start


Make It Official

Sprint Zero Release 1 Closure Release n

Drafted Planning Artefacts

Product Backlog

Regression

Implement

Requirement EffortValue

1

2

3

4

Sprint #

1

2

Release #

1

x y

Gated Delivery Model

Gate 1 Gate 3 Gate 2 Gate 5 Gate 4 +

Tip: Agile as an official path


Optimize Control Points

Release 1

Sprint 0 Sprint 1 Sprint 2 Wrap up Sprint y

Potentially

Shippable

Product or Service

Tip: Control processes should be

optimized to provide safety

and soundness without incurring

unnecessary delay

Artefacts

Product Backlog

Regression

Implement

Requirement EffortValue

1

2

3

4

Sprint #

1

2

Release #

1

x y

Gated Delivery Model

Gate 1 Gate 3 Gate 2 Gate 5 Gate 4 +


Agile Team


Agile Team Roles

Bus. Stakeholder

Bus. Stakeholder

Agile Team

Scrum Master

Solution Team

Bus. Stakeholder

Tech. Stakeholder

Tech. Stakeholder Tech.

Stakeholder

Product Owner

Tip: Maintain a cross-

functional self-

managing team around

a set of deliverables instead of a

project based culture


Allocation

High Allocation (One Project)

Task A

Task B

Task C

Multi-tasking (On different projects)

Month 1 Month 2 Month 3

Month 1 Month 2 Month 3 Month 4

Cost of switching

tasks (overhead)

Team members are more productive when

they are focused


Accelerated Team Development

•  Forming: Team members get acquainted with each other. They learn the behaviours that are acceptable to the project and the group.

•  Storming: After accepting that they are part of a group in the forming stage, team members start resisting the constraints of the project until the process for making decisions has been resolved.

•  Norming: At this stage, the group demonstrate cohesiveness. The group structure solidifies. There is a sense of camaraderie.

•  Performing: The team structure is fully functional and accepted. Group energy is now focused on delivering value.

•  Adjourning: At the end of the project, the team prepares for dissolution.

Because of its iterative nature, Agile teams mature faster than traditional teams

Tip: Leverage organizational change management to support being agile as a shift in mindset


Solution Team Skills

Bus. Stakeholder

Bus. Stakeholder

Agile Team

Scrum Master

Planning skills Coordination skills

Communication skills Status Reporting skills

Requirements Analysis skills Estimation skills

Architecture skills App. Design skills

Coding skills Testing skills GUI Design skills

Process Design / Development skills Database Management skills

Documentation skills Implementation skills

Deployment skills Etc.

Solution Team

Bus. Stakeholder

Tech. Stakeholder

Tech. Stakeholder Tech.

Stakeholder

Product Owner

Tip: Evolve to a more well-

rounded individuals

with a generalist attitude


Benefits for Agile Team Members

Team members:

•  …are more empowered, engaged, and in control of their destiny. •  …feel they can contribute to a tangible product. •  …see their quality work delivered into the hands of waiting users.

With Agile, comes job satisfaction!

Engaged,(31.5%(

Not(Engaged,(51.0%(

Ac4vely(Disengaged,(

17.5%(

9th Annual State of Agile™ Report by VersionOne has 79% of respondents report Increased team morale / motivation through Agile.

Source: http://goo.gl/6zKbdg Source: http://goo.gl/lMo9NP

Majority of U.S. Employees Not Engaged.


Sustainable Pace

•  Teams get more done when they work at a sustainable pace.

•  Effectiveness starts to drop after the first week of overtime.

•  Within a few weeks, the team will be facing a velocity deficit.

•  Persistent overtime is evidence of a serious problem. It is not a solution; instead it only treats the symptoms.

.

Don’t plan on overtime to salvage an initiative

Normal Velocity

Velocity Deficit

First week with overtime


Product Owner and The Team

Bus. Stakeholder

Bus. Stakeholder

Agile Team

Scrum Master

Solution Team

Bus. Stakeholder

Tech. Stakeholder

Tech. Stakeholder

PO

Delegate (Proxy)

PO – Product Owner

Tech. Stakeholder

PO Team

Tip: Ensure Product Owner is available,

knowledgeable,

decisive, and

committed to work with the team on

a daily basis.

Agile & DevOps Conference East – Nov. 11, 2015

Experimentation and Emergent Architecture

Build a Village!

22

Tip: Emergent architecture supported from within the team


Environment


Co-location

It might take a few weeks for team members to adjust to a new co-located environment.

Table

WhiteboardsSprint Backlog

Desk

Filing cabinet

Table

WhiteboardsSprint Backlog

Desk

Filing cabinet

Tip: Promote a co-located development model to maximize team’s agility and velocity.


