AgilityEnterprise Edition

Ilan Kirschenbaumהעץ על דובדבן

http://kirschilan.wordpress.com

USS ENTERPRISE•Length: 342m•Weight: 93,500 ton•Service duration 51 years•1st nuclear military vessel ever

•Longest serving military vessel•Top speed: 30+ knots•Propulsion: 8 nuclear reactors•Power: 280,000 SHP•Crew:

Ship company 3,350Air wing 2,480

Source ::// . .http www maritimequest com ,. .www wikipedia com

Hustler 39 Diesel RockitLength: 12.16mWeight: 4.3 tonTop speed: 90+ mph (~78 knots)Engine: Cummins MerCruiser Diesel 6.7Power: 550 HPCrew: Ship company 2-11

Source: http://hustlerpowerboats.wordpress.com

Are enterprise projects different than others?

• Higher Complexity– Multiple products– Many teams– Conflicting roles– Conflicting interests– Multiple release

strategies– Multiple cultures

http://www.flickr.com/photos/heatedground/759823713/

Challenges: Follow the Money

• Conform to annual budget plans

• Request budget in advance

• Budget conflicts per business unit– Product line

strategies– Specific product

strategies– Project requirements

http://www.flickr.com/photos/doug88888/4612314827/

Challenges: Integrations

• Aligning timelines between products

• Conflicting business targets

• Cultural differences– Architecture and

design models– Management styles

• Identifying integrations early

• Avoiding scope-creep

http://www.flickr.com/photos/taz/38840529/

Challenges: Conflicting Requirements and Interests

• Company directions and themes

• Project needs• Customer needs• Architectural

roadmap

http://www.flickr.com/photos/dysonstarr/217050096/

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Project Manager

Agile Manager

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Product ManagerCourtesy of Amdocs LTD

Challenges: Time to Market

• Identify requirements early

• Making early commitments

• Long cycle times• Late feedback

http://www.flickr.com/photos/dysonstarr/217050096/

Challenges: Common vs. Specific Foundations

• Use of common *ilities– Standard

foundations– More dependency

• Foundations per BU– Increased

innovation– Harder to

synchronize

(http://www.flickr.com/photos/dwinton/297012591/

Challenges: Mindset

• “Tops” compelled to make decisions

• “Bottoms” compelled to follow orders

• “Middles” torn in the middle

• All stuck in familiarity, avoiding comfort

http://www.flickr.com/photos/neilio/20403964/

Challenge: Multiple Currencies

• Different estimation scales– Points vs. ideal days– Size of points

• Different interpretations to ‘Definition of Done’

• Different granularity of scope

• Different evolution over time

http://www.flickr.com/photos/kalboz/3819591445/

Challenge: Enterprise Overheads

• Packaging• Functional testing• Production like testing

(UAT)• Regression tests• Integration tests• Non functional testing

– Performance– Stability– Usability– Security– …

• Documentation• Configurations

http://www.flickr.com/photos/meddygarnet/4639313261/

Insight #1: Visibility

• Increase visibility– FDD-ish approach– Kanban

• Project dailies• Observe WIP• Observe cycle times

– EVM– Record technical

debt--------------– Backlog Readiness– Project boards

http://www.flickr.com/photos/andyhay/239756376/

Visibility: FDD-ish approach

• Advocate multi-discipline teams– Requirements– Design– Engineering

• Advocate single steering team per project

• Advocate low project WIP

http://www.flickr.com/photos/andyhay/239756376/

Visibility: Kanban

• Where to start?– Conduct VSM– Promote Kaizen

events– Highlight pain

points

Images courtesy of Amdocs LTD

Visibility: Kanban

• Using a board that reflects the VSM• Highlight WIP violations• Measure cycle times• Discuss and alleviate bottlenecks• Reduce wasteful steps and artifacts

Images courtesy of Amdocs LTD

Visibility: EVM

• EVM: Earned Value Management

• Track – Complete scope– Consumed budget– Projected progress

• Make management decisions– Change scope– Change timeline– Add budget

Images courtesy of Amdocs LTD

Insight #2: Use the right tools

• With the right mindset, whiteboard and post-its will do!

• Otherwise invest in– Agile project

tracking– Agile/Lean reporting– CI – ALM

http://www.flickr.com/photos/keystoneit/131700245/

Insight #2: Coaching is also a tool

Product Owners• From this– Project oriented– The PO, architect,

designer… what to do first?

• To this– Team oriented– Single voice– Owns entire

backlog:// . . / / /15089http www flickr com photos frield

56124/:// . . / / /30869http www flickr com photos putachini15086/

Insight #2: Coaching is also a tool

Program Managers• From this– Critical role– Manages, not

facilitates– Action tracker

• To this– Make it work– Facilitate– Is there a decision to

make?:// . . / / /57512http www flickr com photos mikecogh

59740/

:// . . / / 0 0/3431823http www flickr com photos bizz k635/

Insight #3: Align foundations

• Open source your foundations– The Beekeeper

model

• Reduce foundations cycle times by reducing project’s WIP

http://www.flickr.com/photos/dwinton/297012591/

Insight #4: Estimations and Tracking

• Respect that one size does not fit all

• Advocate common scale (points, ideal months, …)

• Advocate FDD-ish approach: feature teams design, estimate, and engineer

http://www.flickr.com/photos/steve-brandon/203573765/

Insight #5: Reduce Overheads Using FDD-ish Approach

Handle… With…Packaging Feature teamsFunctional testing Feature teamsProduction like testing (UAT)

Feature teams, Automation

Regression tests Feature teams, AutomationIntegration tests Feature teams, AutomationNon functional testing Feature teams, Automation,

VirtualizationDocumentation Feature teamsConfigurations Feature teams

http://www.flickr.com/photos/meddygarnet/4639313261/

Insight #6: Culture of Retrospective

• There are feedback loops everywhere

• Shorten the loops• Create loops where

none (officially) exist – Integral part of

SCRUM– For Kanban requires

a champion

http://www.flickr.com/photos/liaw/4517784246/

Insight #6: Culture of Retrospective

• Retrospect at regular intervals

• Adjust the process• Try it out• Allow yourself and

others to make mistakes

http://www.4windsand7seas.com/talking_sticks.htm

Thank you

Questions?