agile for enterprise series #1* · agile for enterprise series #1* 2 agile in the enterprise #1...

11

Nitin Khanna, PMI-ACP, ICP-ACC Bob Phillips, PMP, PMI-ACP, CSM

PMINJ ChapterOctober 20th Monthly Program 2015

AGILE for Enterprise Series #1*

2

Agile in the Enterprise #1

Nitin Khanna, PMI-ACP, ICP-ACC

(And the alphabet soup)

Bob Phillips, PMP, PMI-ACP, CSM

Managing Director, Salesforce Program

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Introductions! Yes – we’re cool people!

This interactive session will allow for the opinion and expertise of 2 Agile enthusiasts!

Bob Phillips – MBA, PMP, PMI-ACP, CSM

• Program Manager using Scrum to manage $25M Salesforce program at Teach For America.

• Helped many teams transform from Waterfall to Agile.

Nitin Khanna – PMI-ACP; ICP-ACC; CSP (CM+CSPO); PSE; PSPO II; PSM II, PSD I; LeSS; SPC; SPS Plank Owner

• Agile Coach who recently wrapped up an Agile Adoption.

• Seen struggling implementations as well as hyperproductive teams

Notice the palindromes? – 2 perspectives 1 philosophy! It works!

Other Agile LCI Members –

Marcel Bautista | John Hudson | Gerald Peyton | Mital Vora

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Agenda• What is Agility?

• Distinguish between Scrum

(leading) and Agile

• Why focus on Scrum (all

encompassing of other practices)

• Name other potential Agile

practices (E.g. XP, Kanban, etc.)

• IRON Triangle in Agile

• Enterprise Governance

• Common Process

• Small and large projects and programs at TFA

• Scrum Overview

• Roles / Product Backlog

• EPICS & Stories (PBIs)

• Scrum Overview (continued)

• Sprint Planning / Sprint Backlog

• Daily Scrum Meeting

• Sprint Review / Finished Work

• Retrospective

• Scaling

• Scaling and Challenges

• Some Common Considerations

• Different Ways & History

• Scrum in the Enterprise

• Key Takeaways

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How do we change all the miscommunication about Agile?

The Challenge/

A SolutionE

1. Provide Training to Teams2. Develop Repeatable Processes3. Follow Scrum (or another practice) the Right Way and Avoid Scrum But(t)s!

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What is Agile?

Agility is a philosophy!

If we’ve ever taken a detour, changed diapers or even realized a deadline is earlier than you thought, you’ve been exposed to agility!

In software development -- It allows us to be nimble, turn on a dime and leave our competitors in the dust!

Agile practices come with great discipline!

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In 2001, some thought leaders, immersed in software development came together to share how to uncover and improve software development.

They revealed 4 values and 12 principles, which were a part of the Agile Manifesto.

There are many “flavors” of agility; Some practices are –• Scrum• Kanban• Lean• eXtreme Programming (XP)• Etc.

The “Agile Umbrella” or “Toolbox”

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Some Industry Surveys

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The 2015State of Scrum Survey viaThe ScrumAlliance

Some Industry Surveys

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We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.

Agile Manifesto

The Agile Alliance, 2001 Principles behind the Agile Manifesto

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Everyone think of 1 sport – don’t mention it out loud!

Write down as many rules to the sport (1 per card)Do not reveal the sport in writing or discussing with people nearby

Satellites – You can use 8.5x11 printer sheets as well (cut in half or ¼)

Example –Rule #1 – you can’t hit below the belt (without penalty) [1 card]Rule #2 – you can punch your opponent [1 card]Rule #3 – you can’t bite your opponents ear [1 card]Rule #4 – there is a ref. who can stop the game at his /her discretion [1 card]

Take about 3 minutes

Hands-On Exercise “Guess the sport” | About 5 Minutes

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A) Next – mix them up!B) Everyone take a few cardsC) Check whether a new Sport emerges!D) Why did we do this?

We should now know the difference between “Agile” and “Scrum”

Hands-On Exercise “Guess the sport” | Debrief

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Inspired by Ken Schwaber –

We want to go from “Scrum But(t) to Scrum AND”

Scrum Maturity > A Simple Example

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Inspired by Ken Schwaber –

1) Scrum Not (Other)2) Scrum But(t)3) Scrum4) Scrum AND

Food for thought –Is there an “Agile ButE?”OrA “Kanban ButE?”Or An “XP ButE?"

