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XP PRACTICES AS SCAFFOLDING FOR BREAKTHROUGH COMPANIES
Vu Tung LamXP Day VN 2015
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Vu Tung Lam
Agile Coach, Engineering DirectorÒ Certified Scrum MasterÒ Certified Scrum ProfessionalÒ Certified SAFe AgilistÒ Expert in Agile Training & Coaching,
Agile Transformation & Scaling, Leadership, IT Organization & Management.
Ò Scrum Alliance Profile
Ò Have successfully guided companies of varied size (from a single team to multiple teams geographically distributed) through their transformation to higher Agile fluency level.
Ò Experiences scaling Agile transformation to multiple teams, multiple departments beyond IT.
Ò Practical approach for Agile implementation with a combination Scrum, XP, Kanban, Lean, DevOps, LeSSand SAFe.
Ò Decade of experience managing, building engineering team and implementing best technical practices such as pair-programming, unit testing, test driven, automation, CI/CD.
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OUTLINE
Breakthrough Companies, their challenges & required “scaffolding”
Answering big questions
§ Keep delivering business value while addressing legacy engineering challenges
§ Sustain the changes
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BREAKTHROUGH COMPANIES
☑Have built successful innovative products, typically with large user base
☑Have beach-headed and captured their market niches
☑Well positioned financially (profitable or well funded)
☐Prepare to expand horizontally and/or vertically
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SCAFFOLDING
“Scaffolding, also called staging, is the basis of most construction projects it is a temporary structure used to support a work crew and materials to aid in the construction, maintenance and repair of buildings, bridges and all other man made structures.” – Wikipedia
In software engineering context, it is a metaphor for practices & processesrequired to be in place for companies to sustain their high innovation pace.
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CHALLENGES BREAKING-THROUGH
Product
o Adapt the successful formula to similar areas
o Keep out-pace competitors in terms of innovation and new feature development
o Figure the right things to build
IT
o Rapid expansion of engineering team
o Career transition, “new blood” infusion
o Legacy code base – enough said
o Curse of scalability – exponential cost
o Pace of technological changes
o Pressure to deliver from business
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Legacy code looking like this
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With engineering best practices
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BIG QUESTIONS
Q1. How to keep delivering business value while addressing legacy engineering challenges?
Q2. How to sustain the changesand avoid falling back to old habits?
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HOW TO KEEP DELIVERING BUSINESS VALUE WHILE ADDRESSING LEGACY CHALLENGES?
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IMPLEMENT AN AGILE FLAVOR
Scrum, XP, DevOps, Lean, whatever…
My opinions
o Start small, think about a MVP for process
o Don’t be purists – make Agile works for organizations
o Pick and choose appropriate tools from your Agile toolbox based on business value, regardless of flavors
o Maturity of technical practices is more important than processes
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ACKNOWLEDGE PUBLICLY THAT YOU HAVE LEGACY PROBLEMSo It requires a lot of courage to acknowledge this publicly
o Helps business to understand, gain support (time, resources, roadmap)
o Encourage team members to speak up, they know best what wrong and how to fix
o Focus energy to drive changes, improve the situation and avoid “blaming the ex-”
o Opportunities for big achievements
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GAME-STORMING TO EMPOWER TEAM MEMBERS TO CHANGE
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GAME-STORMING TO EMPOWER TEAM MEMBERS TO CHANGE
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MAINTAIN A TECHNICAL DEBT BACKLOG
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MAINTAIN A TECHNICAL DEBT BACKLOG
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ITERATIVELY ADDRESS DEBT STRICTLY DRIVEN BY BUSINESS VALUE & REFINE BACKLOG
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ARCHITECTURE FORUM
A community of volunteers who care about the technical quality aspect of software development
o Ultimate owner of technical debt
o Drive problem discovery, solutions, proof-of-concept
o Consensus-based decision making (coding standard, technology choices, etc.)
o Favor team autonomy over standardization
o Promote de-coupling and reducing of inter-team dependencies
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BUILD “SCAFFOLDING”
o Light weight automation tools that quickly give feedback (e.g. link checker)
o Unit testing core functionalities (20/80)
o High coverage with unit testing
o GUI automation
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AUTOMATION – WEB SITES
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AUTOMATION – MOBILE LITE SITES
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AUTOMATION – MOBILE APPS
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BUGS CAUGHT WITH AUTOMATION (WEB)
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RECAP1. Implement an Agile flavor…
2. Manage technical debto Acknowledge publicly that you have legacy problemso Empower team members to suggest changes and to drive solutiono Maintain a technical debt backlogo Prioritizing debt repayment based on $ value & efforto Repay technical debt as part of developmento Architecture forum as the driver of this process
3. Build scaffolding to safe-guard technical changeso Automation, automation, automationo CI/CD => super fast feedback loop
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HOW TO SUSTAIN THE GOOD CHANGES?
