Rob Phillips - Schedschd.ws/hosted_files/agilecampdallas2016/e8/AgileAwakens... · Rob Phillips Principal Solutions Architect ... Includes revenue projections, positioning, ... Courtesy

AgileWars

Rob PhillipsPrincipal Solutions Architect

AgileCraft

5 Key Ingredients to Awaken Agile

Execution

@RLPJACKET@GoAgileCamp

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“Agile Wars” – A New Hope

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http://tinyurl.com/hn2hxln

http://tinyurl.com/hn2hxln

ENTERPRISE AGILITYIS REQUIRED

to effectively compete

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Your Agile Presentation: “Buffet” Options

SETTING PRESENTATION EXPECTATIONS

Courtesy of Jeff Patton

P R E P A R I N G F O R T A K E O F F

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5 Key Ingredients to Awaken Agile Execution

1. Agile Vocabulary 2. Business Agility

4. Empowerment / Tooling

5. True “Change” Culture

3. Vertical Bi-modal

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1. Agile Vocabulary

Size Value Productive Capacity Time

Story Points

Projects / Programs

Requirements

Agile Traditional

Features

Themes / Epics

Hours

INSTITUTE A COMMON LANGUAGET E R M S A N D L I N G O N E E D T O B E A L I G N E D E A R L Y

Bimodal Rosetta Stone

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INSTITUTE A COMMON LANGUAGET E R M S A N D L I N G O N E E D T O B E A L I G N E D E A R L Y

CLARIFY OVERLAPPING AGILE TERMINOLOGY AS WELL!

Initiative / Epic / Features / JIRA Epics / Fix Version / Program Increment / Sprint / Release

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Drive a Cross-Enterprise Collaboration Model

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SAFe XP & Agilist Certifications

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Project Managers

Executives

TestersProduct Managers

Developers

Change Agents

Training: Foundational Ingredient to Scale

e.g. Scaled Agile Training:

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2. Business Agility

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http://brophyfootball.blogspot.com/ 13

STATE OF AGILET H E B A S I C S

1st Generation - (approx. 1994 – 2002) searched for and found a different way of building solutions focused on small teams of developers.

2nd Generation – (approx. 2002 – 2010) realized requirements & testing must be agile as well to create development flow.

3rd Generation – (approx. 2010 –present) builds on development flow and deals with scale, value stream, product lines, portfolios and integration to strategy and the rest of the enterprise.

Courtesy of SolutionsIQ

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1. Treat each traditional “project” as an agile epic

2. Attach intake and project justification to the epic

3. Prioritize the epics with scoring, etc. based off of value and effort.

4. Attach the strategy and strategic themes to the epic.

MAKE A CONSISTENT LINK TO THE PROJECT (1)L I N K T H E B U S I N E S S T O T H E T E C H N O L O G Y I N R E A L T I M E

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4. Attach budgeting and resourcing to the epic to drive financial reporting.

5. Use the epic as a common reporting layer for the executives.

6. Attach governance and guard rails to the epic (as lightweight as possible).

MAKE A CONSISTENT LINK TO THE PROJECT (2)L I N K T H E B U S I N E S S T O T H E T E C H N O L O G Y I N R E A L T I M E

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• Business case driven, projects are funded through stage gate approach

• Demand side: Includes revenue projections, positioning, NPV analysis,

• Cost side: Includes time to completion, costs, resources, dependencies, etc…

• Weight, score, and rank

IdeationBusiness Case Dev

Scoring Review Approval

Epic A

Epic E

Epic X

Epic F

Epic Q

PortfolioBacklog

Value Based Intake Process

CONSTRUCT A UNIFIED FLOW

D E F I N E A C E N T R A L I N T A K E & D E L I V E R Y P R O C E S S T H A T W O R K S W I T H A G I L E

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Courtesy – Arlen Bankston / LitheSpeed

Business Agility in Politics

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Coined by Gartner in 2014, bimodal development refers to the existence of both agile and waterfall style development processes co-existing in the same IT organization.

This typically necessitates separate tools and processes for each mode.

Think SprinterShorter Cycle Times

Agile, Lean, Kanban, etc.

Agile

2

Think Marathon Runner

Longer Cycle TimesWaterfall, V-Model, etc.

Traditional

1

BIMODAL DEFINEDK E Y C H A L L E N G E

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IS BIMODAL YOURREALITY?

