ASQF Scaling Agile methods without being dogmatic · ASQF – Scaling Agile methods without being dogmatic Organizational Level Top management Promising approach, Competitors could

September, 2017 Martin Hillbrand, Sascha Preissler

ASQF – Scaling Agile methods without being dogmatic

2 © Elektrobit (EB) 2017 | Confidential

• Introduction

• What is “Scaling Agile”

• Overview on Scaling

• Different scaling models

• The alleged fast solution

• Our motivation for a scaled approach

• Our approach

Agenda

Introduction


Your presenters tonight


Martin Sascha


Driving technology further


Car Infrastructure • AUTOSAR-Standard • Single- & multi-core OS • Functional Safety OS

Embedded Security • Automotive networks,

e.g. Ethernet

Driver Assistance

Navigation HMI / Speech

• Model-based development of multimodal user interfaces

• From concept phase to series production

• Augmented reality solutions

Connected Car Software Factory

• SW Integration • SW Engineering Service • EB solys tooling for system

analysis • SW Factory for software

Integration

Consulting Services

• Consulting services for Functional Safety and Software Architectures

• Lean Software Development • Established agile processes

Verification and validation

• End-to-end testing of complex embedded SW systems

• Test concept development • Independent verification and

validation of SW systems

• Functional software architecture and modules for automated driving

• Electronic horizon reconstructor

• Sensor data fusion • SW industrialization

• Navigation client for connected use cases

• Electronic horizon provider enabling map-based ADAS functions

• Scalability across classes through one-core principle

• Intelligent big data analytics & online diagnostics

• Scalable backend infrastructures

• Cyber security solutions • Software updates over-the-

air


Continental ID SW Convention 2017 – Agile Transformation

How LDM was introduced at EB

Sustainability Piloting Rollout

• 3 teams covering different areas

• Regular workshops to adapt methodology

• Initial training session for SMs and POs

• External coaches supporting the teams

• 1 dedicated Scrum Master for each team

• 6 months duration





• Several waves with 2-3 teams

(covering different aspects)

• External coaches supporting SMs and POs

• External trainers with internal co-trainer

• 1 Scrum Master covers 2 teams

• 6 months (until teams stable)











• Scrum Master community supporting

each other and POs

• Internal trainers in the lead (with

external co-trainer where needed)

• Still 1 Scrum Master for 2 teams

• ongoing







• Several waves with 2-3 teams

(covering different aspects)

• External coaches supporting SMs and POs

• External trainers with internal co-trainer

• 1 Scrum Master covers 2 teams

• 6 months (until teams stable)

What is “Scaling Agile”


Your experience – Please get up?


Please sit down, if …

… you did not apply a model for scaling agile?

… you do not apply agile methods?

… you control less than three Teams?

Overview on Scaling



12

Team View Management View

Project status Verified consistent plan

Deliver often – reducing risk Deliver complete customer functions

Produce in agreed quality Verify often in small iterations

Avoid impediments Continuously improve processes

Ability to control priorities Focus on results

No extra work for project management Estimations recognized Status by done functions

Functional oriented backlog Recognize value-stream Cross functional teams

Freedom and responsibility for quality Skilled for continuous integration and quality

Freedom to adjust processes Common code ownership/architecture Self organizing

100% assignment Driven by backlog Required Skill set

Collaborating Agile Teams require organizational adaptions

Planning reporting

Continuous delivery

Quality

Infrastructure

Team Setup


• Models describe the complex task in a simple way

• Managers are typically no experts on Agile methodology

• Models make the crucial topic “management involvement” digestible

Models are a helpful

base for discussion and guidance

• This is a basic slide with placeholders for 3 text pieces.




