Rolling Out Agile to the EnterpriseIlio Krumins-Beens

Hi, I’m Ilio Krumins-Beens.

I am passionate about Agile.

My Objective

Photographer: familymwr

(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices

Photographer: Erich Stüssi

USING A REAL EXAMPLE

Satisfaction with current software practices(Baseline)

Producti

vity

Transp

arent

Alignment

Quality

Adaptability

Meets

Schedule

Rapid TTM

-90

-80

-70

-60

-50

-40

-30

-20

-10

0

-70

-44-54

-47-55

-75-83

Satisfaction with Technology (8 Months later)

Producti

vity

Transp

arent

Alignment

Quality

Adaptability

Meets

Schedule

Rapid TTM

0

10

20

30

40

50

60

70

80

90

100

71

86

60

79 8070

57

What Changed?

Producti

vity

Adaptab

ility

-90-80-70-60-50-40-30-20-10

0

-70

-44-54

-47-55

-75-83

Producti

vity

Alignment

Adaptability

Rapid TTM

0102030405060708090

100

7186

6079 80

7057

Implemented Dedicated Teams

Central Pool

Shared Services (IT Ops, DB, etc.,)

BAs PMs Dev QA

Production Support

Product Strategic Shared Services 1 2 3 4 5 6

1 2 3 4 5 6

1 2 3

Shared Services (ITOps, DB, etc.,)

15 Cross-Functional Teams

Implemented an Iterative Approach

Source: Evanetics

Time-To-Market(In Calendar Days)

2010 2011 (Pre-Agile) 2011 (Agile)

0

50

100

150

200

250

140

192

27

My Objective

Photographer: familymwr

(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices

Photographer: Erich Stüssi

Achieve Executive Buy-In• Prioritize your stakeholders• Get a transformation sponsor• Agree to what success will look like• Create and communicate your plan• Get external validation and help• Show incremental progress• Promote early success to build momentum• Be proactive and completely transparent

Agile Transition Roadmap as of 10/14/2011

2Q11 3Q11 1Q12 4Q12 4Q13

Phase 1 - Prototype 2 – Transition to Dedicated Teams

3 – Roll Out Agile Management (Scrum) Practices

4 – Establish Agile Practices Beyond Tech

5 – Technical Excellence

Features Pilot Agile and Agile Inspired practices on ATA Fixes, Nursing RN OC LSAT 2.5, MCAT Catalyst

• Dedicated Teams • Select Product

Owners• Comm. Program• Develop

Assessments• Healthy PBL for

Tier1-2 Teams• Focused support

for 7 teams

• Focused Support for 8 teams

• Product owners tools• Healthy PBL for Tier 3-4

Teams• Sync with IMO• Dashboard Reporting• Improve Off-shore

vendor Agility• Co-locate Teams• Set up Agile Team

Rooms

• Performance Management •Compensation practices•Integration into Budget Cycle•Develop Better Product Visioning / Road mapping techniques

•Automated Regression test implemented•Continuous integration•Automated builds•Increased deployments to production

Users Grad Apps, Nursing, LSAT, and Catalyst Stakeholders

Tier 1-3 teams Tier 1-4 TeamsKaplan ExecsGeneral Kaplan audienceOffshore Vendors

Kaplan ExecsGeneral Kaplan audienceTier 1-4 Teams

Tier 1-4 TeamsKaplan ExecsGeneral Kaplan audienceOffshore Vendors

Tools Jira, Daptiv Jira, ConfluencePlanetK, Daptiv,

Jira,Confluence,PlanetK,Daptive,Virtual Meeting Tools

Jira,Confluence,PlanetK,Virtual Meeting Tools, Success Factors

TBD

Q4 2011 Agile CoE Release PlanRelease Goals

Get teams to minimum level of self- sufficiency on Product Owner (Product Vision, Roadmap, Release Planning, and Backlog management) and team practices.

