building business capability 2017 · sprints, user stories, backlogs, daily scrum, tdd, bdd, pair...
TRANSCRIPT
Enterprise Agile Coach
Organizations ranging from 2 to 85,000
people
Minority Owner of NFL team
Led World’s Largest Agile Transformation
17 years in
Software/IT… last
11 using Agile
methods
Co-Founder
of AgileIndy
(1300+
members)
Innovation Award Winner
Founder of 2 Tech Startups My kids still think I’m
cool!
National
Science
Foundation
grant award
winner
Business
Agility
Evangelist
One of only 40 CST & CEC World
Traveler…
46 countries
and counting! Only Certified
Enterprise Coach
(CEC) in Indiana
Time Man of
the Year 2006
ROBOTS WILL RULE THE EARTH SOON! ;-)
• 2"BILLION"jobs(will(disappear(by(2030("(hAp://www.futuristspeaker.com/business"trends/2"billion"jobs"to"disappear"by"2030(
• Forrester(forecasts(that(cogniKve(technologies(such(as(robots,(arKficial(intelligence((AI),(machine(learning,(and(automaKon(will(replace(7%(of(US(jobs(by(2025.(
"hAps://www.forrester.com/Robots+AI+Will+Replace+7+Of+US+Jobs+By+2025/"/E"PRE9246(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 5"
PAINS & SYMPTOMS
*Too"slow"
*Highest"value?"
*Being"out*innovated"
*IT"is"“black"hole”"
*Un*predictable"
*Big"project"failures"
*High"acFvity,"low"results"
9"Nov"17( ©(2017(Project(Brilliant(LLC( 7"
NEED TO ADDRESS…
• PrioriKzaKon(• Adaptability(• End"to"end(cycle(Kme(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 8"
HOW DID WE GET HERE - TAYLORISM
9"Nov"17( ©(2017(Project(Brilliant(LLC( 9"
Fredrick Taylor Scientific Management Early 1900s
HOW DID WE GET HERE - WATERFALL
Requirements"
Design"
Analysis"
Test"
Code"/"Build"
Deploy"
-Dr. Winston Royce Father of “Waterfall” From Managing the Development of Large Software System
”…the implementation described above is risky and invites failure.”
TRANSPARENCY TO THE LINEAR PATH
9"Nov"17( ©(2017(Project(Brilliant(LLC( 11"
IT Delivery
Business Decision Making
Go To Market
WHAT IS AGILE?
Agile(is(a(mindset(of(intenKonal(iteraFve(and(incremental(delivery(of(customer(value(through(collaboraFon(and(conFnuous(improvement.(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 18"
AGILE PRINCIPLES
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity -- the art of maximizing the amount of work not done -- is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
SaKsfy(the(Customer(
Welcome(Change(
Progress(=(Done(
Sustainable(Pace(
High(Quality(
Keep(it(Simple(
Self"Organizing(Teams(
ConKnuous(Improvement(
Deliver(Frequently(
Biz(+(Dev(Daily(
Leadership(support(
Co"locaKon(
Sprints, User Stories, Backlogs, Daily Scrum, TDD, BDD, Pair Programming, WIP
Limits, Story Mapping, Product Owner, etc.
