making your agile transition and org progress visible
DESCRIPTION
Slides from my talk at LSSC 11 on making your Agile transition and Organization Progress Visible.TRANSCRIPT
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Making Your Organization Progress and
Agile Transition Visible
Making Your Organization Progress and
Agile Transition Visible
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OperationalOperational(Team/Project Level)(Team/Project Level)
SPRINT BURNDOWN
RELEASE BURNDOWN
IMPEDIMENT LOG
- Ndepend trial expired- integration environment unstable- running low on sticky notes!
TESTING DASHBOARD
☺order entry form
coverage
billing module ☹
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TacticalTactical(Portfolio Level)(Portfolio Level)
OperationalOperational(Team/Project Level)(Team/Project Level)
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StrategicStrategic(Org Goals)(Org Goals)
TacticalTactical(Portfolio Level)(Portfolio Level)
OperationalOperational(Team/Project Level)(Team/Project Level)
Information flows through the organizationto support each level of planning
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Group A (3 Teams)
Group C (4 Teams)
Group B (2 Teams)
Supporting Teams (OPS,
Internal Infrastructure)
- ~100 people in MedCo Engineering- big band Agile transition- team of 3 coaches- cross-functional teams created
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what the @#$% what the @#$% is going on?is going on?
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Yummy!Yummy!
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not started training/kickoff embedded coach on their own
agile transition visibility
Team 1Team 1(kickoff next (kickoff next
week)week) JLJL
group A
Team 2Team 2(training (training today!)today!)
JLJL
group B
Team 1Team 1
MSMS
Team 2Team 2
MSMS- purely subjective- reviewed at standup- sparked conversations about how to help teams- helped prioritize types of training
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agile transition visibility
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the release wall
JanJan FebFeb MarMar
Group 1Group 1
Group 2Group 2
Group 3Group 3
Version/Version/notesnotes
Major ReleaseMajor Release
Minor ReleaseMinor Release
PatchPatch Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
2.52.5- notes- notes
2.62.6- notes- notes
2.72.7- notes- notes
Version/Version/notesnotes
Version/Version/notesnotes
2.72.7- notes- notes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
Version/Version/notesnotes
2.52.5- notes- notes
2.5.12.5.1- notes- notes
2.72.7- notes- notes
today
today
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What Other Data Did We Get?
• average 85% of time spent on failure demand (one group was 99% on failure demand)
• 9 months from time a customer call was resolved (via value stream map for most common issues)
• technical debt (10,000 LOC JSP’s, 6000 line methods)
• 1.5 weeks per month spent on manual regression covering approx 30 - 50% of the system (time was based on data, % based on thumb in the air)
• 0% unit test coverage
• complex branching policies (each team had their own branch)
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What Happened Next?
• Quarterly A3 process for engineering initiatives to address technical debt
• root cause process with 99% failure demand team
• narrower focus for coaching requirements (training, team embedding)
• started thinking about different product strategy
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What Was the Outcome?•99% failure demand team was
reduced to 95% after 3 months
•moved to mainline branching strategy
•implemented automated nightly build process
•accomplished 20% of A3 plan, continued with quarterly improvement process
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It Ain’t All Rainbows and Sunshine
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Visible at Q4
Set Expectations and Create Personal Set Expectations and Create Personal SafetySafety
Show the Value of Making Data VisibleShow the Value of Making Data Visible
Have the Teams Own ItHave the Teams Own It
Find the Valuable DataFind the Valuable Data
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3.5 3.5 backlobacklo
gg
4.0 4.0 backlobacklo
gg
Urgent!V4.0
V3.5
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Getting Getting Visible Led Visible Led
to:to:
understanding our “smart number” wasn’t smart enough
re-think of organizational strategy
company open space to come up with a better plan
first step towards breaking down silos
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“Q4 is a fast growing software company. Over the last 12 months we have seen a significant spike in sales and bringing on
new customers. With this increase in sales also came a number of production problems in getting those clients live. It was not clear if
we had problems in our process or not enough people. By visualizing all of the data
related to sales and implementations we have been able to identify the problem areas
more quickly and change our organization strategy and product direction.” - Q4’s CEO,
Darrell Heaps
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Thank You!Jason Little@jasonlittle
http://[email protected]
Examples and Other Material:http://www.agilecoach.ca/visibility