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Enterprise Agility


Damon Poole

• Chief Agilist, Eliassen Group’s Agile Practice

– Coaching: Transformation and Tune-ups

– Training

• 20 years of process change: small co-located teams to multi-hundred team global enterprises

• Founder and past CTO and CEO of AccuRev

• Creator of multiple Jolt-award winning products

• Past President of Agile New England

• Author of “DIY Agile Kickstart”

• Consulted with Ford IT, Orbitz, Fidelity, Capital One, ING Direct, and many others

• Taught Agile techniques to thousands of people

www.synerzip.com


The Financial Incentive for Enterprise Agility

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Reducing Cycle Time

2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18

months

$0 $300K $600K $900K

Project A – Old Cycle Time

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Example: receive $300K 3 months early

2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18

months

$0 $300K

Project A

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Translating MVP to Business Benefits

2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18

months

$0 $300K $600K $900K

MVP 2 ? MVP 1 Project A

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Example: receive $450K early

2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18

months

$0 $150K $450K

MVP 2

MVP 1

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The Cost of Multi-Tasking

2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18

months

Project C

Project B

Project A

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Example: receive $1.8M early

2 4 6 1 3 5 7 9 11 13 8 10 12 14 15 17 16 18

months

Project B

Project A

$0 $300K $600K

Project C

$1.2M $1.8M

www.synerzip.com


The Problems

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What Defines Air Travel

• Benefit: getting from here to there quickly

• Plane

– Aerodynamic body

– Control surfaces

– More lift than weight

– Landing gear

• Trained pilot (s)

• At least two runways

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Scrum

Stand-up Stand-up Stand-up Stand-up

Stand-up Stand-up Stand-up

Iteration Planning

Iteration Review & Retro

Stand-up


Stand-up Stand-up Stand-up

Iteration Planning

Iteration Review & Retro

Stand-up


Iteration 1

Iteration Planning

Deliverable

Delivered!

Iteration 2

Iteration 3

10987654321 10987654321

5

10

15

20

Sto

ry

Po

ints

Days

Traveller wants

to see their

upcoming trips

Traveller wants

to see their

upcoming trips

2

Tom

Traveller wants

to see their

upcoming trips

Traveller wants

to see their

upcoming trips

2

Tom

Admin wants a

report of site-

wide activity

Admin wants a

report of site-

wide activity

5

Bob

Admin wants a

report of site-

wide activity

Admin wants a

report of site-

wide activity

5

Bob

Traveller wants

to edit a

booking

Traveller wants

to edit a

booking

3

Tom

Traveller wants

to edit a

booking

Traveller wants

to edit a

booking

3

Tom

Traveller wants

to delete a

booking

Traveller wants

to delete a

booking

1

Sue

Traveller wants

to delete a

booking

Traveller wants

to delete a

booking

1

Sue

Traveller wants

to copy a

booking

Traveller wants

to copy a

booking

2

Bob

Traveller wants

to copy a

booking

Traveller wants

to copy a

booking

2

Bob

Traveller wants

to enter a

booking

Traveller wants

to enter a

booking

5

Bob

Traveller wants

to enter a

booking

Traveller wants

to enter a

booking

5

Bob

Traveller wants

to link to

cancel a

booking

Traveller wants

to link to

cancel a

booking

2 Traveller wants

to link to

cancel a

booking

Traveller wants

to link to

cancel a

booking

2

Traveller wants

to movea

booking

Traveller wants

to movea

booking

2

Bob

Traveller wants

to movea

booking

Traveller wants

to movea

booking

2

Bob

TEAM

BACKLOG

SCRUM MASTER

PRODUCT OWNER

PROGRESS TRACKING

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“Water-Scrum-Fall”

Requirements & Estimation

Design

Planning

Testing

User Acceptance

Trad Prj Mgmt

Agile Teams

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Traditional Support

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Potential Solutions

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Approaches for Creating an Agile Ecosystem

SAFe Enterprise Agility

Others • Larman/Bodde Scaling Frameworks: FW-1 & FW-2 • Enterprise Scrum • Roll your own (default approach)

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Enterprise Agility Overview

AGILE OFFICE

I3 I2 I1

LOB CUSTOMERS

ESCALATION

ARCHITECTURE RELEASE TEAM / OPS

EPICS LOB BUSINESSLEADERS

DELIVERY BASED

METRICS

PO

RTF

OLI

O O

F P

RO

GR

AM

S

CA

PAC

ITY

BA

SED

INV

ESTM

ENT

1-CLICK DEPLOY

AGILE PROJECT MGMT

AGILE SCM

CYCLE TIME

DELIVERY BASED MANAGEMENT

FUNDING DECISIONS

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Organizational Enablement of Agile

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Traditional Support Agile Support

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Top Ten Headwinds and Tailwinds

Area Traditional Agile

Organizational structure Function & project Product, team, & delivery

Funding Full scope Incremental

Compensation Individual based Includes consideration of team, and delivery

Metrics Functional, plan based

Team, business value delivery

Tools and technology Traditional Agile-oriented

Impediments Rarely raised Focus on raising & addressing

Management of Teams Function based Delivery based

Business & IT interaction Big handoffs Daily interaction

Teams Large, functional, project-based, transient, & dynamic

Small, cross-functional, product-based, long standing & static

Agile Skillset Low High www.synerzip.com


An Example of Organizational Enablement

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Funding Decisions

• Investment community meets regularly

• For each funding source

– Each existing team has estimations going out for the next 1-2 MVPs

– Set priorities at the MVP level to decide next set of MVPs for teams

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Examples of Team Level Enablement

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Team Level

• Each team chooses 1 or more of the following:

– Scrum, Kanban, XP

• If there is more than one Scrum or XP team:

– Teams pick iteration length of 1, 2, or 4 weeks

• There is a product owner for each team

• Apply Lean

– Implement one-piece flow

– Use a card wall: physical or electronic

– Use WIP limits on a per-team basis

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Team Level

• Implement TDD

• Use automated testing for all new work

• Get incredible at writing small user stories

– I.N.V.E.S.T.