• Simplification leaves out information and give room for interpretation

• Models are created to sell consulting products i.e. they address decision takers and highlight their demands

The social part is often not

immediately visible

Pros and Cons of Scaling Models

ASQF – Scaling Agile methods without being

Advantages Draw backs


Scaling Models are mainly processes

Processes and tools

Practices

Principles

Values

Mindset

More visible Less effective

Less visible More effective

Scaling Models


The alleged fast solution



19

Organizational Level

Top management Promising approach, Competitors could build advantage

Line-, Group-, Department leader Responsible for Introduction, Quickly prove success or failure

Project manager Projects must stay/become successful

Team level Remove impediments outside reach of team

Different management levels have different expectations

“If we spend money, there must be success.”

“Major changes bring uncertainty.”

“If it endangers my project, I will not support it.”

“Finally we can influence the project setup.”

Current status of Agile in most companies


Top management:

• A solution must be replicable, scalable

• There must be a return on investment

• There must be quick success

Models cover some Expectations but also bring some hidden drawbacks


Line management:

• Success must be proven

• Once proven, easy roll out on larger scale is mandatory

Project management:

• Make my projects successful

• I need control over the things I’m responsible for

Team level:

• Something that explains Agile in Management talk

• Easy to understand

• Team requirements are still not sufficiently stressed

indifferent • Well descripted organizational changes

• Detailed described process

• Easily overseen, but required reorganization towards value streams

• Easy to train a given model

• Mindset not understood



Some aspects might not change

• Distributed teams

• Sticking to matrix organizations

• Sticking to push

• Out dated tool landscape

• High amount of specialization (Tailored specialist roles)

• Every detail on low level must be measured and reported

• Budgeting according to existing organizational structure


• No systematic roll-out

• Deps. source support as needed from various partners

• Start with pilots in each dep., add more teams step-by-step

• Few coaches sufficient

• Solution tailored to dep. needs

• Focus on cross-functional and product oriented teams

• Fast and broad roll-out (all teams at once)

• Lots of coaches from the 1st day

• Established framework mandatory with limited tailoring (e.g., SAFe®)

Option 3: Sporadic Option 2: Iterative Option 1: Fast & Broad

Setup Agile consulting


Pro & Con:

Fastest roll-out

Sustainability and understanding low

Adaptation to dep. needs difficult

Higher risk for current projects

Framework license increases cost

Availability of sufficient coaches risky, and long-term perspective difficult

Pro & Con:

No pre-investment in central team

Many deps. will wait too long, overall reaction too late for market needs

Highly individualized solutions

Required change in management not addressed consistently

Pro & Con:

Positive pilots foster motivation to change and further optimization

Real management involvement

(value-oriented) Holistic alignment change in each organizational unit

Alignment more difficult

Our motivation for a scaled approach


Mindset is key

Processes and tools

Practices

Principles

Values

Mindset Mindset • High impact • Hard to measure

Processes and tools • Low impact • Easy to measure

Principles • Medium impact • Able to evaluate

Scaling Models



Manifesto for Agile Software Development


• Source: http://agilemanifesto.org/

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

© Elektrobit (EB) 2017 25



The heart of every scaled approach

A. Cockburn, The Heart of Agile, see http://heartofagile.com/


(1) British statistician George Box (1916–2013) / Prof. Dr. A. Komus, Status Quo Agile, BPM Laboratory at the Koblenz University of Applied Sciences, 2014

“Essentially, all models are wrong, but some are useful.”(1)

Models – wrong, but useful?



A lot of models are available that proofed successful




Incremental experimental introduction



Systemic view – see the whole value chain



The objective of your scaled approach


ADAPT1) your scaling framework


1) Mike Cohn 2) Rituals ensure the focus on what we want to change

Awareness Desire Transfer

• Clarity about weak-points and goals

• Open Space

• Define your scaled approach / your principles

• Identify your needs • Identify improvements

Ability

• Train Scrum Master and Product Owner

• Transfer knowledge into teams

• Create a Transition Team to support change

Promote

• Company wide workshop

• Video messages from pilot teams

• Open Spaces • Rituals (2)

• Experiments • Establish Scrum/Kanban

mechanics • Set up internal change

process

insights

A D A P T


Source: scrum.org

• Continuous value delivery

• Reduction of risks

• Adaption to changed requirements

Customer demands


Agile Mode Classic Mode

ISO/IEC 15504 (Automotive) SPICE

ISO 26262



Find your own approach

“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s

thinking.”

