dah15 : bray goverance - not dirty words
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Discuss AgileHyderabad 2015
Rod BraySenior Consultant, Scott Ambler + Associates
Governance, Phases, and Milestones are notAgile Dirty Words!
@johnrodbray
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About Rod Bray
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• Senior Consultant, Scott Ambler + Associates• 35+ years in IT• Certified Trainer• CDAI, CDAC, PMI-ACP, CSP, CSM,
ICP-ACC, ICP-ATF, AHF• [email protected]• @johnrodbray
• Helping to create Agile and Lean enterprisesaround the world
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Many Organizations Are Serious About Governance
The farther to the right an organization,the greater the chance they’re focused on governance
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Moore’sAdoption Curve
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Disciplined Agile Delivery(DAD) is a process decisionframework
The key characteristics of DAD:– People-first– Goal-driven– Hybrid agile– Learning-oriented– Full delivery lifecycle– Solution focused– Risk-value lifecycle– Enterprise aware
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Scrum
ExtremeProgramming
LeanKanban
DAD is a Hybrid Framework
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Unified Process Agile Modeling
Agile Data“Traditional”Outside In Dev.
DevOps …and more
DAD leverages proven strategies from many sources,providing a decision framework to guide your adoption and
tailoring of them in a context-driven manner.
SAFe
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DAD is Goal-Driven, Not Prescriptive
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DAD Initiatives have Milestones and may have Phases
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Inception Construction TransitionInitiate the endeavor Development of a potentially consumable solution Deploy the solution
Stakeholder vision
Proven architecture
Sufficient functionalityProduction ready
Continued viability(several)
Delighted stakeholders
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Milestone Reviews should be lightweight!
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Basic/Agile Lifecycle
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A full Scrum-based agile delivery lifecycle.
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Lean Lifecycle
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A full lean delivery lifecycle
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The Phases Disappear Over Time
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First release: Inception Construction Transition
Second release: I Construction T
Third release: I Construction T
Nth+ releases: C CT C C TT T
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Lean Continuous Delivery Lifecycle
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Your evolutionaryend goal?
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Exploratory “Lean Startup” Lifecycle
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Sometimes it takes time to identify what yourstakeholders actually need
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GoverningDisciplined
Agile Teams
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Governance Should Address a Range of Issues
• Team roles and responsibilities• Individual roles and responsibilities• Decision rights and decision making process• Governing body• Exceptions and escalation processes• Knowledge sharing processes• Metrics strategy• Risk mitigation• Reward structure• Status reporting• Audit processes• Policies, standards, and guidelines• Artifacts and their lifecycles
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Why is Governance Important?
• Sustain and extend your IT strategies and objectives, which in turn shouldreflect your corporate strategies and objectives
• Determine how the company will execute its strategy by selecting andprioritizing the most valuable initiatives to undertake
• Empower teams to carry out their work• Help to ensure that delivery teams:
– Regularly and consistently create real business value– Provide appropriate return on investment (ROI)– Deliver consumable solutions in a timely and relevant manner– Work effectively with their project stakeholders– Work effectively with their IT colleagues– Adopt processes and organizational structures that encourage
successful IT solution delivery– Present accurate and timely information to project stakeholders– Mitigate the risks associated with the project
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Why Traditional Governance Strategies Won’t Work
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Traditional assumptions that conflict with agile:– You can judge team progress from generation of artifacts– Delivery teams should work in a serial manner– You want teams to follow a common, repeatable process– Projects should be driven by senior IT management
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Principles of Agile Governance
Collaboration over conformance
Enablement over inspection
Continuous monitoring over quality gates
Transparency over management reporting
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DAD Practices that Support Governance
• “Standard” agile practices:– Coordination meeting– Iteration demonstrations– All-hands demonstrations– Retrospective– Information radiators/Visual management
• Disciplined practices:– Risk-value lifecycle– Explicit light-weight milestones– Follow enterprise development guidelines– Work closely with enterprise professionals– Development intelligence via automated
dashboards
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Measuring Agile Teams
• Talk to people; don’t manage to the metrics• Measure teams, not individuals• Collect several metrics• Trends are better than scalar values• Empirical observation is important but limited• Prefer automated metrics• Some metrics must be gathered manually• Prefer pull versus push reporting• Beware scientific facades• The value of many metrics diminishes over time• If you collect no metrics at all you’re flying blind• If you collect too many metrics you may be flying blinded
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Potential Metrics
• Acceleration• Activity time• Age of work items• Blocking work items• Build health• Business value delivered• Code quality• Cumulative flow• Cycle time• Defect density• Defect trend• Iteration burndown