Scrum Maturity > A Simple Example

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Agile Development Vs. Traditional Development

Source: http://theagileexecutive.com/2010/01/11/standish-group-chaos-reports-revisited/

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• Distinguish between Scrum (leading) and Agile

• Why focus on Scrum (all encompassing of other practices)

• Name other potential Agile practices (E.g. XP, Kanban, etc.)



• Common Process

• Small and large projects and

programs at TFA

• Scrum Overview







• Retrospective

• Scaling





• Key Takeaways

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Agile provides a different way to view the Iron Triangle

Source: https://www.pinterest.com/pin/344736546448082504/

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Agile helps teams prioritize needed functions

Source: http://theagileexecutive.com/2010/01/11/standish-group-chaos-reports-revisited/

Fixed Scope drives the behavior to ask for Features / Functions that ‘may’ be needed someday since you can’t ask again.

Agile allows the Business to stop development early when optimal Business Value is delivered.

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We used Confluence to document the process that is used across the organizationhttp://confluence.tfanet.org/display/PMO/PMO+QuickStart

Our Common Process Ensures Repeatable Outcomes

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Project Execution:

Common Process - Samples

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We used Confluence to document the process that is used across the organizationhttp://confluence.tfanet.org/display/PMO/PMO+QuickStart

Our Common Process Ensures Repeatable Outcomes

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Scrum is used by TFA because it’sE

• An Agile Process that focuses on delivering business value as quickly as possible (every 2–4 weeks)

• Enables rapid inspection of working software• The business sets priorities and enables the team to self organize & deliver value

Source: http://www.sadhanbiswas.com/myblog/wp-content/uploads/2009/06/2010/08/agile-Scrum.jpg

• 3 Roles RoleRole

Role

Event

Event

Event

Event

Artifact

Artifact Artifact

• 4 Events• 3 Artifacts

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Inputs fromE• Establish Governance structure to capture requirementsEstablish Governance structure to capture requirementsEstablish Governance structure to capture requirementsEstablish Governance structure to capture requirements

• Ensure business needs are represented during requirement

gathering for each Sprint

• Establish feedback mechanisms

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PM

BA

Role Clarity

&

InteractionsTech

Lead

Agile Governance

At TFA we create Success Triangles for each major initiative which is very similar in concept to the Poppendieck’s Three Legged Stool

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Bob (PM / Scrum Master)

Jon – BA / Product Owner

Xin – Tech Lead

Success Triangle for the Salary Offer Tool (SOT) Project

Project Leadership

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Success Triangle (SOT) – Link to Business

Bob

Jon

Xin

Jon

Christin/Sam (ATS)

Andrew (SOT)

Project Leadership

Business Representation

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• Scrum works really well when there is a clearly defined person(s) who can represent the business and is empowered to make all decisions. Properly set expectations that only items that fall within the Dev Team’s Velocity can be delivered

and that there will be trade-offs.

Some Lessons Learned from the ATS/SOT ProjectE.

Job ScienceScrum

Not!

ScrumBut(t)

Scrum Scrum ScrumAnd!

ScrumAnd!

Scrum Not!

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Salesforce is a larger initiative that requires different Governance

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Salesforce is a larger initiative that requires different Governance

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Salesforce GovernanceProject TrianglesProduct Owner

Roadmap

Implementation

Project Team Leaders & BAs

Regional Engagement Team

Regional House of Representatives

Since Salesforce is a $25M program we expanded the Success Triangle model to include input from all areas in the organization.

• Point people from Regions

• Provide regional coordination,

communication, and leadership as well as

direct input into the project

• Approves the Roadmaps every 6 months

• Representatives for all 10 major

functions in Salesforce

• Provide cross-functional coordination,

communication, and leadership

• Responsible for partnering with BAs to

identify their priorities

• Reviews and approves the roadmap on

a quarterly basis

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Salesforce PTL Group

Team or Function Project Team Leader IT Business

Analyst

TSC

Representative

Development Darryn Paul Jen

Finance Tichina Paul Angie

Human Assets Sam Jon Crystal

PA&E – Communications Taylor Marisa

PA&E – Marketing Amy Marisa Dom

PA&E – SIP Mary Marisa

Program Continuum –Admissions

Molly Jessica Huoy

Program Continuum - Strategy SummerEmily

SamRachael

Alison / Jen

Recruitment Amanda Jessica Mark / Briana

Teacher Leadership Development

Dan Jon Alison

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Here’s what we expect to achieve as a result of a continued investment in Salesforce.