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UNDERSTAND HUMAN PSYCHOLOGY WITH RESPECT TO CHANGES1. Understand why people resist changes
2. Understand what drive & motivate people
3. Bottom-up approach in driving changes
4. Talk value, measure value, track progress, show wins
5. Reinforce positive feedback
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STRENGTHEN YOUR SCAFFOLDING WITH EXTERNAL HELP
Benefits
o Know-how experiences from multiple implementation
o Expert opinions/assessments
o Objective, unbiased views
o Benefits as an outsider who is less affected by an organization’s “political minefield”
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PATTERN 1: BOOTSTRAPPING
Kick start Agile: Train all team members and stakeholders, advise on setting up appropriate organizational structure, and facilitate Sprint 0 for pioneering team.Duration: 1 iteration, typically 2-4 weeks.
Preparation
Training/Setting Up
• Training: Agile Fundamentals
• Training: Scrum Essentials
• Assessment of Agile readiness for the organization
• Advice of optimal organizational setup for succeeding Agile adoption
• Logistical preparation: tooling, artifacts
Executing the First Sprint
• Play the role of an Agile Coach or Scrum Master to execute the first Sprint
• Facilitate standard Scrum ceremonies: huddle, planning, review, retrospective
• Remove impediments and coach the team situational problem solving
• Deliver role-specific coaching with team members: product owner, scrum master and the team
Week 1
Deliverables
• Knowledge transfer to team members
• Advices of optimal implementation strategy for Agile adoption
Deliverables
• Successful first sprint and readiness to continue Scrum process
• Report of recommended practices
Week 2-4
Sprint 0
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PATTERN 2: ACCELERATING
Accelerating Agile adoption: Ideal for teams are trying Agile but inexperienced. Designed to speed up adoption and achieve concrete, tangible improvements.Duration: 3-4 iterations, typically 6-8 weeks
Overall Assessment
• Retrospective workshop
• Technical debt workshop
• One-to-one interview with team members
• Agile/Scrum assessment
• Observation of existing Agile practices
• Agree on success criteria
Bridging the gaps
• Identify skill/knowledge gap and prepare workshops
• Deliver role-specific training/coaching with team members
Team Coaching
• Coincide with the current sprint/iteration cadence
• Product management skills for Product Owners
• Facilitation techniques for Scrum Masters/Project Managers
• Pair with technical team members to help on engineering best practices
Week 1-2
Deliverables
• Assessment report & recommended course of actions
• Gap analysis & Engagement plan
Deliverables
• Training/workshop help team members bridging identified gaps
• Report of recommendedpractices
Deliverables
• Skills transferred
• Measurable improvements
Weeks 3-4 Weeks 5-8
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PATTERN 3: CONTINUOUS IMPROVEMENT
Break that Barrier: Ideal for teams who are comfortable with Agile but face several challenges of a fluent Agile team: e.g. speed & predictability of deliveryDuration: Depends on topic & context, typically 4-6 weeks
Problem Defined
• Agile/Scrum assessment
• Investigate deep under the surface to identify symptoms and problem.
• Define problem and measurable success criteria
• Consultancy approach with team members to come up with solution
Problem Solved
• Iteratively tackle the problem while maintaining metrics to guide progress.
• Collaboratively work with team members and other relevant stakeholders for a comprehensive solution.
• Depending on the nature of the challenge at hand, coaching team members to address the underlying issues and prevent them from occur again in the future.
Week 1
Deliverables
• Assessment report of the problem and recommended course of actions
• Gap analysis & action plan
Deliverables
• Agree success criteria met
• Report of recommended practices & skills/knowledge transfer.
Weeks 2-6
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BUILD SUSTAINABLECOMMUNITIES OF PRACTICE
Agile Practitioners
Agile Product Management
Agile Technical Practices
Agile Testing
DevOps
Architecture Forum
Lean Management
Build Communities Around Interests
o Start with a community of Agile practitioners/supporters
o Core groups: Product, Technical, Testing
o Other more specialized groups: Security, Architecture, DevOps.
Changes are sustainable when people believe in and continuously seek for ways to advance status quo, without much management interventions.
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RECAP1. Understand human psychology with respect to changes
2. Strengthen your scaffolding with external helpo Pattern 1: Bootstrappingo Pattern 2: Accelerating o Pattern 3: Continuous Improvement
3. Build communities of practices to carry the torch
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Q&A Vu Tung LamAgile Coach, Engineering Director
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THANK YOU!