• Lead time• Net present value (NPV)• Ranged release burndown/up• Release burndown/up• Return on investment (ROI)• Stakeholder satisfaction• Net promoter score• Team morale• Test coverage• Velocity• Work in process (WIP)
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Inception Phase Milestone: Stakeholder Vision
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What’s in a Project Vision?• Could be thought of as an agile project charter
• Typically outlines:– Goals of the project team and who is on it– High-level scope of the current release– Technical overview of the solution– Outline of the plan to do the required work– Could include feasibility information
• Could also describe:– Business problem being addressed– High-level schedule and estimates– Key milestones– Stakeholders– Funding models– Project risks and constraints– Process/method used (e.g. DAD), governance strategy– Key assumptions
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Milestone: Bringing Stakeholders to Agreement aroundyour Vision
• Inception is complete and you can enter the Construction phasewhen:– Your stakeholders agree that it makes sense to proceed based upon the
achievable scope, schedule, budget, constraints, and other criteriarelated to your business case
– The risks have been identified and seem tolerable– There is agreement on using a minimalist and agile process for building
the solution– The team and environment have been set up that supports collaborative
teamwork, or are in the process of being so– The process and governance strategies have been agreed to by both
your team and your stakeholders
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Develop Common Vision Goal
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Information Radiators
Light-weight
Detailed© Scott Ambler + Associates
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An Example of a Lightweight Milestone Review…
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Scenario:• End of 2 week Inception phase• Invitees to review meeting
• Sponsor• Product Owner• Delivery Team• Other stakeholders
• Architecture• Data• Governance• Support
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Sample Inception Milestone Review Deck
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An Example of a Construction Iteration Review…
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Scenario:• End of 2 week Construction iteration• Invitees to review meeting
• Delivery Team• Product Owner• Other stakeholders
• Architecture• Data• Governance• Support
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Sample Iteration Review Deck
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GoverningIT
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Governance cuts across all process blades
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IT Governance Governance Views
Guidance Detail
SecurityDataDevelopmentOperationsArchitecturePortfolio
PrinciplesHigh-level rulesChecklistsDetailed definition
Develop GuidanceCollaborative (enterprise level)Collaborative (team level)Top-DownBottom-Up
Monitor
Direct interactionTeam dashboardPortfolio dashboardDirect observationStatus report
2014 © Disciplined Agile Consortium
Define Roles andResponsibilities
Share Knowledge
Measure Automated metricsManual metrics
Self-organizingCollaborativeDictatedTop-DownBottom-Up
Communities of practicePractitioner presentationDiscussion forumsExpert systemDevelop communication planKnowledgebaseNewsletterWord of mouth
Develop MetricsGoal-Question-Metric (GQM)Targeted metricsCommon core metrics“Standard” team metrics
Manage EnterpriseRisk
Aggregate organizational riskAggregate IT risk
There are many factors toconsider when adoptingAgile IT Governance
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Let’s illustrate a few examples of where we needto consider governance across IT…
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Governance –Guidance for PortfolioManagement
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Governance – Guidancefor Enterprise Architecture
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Governance – Guidancefor Reuse Engineering
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Governance – Guidancefor Operations
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In Summary…
• DAD is “pragmatic agile”, not purist or prescriptive• Flexibility of lifecycle approach with the consistency of a framework• A collection of good ideas to help you to adjust your approach for
your context• Not difficult to apply – if you are using Scrum/XP or Lean you are
using a subset of DAD already• Agile Governance built-in
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Disciplined Agile provides aroadmap for pragmatic EnterpriseAgile
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For More Information…
• Scott Ambler + Associates– www.scottambler.com– Rod.Bray[at] scottambler.com
@johnrodbray
• Disciplined Agile Delivery: A Practitioner’s Guide, by Scott Ambler &Mark Lines
• DAD Blog: www.DisciplinedAgileDelivery.com• DAD Certification: www.DisciplinedAgileConsortium.org• DAD LinkedIn Discussion Group
– http://www.linkedin.com/groups/Disciplined-Agile-Delivery-4685263• DAD YouTube Channel
– https://www.youtube.com/channel/UCcWJ20C86Mzxcsqb73AReHQ
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Scott Ambler + Associates is the thought leader behind the DisciplinedAgile Delivery (DAD) framework and its application. We are a boutiqueIT management consulting firm that advises organizations to be more
effective applying disciplined agile and lean processes within thecontext of your business.
Our website is ScottAmbler.comWe can help
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PRINCE2 Processes/Stages & DAD Phases
PRINCE2® Process Model
DAD Basic/Agile Lifecycle
DAD’s phases map well toPRINCE2’s processes & stages
Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3
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Recommendation: Apply Low formality In ProjectInitiation Document (PID) Where Possible
• DAD’s Vision Statement– Team Makeup– Initial Scope– Initial Technical Strategy– Initial Release Plan– Funding– Identified Risks
• PRINCE2’s PID– Project Definition
• Background• Scope and Exclusions• Constraints & Assumptions• Users and other parties• Interfaces
– Project Approach• Business Case• Team Structure• Role Descriptions• Quality Management Strategy• Configuration Management Strategy• Risk Management Strategy• Communication Management Strategy• Project Plan• Project Controls• Tailoring of PRINCE2
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