Improvements to what we’ve already built

Better data quality

Better analytics

Improved integrations

Innovation of technology to match innovation of process

Increased adoption and engagement

Improved user experience

FY16 Themes

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User adoptionData qualityImprove what we’ve built

July SeptemberJune August

Q1ProgAdm

Dev

Fin

HA

IT RT

Reg

Front End Back End

Both

Removed

Moved

Added

Small continuous improvement priorities

PA&E

Improvements driven by UX team recommendations

All

State or govt. opportunities (analysis)

Reg. staff recruiter setup

Pardot Lead Score on person accountNew RT rating integration

Alumni survey support

Adm. survey results

25th Anniversary Summit support

Analytics Integrations Innovation User experience

� Delivered

RTMatch app�

�

�

�

�

Bulk submissions & approvals for imported donations

�

�

�

ongoing

ongoing

ongoing

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• Common Process


• Scrum Overview







• Retrospective

• Scaling





• Key Takeaways

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10 Second Quick Quiz

Match the (Scrum) Roles –

Who is expected to take care of budgets on a Scrum Team?

A: Product Owner

Who updates the burndowns (if used) on a Scrum Team?

B: Dev Team

Who asks powerful questions, plays dumb at times and may say – “Don’t use Scrum for this upcoming initiative?”

C: Scrum Master

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Food for Thought

Is there an agile practice, that doesn’t have a Scrum Master?

A: eXtreme Programming (XP) as a “Coach” and not a “Scrum Master”

Is/are there an agile practices that completely recognizes a PM (Team Level)?

B: Yes

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Scrum Team Roles:

Product Owner Scrum Master

Determines what needs to be built

assuming Martians are kidnapping

abducting the Dev Team in 30 days

or less!

• Is Available• Is Empowered• Has a dream (Vision)• Accepts or rejects work results• [Opinion] Takes a leap of faith about

every 4 weeks or less• [Opinion] Is “like a duck on water”

Is a disruptor asking powerful

questions, reflecting the current

state, teaching, facilitating and

sometimes doing nothing!

• Represents management to the initiative

• (Helps?) Removes impediments • Ensure that the Scrum Team is fully

functional and productive• [Opinion] Loves Scrum• [Opinion] Is usually undervalued

and overworked

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Scrum Team Roles:

Development Teams

Build what’s needed, and demonstrates what they built.

• Volunteer for work! i.e. nothing is “assigned” to them!

• Cross-functional:Musicians, Programmers, QA, user experience designers, etc.

• Members should ideally be full-time, dedicated to the backlog items

• Teams are self-organizing- What are our Norms (spoken or unspoken)

- How do we make decisions?

- How do we address conflicts? 10/20/2014

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Product Backlog

• Identify Identify Identify Identify Roadmap Roadmap Roadmap Roadmap –––– PO, PM, Tech PO, PM, Tech PO, PM, Tech PO, PM, Tech LeadLeadLeadLead

• Typically requirements captured as Stories with a clearly defined UAC by Product Owner

Artifact

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Product Backlog

• Each request must be entered as an Agile Story with Each request must be entered as an Agile Story with Each request must be entered as an Agile Story with Each request must be entered as an Agile Story with

clear clear clear clear UACUACUACUAC

• PO determines CRs that should be considered for the PO determines CRs that should be considered for the PO determines CRs that should be considered for the PO determines CRs that should be considered for the

next Sprint by listing them in the desired order next Sprint by listing them in the desired order next Sprint by listing them in the desired order next Sprint by listing them in the desired order

based on business priorities.based on business priorities.based on business priorities.based on business priorities.

Product Owner (PO) reviews Product Backlog prior to Product Owner (PO) reviews Product Backlog prior to Product Owner (PO) reviews Product Backlog prior to Product Owner (PO) reviews Product Backlog prior to

Sprint PlanningSprint PlanningSprint PlanningSprint Planning

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The Backlog is created with Product Backlog items which may be User Stories

Who is the functionality for?

What we should create?

Why is it valuable to the user?

If we don’t know who, what, and why we really don’t understand enough about what we want yet.

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Capturing Requirements

Formally speaking, Scrum does not prescribe how one captures requirements.