Scrum, Kanban XP, SAFe, LeSS, DA, Nexus,
FDD, Crystal Clear
Satisfy the Customer Welcome Change Deliver Frequently Biz + Dev Daily Leadership Support Sustainable Pace Progress = Done Co-location High Quality Keep it Simple Self-Organizing Teams Continuous Improvement
Individuals & Interactions Working Software
Customer Collaboration Adapting to Change
• Agile(is(a(mindset(• Scrum(is(a(framework(for(solving(complex(problems(
• Focus(on(Incremental"+"IteraFve"value(delivery(
• Being(vs.(Doing(Agile(
SUMMARY
NEED TO ADDRESS…
• PrioriKzaKon(• Adaptability(• End"to"end(cycle(Kme(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 22"
PRIORITIZATION OF VALUE
Paradigm(Shig(From(Plan"Driven(to(Value"Driven(Development(
23"
Fixed"
EsFmated"
Requirements"
Time($(
Time(
Features"
Plan""
Driven"
Value"
Driven"
The$Plan$drives$cost/schedule$es3mates$
Release$dates$and$fixed$cost$$drives$priori3za3on$
Waterfall" Agile"$(
MAXIMIZING VALUE & MANAGING RISK
9"Nov"17( ©(2017(Project(Brilliant(LLC( 24"
Value
Value
Risk
Risk
Time
Time
VALUE STREAM & LEAD TIME
9"Nov"17( ©(2017(Project(Brilliant(LLC( 25"
IT Delivery
Business Decision Making
Go To Market
• 200"600%(throughput(increase(from(teams(• Defect(rates(approaching(zero((none(in(6(months)(• 80%(increase(in(business(value(delivery(• 70%(increase(in(predictable(delivery(• Increased(employee(engagement(
– retenKon(rates,(employee(happiness,(NPS(scores,(etc.(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 27"
RECENT OUTCOMES FROM A CLIENT
ALIGNING TEAMS FOR VALUE DELIVERY
29"
UI Team
Messaging Team
Bus Logic Team
Database Team
Application Team
Feature 1
Feature 2
Feature 3
UI
Messaging
Bus Logic
Database
Application
Feature Team
1
Feature Team
2
Feature Team
3
Feature Team Component Team
Optimize the flow of value by using Scrum.
Scrum Master Referee & Change Agent
SCRUM ROLES
30"
PO"+"SM"+"6"(+/*"3)"Development"Team"members"dedicated"to"1"team"
“T-SHAPED” PEOPLE
31"
Dep
th o
f Exp
ertis
e Breadth of Skills
Java(
Doc(
Javascript(
UI(
QA(
DBA
(
iOS(
CULTURE FOLLOWS STRUCTURE
9"Nov"17( ©(2017(Project(Brilliant(LLC( 34"
© Trail Ridge Consulting, Pete Behrens
Business Agility is an organization’s capability to embrace change, to the point of purposefully initiating change, because it has the ability to respond faster than its competitors in seizing the resulting opportunities.
BUSINESS AGILITY – RESPONSIVE ORGANIZATION
35"
NEW RULES, NEW TOOLS
• Systems(modeling(• OrganizaKonal(change((KoAer,(OSA,(etc.)(• Canvases(
– Lean,(TransformaKon,(Business(Model(• Lean(Startup(&(experimentaKon(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 37"
SYSTEM OPTIMIZING GOALS?
• Customer"Value"
• Adaptability"• End*to*end"cycle"Fme"
• Personal(secrecy(• IdeaKon(• Busyness(• Management(bonuses(
38"
“Indirect(Wishes”((desired(outcomes)(• Increase(Revenue(• Reduce(Cost(• Increase(InnovaKon(
THE CANVASES (OR IS IT CANVI?)
9"Nov"17( ©(2017(Project(Brilliant(LLC( 40"
Transformation Canvas
Lean Canvas Business Model Canvas
ORGANIZATIONAL CHANGE FRAMEWORKS
9"Nov"17( ©(2017(Project(Brilliant(LLC( 41"
© Kotter International Open Space Agility (OSA)
SUGGESTIONS FOR THE BA ROLE…
• Sorry,(there(is(no(Business(Analyst(in(Agile(delivery.(– Agile(promotes(the(eliminaKon(of(this(role!(
• However,(there(are(BIG"business(problems(to(be(solved(using(evolving(Business(Analysis(skills(
• Focus(on(the(organizaKonal(system(and(front(end(of(the(process(
• Become(a(business"scienFst…(experiment(early(and(ogen!(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 43"
IN CLOSING…
• Execs(are(really(looking(to(address…(– Customer(value(– Adaptability(– Cycle(Kme(
• OrganizaKonal(agility(opKmizes(to(solve(the(above(• Business(Analysts(can(help(drive(change,(but(in(new(ways,(in(new(areas,(with(new(tools.(
9"Nov"17( ©(2017(Project(Brilliant(LLC( 44"
Thank you!
Aaron Kopel - CEO [email protected] 317.253.8500 @aakopel Linkedin.com/in/aaronkopel
Project Brilliant, LLC 450 E. 96th St. Suite 500 Indianapolis, IN 46240