Distributed Teams

25


Degrees of Dispersion

Low

High

Dis

pers

ion

Team Members Dispersion

The higher the team dispersion, the more techniques we need to overcome the communication challenges

Same room facing each other

Adjacent cubicles

Same floor

Same building

Adjacent buildings

Same city

Adjacent cities

Different cities in same time zone

Different time zones


Collaborating in Different Time Zones

•  Allow flexible work hours and shifting schedules.

•  Schedule meetings in a way that shares the pain.

•  Adjust meeting times to account for daylight savings changes.

•  Rotate meeting chair responsibilities amongst geographies.

•  Encourage full-team participation and communicate results to other team members if they can not attend.

It is not the distance that is difficult, it is the time zone difference. Finding a common time between two locations is considerably easier to manage than between multiple time zones.

Toronto Jersey Toronto Bangalore Toronto Vancouver6:00 AM 11:00 AM 6:00 AM 3:30 PM 6:00 AM 3:00 AM7:00 AM 12:00 PM 7:00 AM 4:30 PM 7:00 AM 4:00 AM8:00 AM 1:00 PM 8:00 AM 5:30 PM 8:00 AM 5:00 AM9:00 AM 2:00 PM 9:00 AM 6:30 PM 9:00 AM 6:00 AM10:00 AM 3:00 PM 10:00 AM 7:30 PM 10:00 AM 7:00 AM11:00 AM 4:00 PM 11:00 AM 8:30 PM 11:00 AM 8:00 AM12:00 PM 5:00 PM 12:00 PM 9:30 PM 12:00 PM 9:00 AM1:00 PM 6:00 PM 1:00 PM 10:30 PM 1:00 PM 10:00 AM2:00 PM 7:00 PM 2:00 PM 11:30 PM 2:00 PM 11:00 AM3:00 PM 8:00 PM 3:00 PM 12:30 AM 3:00 PM 12:00 PM4:00 PM 9:00 PM 4:00 PM 1:30 AM 4:00 PM 1:00 PM5:00 PM 10:00 PM 5:00 PM 2:30 AM 5:00 PM 2:00 PM6:00 PM 11:00 PM 6:00 PM 3:30 AM 6:00 PM 3:00 PM7:00 PM 12:00 AM 7:00 PM 4:30 AM 7:00 PM 4:00 PM


Setting Up a Distributed Team For Success

•  Identify and build a team for working on an Agile project.

•  Arrange for full team training on Agile values and practices.

•  Define and implement the tools, processes and practices necessary for conducting an Agile project.

•  Commit to and budget for conducting staff rotations. Make arrangements for team members to travel to other team sites.

1. Assemble Team

2. Team Training

3. Tools & Practices

4. Rotate Staff

Go!

Tip: Leverage the usage of the collaboration tools to its fullest across the enterprise


Quality


Automation

As Sprints unfold, the QA content if it’s not automated will take a larger proportion of the team’s total effort.

Testing accumulates from Sprint to Sprint. The more you build, the more you have to test.

Project Timeline

QA Content

Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint x Sprint 1 Sprint 2 Sprint 7 Sprint 8 Sprint 9

Tip: Move form a test-last mentality to a test-driven culture including heavy emphasis on test automation


Testing Philosophy & Engineering Tools

Test First Test After

Test as Verification Test as Examples

Test One-at-a-Time Test All-at-Once

State Verification Behavior Verification

Tip: Provide consistency across the enterprise

around engineering

tools and practices

that support agility and DevOps.


Review


Budget

Fixed Price

Caution: Fixed Price Contracts

Budget

A fixed price contract does NOT equal a fixed budget. You will usually be billed at least the fixed price of the contract,

plus the cost of any changes.

Fixed Price Changes


Funding Model

Iterative and incremental delivery of value

Release 1

Sprint 1 Sprint 2 Sprint 3 Wrap up Sprint y

Software or Process Product

Potentially Shippable

Product

Sprint Zero Closure Release n

Tip: Incorporate a time-and-material funding model for a team-based product or service delivery.


True Partnership Includes The Vendor

Without a partnership between all parties including the vendor(s) there cannot be an Agile project.

Organization

Business IT

Vendor(s)

Team

Team

Whenever possible, co-locating the vendor directly with the Solution Team will be extremely beneficial.

! ! !


Appetite For Experimentation

Tip: Performance evaluations and total

compensations should be revisited to

nurture an Agile culture


Journey


Questions?


Contact Information

https://ca.linkedin.com/in/sirajberhan

Thank You!

@SirajBerhan

http://siraj.berhan.ca/

[email protected]