Some common examples or use –

• User Stories (originating form XP)

• “Specification by Example” [1 Style]

• Spikes (also from XP)

• “Tech Stories” [NK Opinion > Minimize]

• “Doc. Story”

• Behavior Driven Development (BDD)

High Level Requirements –

• Themes

• Epics

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• Common Process


• Scrum Overview







• Retrospective

• Scaling





• Key Takeaways

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Sprint Planning Meeting• Each requirement is captured in JIRA and listed in order of

preference by the Product Owner 3 days prior to the meeting

• A developer is asked to review the requirement in detail and ask

questions prior to the Sprint Planning Meeting.

Event

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Sprint Planning

• Each Product Backlog Item (PBI) for the upcoming Sprint is discussed

• The Product Owner (PO) is available to answer any questions

• The Scrum Master keeps the meeting on track by time boxing discussions

• Point assignments are captured using

different techniques (eg. Planning

Poker).

• The time boxed meeting continues until

the agreed upon convention is met.

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Sprint Planning• Development team points

are recorded for each requirement

Field Meanings:• Code Completion Date =

Anticipated date when ready for QA

• Target Completion Date = Anticipated date when ready for UAT

• Story Points = ETL + DBA points

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Sprint Backlog

• Developers volunteer to work on items up to their

capacity

Artifact

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Sprint Backlog

• Once the Development team determines what they can

complete during the Sprint the Product Backlog items are

made visible in the Sprint Backlog.

• TFA Best Practice: Meetings are scheduled during the day

following Sprint Planning with BAs, DEV and QA to refine

requirements and test cases.

Time spent for these meetings Time spent for these meetings Time spent for these meetings Time spent for these meetings eliminateseliminateseliminateseliminates rework!rework!rework!rework!

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• Common Process


• Scrum Overview







• Retrospective

• Scaling





• Key Takeaways

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Daily Scrum Meeting

• 10-15 minute daily meetings

Event

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10 Second Quick Quiz

Who is the Daily Scrum intended for?

A: Dev Team

Who participates?

A: Dev Team is mandatory; PO & SM are optional

Academic / Research via the prior Scrum Guide(s)

A: Some subtlety and confusion between “Dev Team” and “Team”

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Quick Quiz

What’s the difference between the “Daily Scrum” and the “Standup” ? Huh?

- 1 is from XP (Standup) and the other from Scrum (Daily Scrum)

- In XP the Team is expected to be co-located and stand!

- Scrum specifies a timebox of 15 minutes

- (2013) Scrum does emphasize explaining 3 items around a goal

- [NK Opinion] In essence, they’re about the same.

Further Reading: http://www.extremeprogramming.org/rules/standupmeeting.html

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• Common Process


• Scrum Overview





• Daily Scrum Meeting (examples)


• Retrospective

• Scaling





• Key Takeaways

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Daily Scrum Meeting

Confluence is used to navigate to the JIRA Reports for easy navigation

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Daily Scrum Meeting

• Team discusses:

• What did yesterday

related to the Sprint

goal,

• what doing today related

to the Sprint goal,

• any blockers related to

the Sprint goal

Example of Team Member update when

they can’t attend….

*Note: This should be an exception, not the norm!

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Daily Scrum Meeting

• View that’s used for the Standup Meetings

• Flag items as ‘Waiting for Business’ or ‘At-Risk’ (right click on item

to flag)

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Daily Scrum Meeting

• Selecting the DEV team member name shows their tasks which

makes it easier for the person speaking

• Items on the right provide key information w/o opening the task

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Sprint Review

• Day prior to the meeting the PO identifies items that they would like

to see demonstrated

• Items with external database impacts are reviewed at the beginning by Database team

Source: http://www.sadhanbiswas.com/myblog/wp-content/uploads/2009/06/2010/08/agile-Scrum.jpg

Event

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Release

• Should be regularly scheduled

• Tech and QA Leads for the Release are identified

• Manual Steps are documented

Artifact

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Finished Work• A Release Checklist is maintained in Confluence to guarantee consistent releases• The checklist is updated based on feedback during the Retrospective

Items Tracked

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Finished Work• Snapshots of each release are maintained in Confluence as a Communication vehicle

Menu Items

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• Common Process


• Scrum Overview







• Retrospective

• Scaling





• Key Takeaways

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Retrospective

• Follow normal format where each team member discusses what should:

Start Start Start Start –––– Stop Stop Stop Stop –––– ContinueContinueContinueContinue

• Document process changes in Confluence and make sure to implement improvements

Event

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PDCA > Another Perspective

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Retrospective Technique | “Fist of 5”

• Do we still have your attention and are you enjoying this presentation?

• Can we share a quick retrospective technique known as the “fist of 5?”