– Vertical slices

– Story splitting

– Acceptance criteria

– Definition of ready and done

– Well defined Who, What, and Why.

www.synerzip.com


“One Piece Flow”

#define a b /* * This is great code. */ bool doStuff ( ) { index++; }









Done! Done! Done!

Done!

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Examples of Cross-Team Enablement

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Reviews & Retros Structure

Daily Weekly On a regular cadence

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The Enterprise Agility Maturity Matrix

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Agile Maturity Indicators

Stable

Accelerates adoption

Slows Adoption

Impeded (0) Transition (1) Sustainable (2) Agile (3) Ideal (4)

Metrics Metrics are all function based

Delivery based metrics are being tried, planned, or discussed

50%+ of metrics are delivery based. Old metrics are still being tracked and used

50%+ of metrics are delivery based and old metrics are no longer being tracked or used

Metrics are primarily delivery based

Progress tracking

Not implemented and/or doesn’t influence behavior

Progress is tracked using burnup, burndown, CFD or similar method and sometimes influences behavior

Progress is tracked and frequently influences the behavior of the team

Progress information usually influences the behavior of the team

The team proactively uses progress information to head off potential problems

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The Path to Agility – Starting Point

Team Dynamics

Product

Engineering Practices

Process Mechanics

Team Structure

Per Team

44 Indicators Organizational Support

0 1 2 3 4

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The Path to Agility – Example Goal

Team Dynamics

Product

Engineering Practices

Process Mechanics

Team Structure

Organizational Support

Per Team

44 Indicators

0 1 2 3 4

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The Enterprise Agility Transformation Approach

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Agile Principles Applied to Transformation

• Run the transformation as an Agile project

• The Simplest Thing That Could Possibly Work

• Measure every construct/practice against the Agile Manifesto

• Incremental “architecture”

– Evolve the organization towards Enterprise Agile rather than create a big up front plan

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Kotter Change Model for Agile

Sense of Urgency

Agile Transformation Vision

Empowerment • Remove obstacles • Change the system • Support learning (“failing fast”)

Plan for ongoing wins

“The way we do things around here”

Guiding Coalition

Co

nst

ant

Co

mm

un

icat

ion

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Enterprise Agility Summary

• Agile Maturity Matrix Tool

• Enterprise Agility Model

• Enterprise Agility Guide

– Transformation approach

– Organization level practices

– Organization level changes

– Cross-team practices

– Team level practices

www.synerzip.com


CYCLE TIME 1-CLICK DEPLOY

Enterprise Agility Model

AGILE OFFICE

I3 I2 I1

LOB CUSTOMERS

ESCALATION

ARCHITECTURE

EPICS LOB BUSINESSLEADERS

DELIVERY BASED

METRICS

PO

RTF

OLI

O O

F P

RO

GR

AM

S

CA

PAC

ITY

BA

SED

INV

ESTM

ENT

AGILE PROJECT MGMT

AGILE SCM

RELEASE TEAM / OPS

DELIVERY BASED MANAGEMENT

FUNDING DECISIONS

www.synerzip.com


Synerzip in a Nut-shell

1. Software product development partner for small/mid-sized technology companies

• Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase

• By definition, all Synerzip work is the IP of its respective clients • Deep experience in full SDLC – design, dev, QA/testing, deployment

2. Dedicated team of high caliber software professionals for each client

• Seamlessly extends client’s local team, offering full transparency • Stable teams with very low turn-over • NOT just “staff augmentation”, but provide full mgmt support

3. Actually reduces risk of development/delivery • Experienced team - uses appropriate level of engineering discipline • Practices Agile development – responsive, yet disciplined

4. Reduces cost – dual-shore team, 50% cost advantage 5. Offers long term flexibility – allows (facilitates) taking offshore

team captive – aka “BOT” option

www.synerzip.com


Our Clients

www.synerzip.com

http://www.itko.com/

http://www.yagnaiq.com/index.htm

http://www.clearorbit.com/index.php?sess_id=b0a39bdaf17f0f7c5cd34f8cc3d49d10

http://www.zafesoft.com/index.asp

http://www.hallsettlementsystems.com/Default.aspx

http://www.fd2s.com/home.php

http://www.repliqa.com/

http://www.broadlane.com/index.html

http://www.neofirma.com/Default.aspx

http://www.sevayatra.com/index.html

http://www.fuelquest.com/

http://www.hartic.com/index.php

http://www.coretrace.com/

http://www.sourcecorp.com/Home.aspx


Questions?

www.synerzip.com

Hemant Elhence

[email protected]

(469) 374-0500

enterprise agility - synerzip · enterprise agility overview agile office i1 i2 i3 lob customers...

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