Improve alignment of SBU objectives to projects through:•Creation of uber roadmap(roadmap of roadmaps)•Involving Product Owners and Finance leads in project creation and tracking •Introduction of portfolio management practices

Straw man Performance management practices for agile teams

Collocate teamsSprint 7 Sprint 8 Sprint 9 Sprint 10 Sprint 11

Dates 10/19 – 11/1 11/2 – 11/15 11/16 – 11/29 11/30 – 12/13 12/14 – 1/10

Sprint Themes Project Process and Alignment Kickoff

Introduce Product Owners and Finance

Populate Roadmap of Roadmap

Confirm Roadmap of Roadmaps with Senior Execs

Performance and Portfolio Practice Recommendations

Epics •Remote Training•New Project Workflow•Roadmap Repository•KBS / Kaptest Process•Jira – User mgmt, Carry-over Guidance, Training

•PO and Finance Mtg•Inc. Visit•Why Uber Roadmap Mtg

•Team Specific Metrics•Populate Uber Roadmap•Release Plans added to Daptiv•Collocate teams

•Roadmap Review with Senior Execs•Performance mgmt process•Cost Per Team •Review 2012 teams with PO and Exec Sponsor

•Continue Performance management proposal•Portfolio planning proposal

My Objective

Photographer: familymwr

(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices

Photographer: Erich Stüssi

Eat Your Own Dog Food

Photographer: JnL

Run your transformation effort like an Agile Project

Source: 3back.com

Release Planning

Sample Epics / User Stories• As the CTO, I have roadmap to Technical Excellence that

lays out the priority and timing of implementing Agile Development, Quality, and Release Practices, so that I can track progress against implementing these.

• As a Product Owner, I am educated on the budget monitoring process, so that I can work with the Financial Lead effectively.

• As a Scrum master, I attend a workshop to learn best practices around meeting facilitation and conflict resolution, so that I can do my job more effectively.

• As the Resource Manager, I have gotten all remaining Agile Team members up on time sheets, so that time reporting will cover all team members.

Transition Team’s Wall

Recent Sprint Review

Process / Governance: • 2011 Performance Evaluations• Update Time Reports• Update Resources in Daptiv• Creating New Projects In Daptiv• Scrum of Scrums Survey

Recommendations• Post-Mortem on Team Composition• Release Planning Best practices

Training / Workshops:• Product Owner and Effective

Stakeholder Management – APLLE• Research and Agile Teams - APLLE• Facilitation Techniques for Scrum

Masters

Alignment• Budget Monitoring• Technical Excellence Roadmap• Roadmap of Roadmaps

Coaching / Support• Observe Pre-College Ceremonies• SF1 Sprint 0 Support• Monitor Scrumban• Attend Demos• Team coaching• New Product Owner support

Communication• Blog posts (2)

Performance management• Implement Recognition Program

EXAMPLES OF INFORMATION SHOWN IN SPRINT REVIEWS

High Level Assessment (HLA)

HLA Burndown

Challenges Identified

• Fractional assignments• Off-Shore Vendors• External Factors affecting team velocity• Product Owner Empowerment• Adopting new roles still a challenge• Resource Constraints limiting amount of

team support

Scrumban Implementation

PO and Fin Lead Alignment Session

Objectives: Agree on process for roadmaps, CERs, and IMO requestsIdentify 2012 Projects that need CERs

“BUT, YOUR NOT DELIVERING WORKING SOFTWARE”

Why it works?

• Demonstrate the practices you are asking teams to follow

• Creates transparency of progress• Enables short feedback loops• Able to effectively Respond to Change

Trust me, you’ll like eating your own dog food

Photographer: Brain E. Ford

My Objective

Photographer: familymwr

(1) Achieve Executive Buy-In(2) Respond to Change(3) Scale Agile Practices

Photographer: Erich Stüssi

Scaling Agile Practices

• Coaching a must• Develop support mechanisms for agile teams• Align Roadmaps• Extend Agile beyond internal tech teams• Focus on Technical Excellence that enables

agility• Collocate Teams (If Possible)

  Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9Sprint 10

Sprint 11

Support Ranking

7/27-8/9

8/10-8/23

8/24-9/6

9/07-9/20

9/21-10/4

10/5-10/18

10/19-11/1

11/2-11/15

11/16-11/29

11/30-12/13

12/14/-1/10

Pilot Team                      

Pilot Team                      

Tier 1                      

Tier 1                      

Tier 1                      

Tier 1                      

Tier 2                      

Tier 2                      

Tier 2                      

Tier 2                      

Tier 3                      

Tier 3                      

Tier 3                      Tier 3                      Tier 3                      

Tier 4                      

Tier 4                      

                     

  Legend                  

    Focused support (over 10 hours of dedicated team support within a sprint)

    Basic support (5-10 hours of dedicated team support per sprint)

    Limited support (less than 5 hours of dedicated team support within a sprint)

How much coaching support do you have?

“People support a world they help create.”

- Dale Carnegie

Quote Taken from : Building an Elite Product Development Team workshop, 2/3/2012

Agile Transition Teams provide an opportunity for those who will be going through a transformation to provide feedback and feel listened to.

SCRUM SCRUMS OF

1 2 3 4 5 6

1 2 3 4 5 6

1 2 3

15 Cross-Functional Teams

Photographer: Philippe Heckel

Scrum of Scrum Wall

IMPEDIMENT REMOVAL TEAMIRT

Align Roadmaps

Objective:Create alignment across Business Systems Roadmaps. Focus business goals, identify

cross-team dependencies, risks, and provide holistic view of the features being delivered

Extend Agile Beyond Teams

• Annual Reviews• Hiring Practices and Career Paths• Recognition programs• Pay / Incentives• Alignment to Budgeting and Finance Processes

Technical Excellence that Enables Agility

– Development practices (TDD, BDD, Pair Programming, Refactoring, Emergent Design)

– Automated testing– Continuous Integration– Frequent delivery

Collocate if possible

Tips if your transformation is under resourced

• Attend all demos• Create a “Community of Practices”• Develop targeted workshops / materials• Share books, blogs, white papers, resources • Promote change agents• Encourage participation in agile community

My Objective

Photographer: familymwr

(1) Adapt to Changing Needs(2) Achieve Executive Buy-In(3) Scale Agile Practices

Photographer: Erich Stüssi

ADAPT

Awareness that there is room for improvement

Desire to change

Ability to work in an agile manner

Promote early success to build momentum and get others to follow

Transfer the impact of agile throughout the organization so it sticks

Source: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.

Mike Cohn’s ADAPT ToolsAwareness• Communicate that there’s a problem• Use metrics• Provide exposure to new people and experiences• Focus attention on the most important reasons

or two for changing

Desire• Communicate that there’s a better way• Create a sense of urgency• Build momentum• Get the team to take agile for a test drive• Align incentives (or, at least, remove

disincentives)• Focus on addressing any fears• Help people let go• Don’t discredit the past• Engage everyone in the transition

Ability• Provide coaching and training• Hold individuals accountable• Share information• Set reasonable targets• Just do it

Promote• Publicize success stories• Host an agile safari• Attract attention

Transfer• Transfer the effects of agile beyond the current

group• A team transfers to its department• A department transfers to its division, etc.• If you don’t transfer, the transition will eventually

and inevitably fail• Too much organizational gravity pulling us back

toward the status quo• Example: - f you don’t align promotions, raises,

annual reviews, those will work against youSource: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.

Agile Enterprise Adoption: Observed Anti-patterns

• Insufficient depth/competency in the product owner role

• Inadequate coordination of vision and delivery strategies

• Waterscrumming-Agile development in a non-agile portfolio/governance model

• Insufficient refactoring of testing organizations, testing skills (TDD), test automation

• Lack of basic team proficiency in agile technical practices

Adapted from: Dean Leffingwell, Scaling Software Agility: Agile Portfolio Management, March 17, 2009, Slide 30

Additional ResourcesDean Leffingwell’s Blog: http://scalingsoftwareagilityblog.com/Portfolio Management in the Scaled Agile Framework : YouTube and presentation deck

Thank You!

www.iliokb.com @iliokbagile

iliokb@gmail.com