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• Common Process


• Scrum Overview







• Retrospective

• Scaling





• Key Takeaways

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Scaling & Challenges

Paraphrasing -- “Scaling is the last thing one should do.”

– Martin Fowler, Software Engineer and International Speaker

-- Agile Manifesto Signatory

This statement has 2 meaningsE.!!

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Scaling & Challenges

A metaphor -- Imagine if you were hosting 2 friend for dinner.

What if you hosted 10?

What if you hosted 20?

How about 200E..?

Do the dynamics change above?

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Some Common Considerations [Opinion]

Corporate culture

Communication channel

(See example on right)

Scaling too fast, without an end goal

Scaling Scrum But(t)s or Agile but(t)s”

External vendors competing for services

Struggling to define “value”

(Internal Vs. External products)

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Scaling | Different Ways & History

“Non-certified” models –

Note: We won’t get into much details of these.

“Home Grown”

-- A way where the Teams figure out how to coordinate amongst themselves and then take it up the Organization. It may also be top-down.

Scrum Studio Model

-- “Software in 30 Days” by Schwaber and Sutherland; Chapter 7 – Develop a Scrum Capability

“Scrum of Scrums” (SoS) a.k.a. “meta Scrum”

-- [NK Opinion] – There are now different ways people are presenting this term.

-- I consider this an effective communication technique

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Scaling | Different Ways & History (Continued)

Certifications Available –

(*A logistical comparison was done on Agile certifications by the Agile LCI earlier)

Large-Scale Scrum (LeSS)

- Introduced by Bas Vodde and Craig Larman in 2005

- Less framework for 2 – 8 Teams

- “LeSS Huge” for 8+ Teams

- www.less.works

Scaled Agile Framework® (SAFe®)

- Introduced by Dean Leffingwell in October 2011

- Agile Release Trains (ARTs)

- http://www.scaledagileframework.com/

Scaled Professional Scrum (SPS) or Nexus

- Introduced by Ken Schwaber, co-developer of Scrum (via Scrum.Org) in 201410/20/2014

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Scaling | Surveys (Continued)

Other

Scaling

Techniques

&

Some

Numbers

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Scaling | Home Grown Example

Industry: Pharmaceutical

Product: Internal x many

Teams: 2

Location: Off-shore (Dev Team); Onshore business stakeholders and PO / SM

Full-Time? External vendor Team

Technology : Microsoft Teamsites

Funding: Complete for the year; Can’t ask for more

Brief Narrative –

• As more work came, a team of Developers grew into 2

• These 2 Development Teams were building internal products for Scientists and Researchers

• Requests came ad-hoc throughout the year

• Work was increasing and people had to deliver

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Scaling | “Home Grown” Example

From: To:

(Onshore) (Offshore)

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From:

- Hyperproductive

- Delivering all requested and more

To:

- Struggling with increments every 2 weeks

- PBIs (E.g. Stories carrying forward)

- Losing predictability for PO and Stakeholders

What next?

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Re-adjust: Added governance and an empowered “Chief-PO”

(Program)

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Re-adjusted for the Program:

- Found that 1 initiative that was key and separated

- Someone with Coaching skills came in

- Formal training – CSM & CSPO for Team Members

- Additional Training – “In-house” for Dev Team members

To:

- Doing much better than before [Focus]

- Shortened Sprint cycle to 1 week (initially 2-weeks) [Counterintuitive]

Takeaway – As you start scaling, proceed with caution; You want to scale EFFICENCY and not DYSFUNCTION!

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Key Takeaways

• Agility is a mindset – we’ve been immersed in it for years

• Yes – there is a difference between “Agile” and Scrum

• Scrum is just one of the leading agile practices today

• If you’re thinking of scaling, you need to at least evaluate if you’ve reached an ideal state for a Team

• Yes – there is now plenty of support, white papers and “meetups” for Agile enthusiasts

• We have an Agile LCI which meets often; We also have a LinkedIn Subgroup

• It seems that (formal) Agile practices are becoming more of the norm

• A palindrome is a word, when spelled backward, is the same!

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Q&A

• Contact Bob at –

[email protected]

• Contact Nitin at –

[email protected]

• Agile LCI Related –

[email protected]

• The current (US) President –

TwitteR: @potus

Select images courtesy: Mountain Goat Software (Mike Cohn)

10/20/2014

agile for enterprise series #1* · agile for enterprise series #1* 2 agile in the enterprise #1...

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