Steve Jobs said in his 2005 Stanford commencement address

Our approach


Our transition approach


1) Rituals ensure awareness and give security to the people

Illustrative

Start where you are Teams Flow Organization Stakeholder /

Customers

• Mechanics of Agile method

• Visualization and Transparency

• Training and coaching of teams

• Teams experimenting with Scrum

• Agile transition team

• Leadership preparation

• Training and coaching

• Open Space

• Experimentation

• 100% Assignment

• Cross team structures

• Training line management

• Team collaboration

• Leadership storytelling

• Direct experience

• Agile practice experiments

• Leadership invitations

• Rituals (1)

• Restructuring

• Role definitions

• Planning approach

• Wait time reduction

• Restructured towards lead/Cycle time

• Ability to deliver often to the customer

• Team config. experiments

• Value stream mapping

• Open Space on Flow

• Mechanics of Agile

• Improving budgeting, benefits, employee evaluation, …

• Other roles/Specialists in the teams

• All departments restructured towards flow

• Company wide Open Space

• Small experiments

Results

Content

Method Not in scope

Agile Transition Team

• External support

• Staffed with Internal Early Adopters

• Line management

• Project management

• Goal: Internal autonomous transition

• Accompany transition

Mainly Internal

Mainly external


Transition Approach


Target area

Incremental results

Transition start

Change iteration

Decision area

Iterative

minimization

of the target area

Start where you are

Teams Flow Organization Teams Flow Flow

A D A P T A D A P T A D A P T A D A P T A D A P T A D A P T


Start where you are today


Focus on

Involve

Methods

Change experiments

• Visualize your current work • Train and coach teams

• Train and coach POs • Train the principles of Agile

• Learn about scaling frameworks

• Kanban/Scrum Master • Product Owner

• Team leads • Team members

• Leadership • Work council

• Open Space on Agile • Preparation of leadership

• Experiments with methods • Promote

• Agile coaching circle • Agile principles workshop

• Sprint lengths • Kanban process steps

• Tooling • Meetings & lengths

• Agile principles


*CoP Community of Practices

Teams


Focus on

Involve

Methods

Change experiments

• Solve the impediments of teams • Promote the change

• Train and coach management • 100% utilization

• Experiment with team collaboration

• Teams • Line management

• Optional in for all others • HR and work council

• Rituals to ensure change • Invitation to leaders

• Experimentation • Learn scaling frameworks

• Department retrospectives • Leadership storytelling

• Synchronized sprint lengths • Overlapping Kanban process

• Collaboration tooling • Collaboration between teams

• Agile principles • CoP* try outs


Flow


Focus on

Involve

Methods

Change experiments

• Reshape teams • Value chain flow

• Reduction of expert silos • Department/Product wide Agile

• Systemic thinking • Automation of value chain

• Middle management • Experts

• Controlling & Auditing • Work council

• Teams • Line management

• Experiments with teams • Impediment transparency

• Community of practices • Open Space on lFow

• Lean Leadership workshops • Role definitions

• Rail guards transparency/flow • Team configuration

• Safety for experts • Inclusion team ideas

• Investment in tooling • Department planning


Organization


Focus on

Involve

Methods

Change experiments

• Other departments • Budgeting

• Benefits & employee evaluation • Supporting the value chain

• Career paths • Team config. (with other roles)

• All departments / employee • Head of / CEOs / ….

• Open Space on changes • Hackathons, code retreats, …

• Rituals on Agile / Lean principles • Improvement programs

• Training and coaching others

• Additional experts in teams • Optional-in

• Change structure or responsibility • Transparent improvement prog.?

• Management Gemba? • Rituals and storytelling



Focus on the future of your company

Thank you

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ASQF Scaling Agile methods without being dogmatic · ASQF – Scaling Agile methods without being dogmatic Organizational Level Top management Promising approach, Competitors could

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