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FOUR LEVELS OF SCALE

ENTERPRISE

ExecutivesExecutive PMOFinance

Creativity is the key to success

Lorem ipsum

PROGRAM

Product ManagersProgram ManagersRelease Train Engineers


Lorem ipsumTEAM

Development TeamsQuality TeamsService Delivery Teams

PORTFOLIO

Portfolio ManagersProject Management OfficesBusiness Owners

K E Y C H A L L E N G E

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THE ORIGINAL GAP – CONNECTING THE TEAM

ENTERPRISE



Lorem ipsumPROGRAM



Lorem ipsumTEAM


PORTFOLIO



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THE BIMODAL GAP

ENTERPRISE



Lorem ipsumPROGRAM



Lorem ipsumTEAM


PORTFOLIO



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TWO MINDSETS NEED TO COEXIST … NOT COLLIDE

Lean AgileTraditional

PlanningBudgeting

Dependency Mgmt.Progress Reporting

GovernanceImproving


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THE FOUR STAGES OF BIMODAL EVOLUTION

01

Most Common

Most common scenario is

some teams are agile and

some traditional but portfolio

management is traditional.

T

T T

A A T

A A T T

Vertical Bimodal

For some, the enterprise has

a traditional business

operating model often with

constraints such as finance

or regulatory - but all teams

are going agile for delivery.

T

T A

A A A

A A A A

03

Top-to-Bottom Agile

Many organizations aspire

to achieve true top-to-

bottom enterprise agility

04A

A A

A A A

A A A A


Gartner Bimodal

Gartner outlined Bimodal

for organizations that

bucket projects based on

best fit.

T

TT

AA TT

AAA TTT

02

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ENTERPIRSE AGILITYIS REQUIRED

to effectively compete

BIMODAL IS REALITYin software today

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• Work:

• An epic is a project / a project is an epic

• Think of epics, features, and stories as 3 levels of waterfall planning

• Money:

• Translate story points into financial metrics using velocity and cost centers

• Time:

• Align to the organizations current strategic planning process

CONSTRUCT A UNIFIED FLOW

D E F I N E A C E N T R A L I N T A K E & D E L I V E R Y P R O C E S S T H A T W O R K S W I T H A G I L E

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Bring The People To The Work“The Individual is the productive resourcing unit”

Agile Team

Bring The Work To The Team“The Team is the productive resourcing unit”

To

Traditional Project Team

BLEND METHODS OF CAPACITY PLANNING

G E T E V E R Y T H I N G B A C K T O D O L L A R S A N D T I M E I N O N E P L A C E

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1. Define your Agile Teams – “allocate” resources to those teams

2. Define who’s available for “shared allocation”

3. Define their skills

4. Blend your projects

• Breakdown work and assign as much as possible to agile teams

• Indicate on the epic (e.g. project) intake form what additional skills are required to staff the project above and beyond what the team will do

• Assign additional resources to the “project” as needed based on availability”

BLEND METHODS OF CAPACITY PLANNING

G E T E V E R Y T H I N G B A C K T O D O L L A R S A N D T I M E I N O N E P L A C E

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This is an example of a summary project health oriented operational status report showing the project management / health oriented info for the projects planned for a Program or Agile Release Train for the specified period. The rows shown would be the funded projects for the period – Column selection for display is highly configurable


4. Empowerment / Tooling 34

• Enterprise Agile Tooling Must Embrace Team Diversity

• Team Practice “Guard Rails” to Manage Dependencies

• Corporate Portfolio Visibility & Alignment across teams

3 Core Enterprise Agile Tooling Needs

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Enterprise Agile Tooling

Empowerment Example

# Stories & Story Points

Jira

Ep

ics

ma

p t

o F

eatu

res

# Stories & Story Points

Iteration mapping

36“If you put fences around people, you get sheep."

https://www.farnamstreetblog.com/2015/09/mcknight-3m-management/

http://www.farnamstreetblog.com/2015/09/mcknight-3m-management/

• Map dependencies between teams and work items –note differences in time targeting –Translation needed

• Tie dependencies to the value at risk if they are not fulfilled

• Use dependencies to visualize complexity in your projects and weakness in your architecture

• Have a plan to reduce dependencies

ONE PROCESS TO MANAGE DEPENDENCIES AND RISKS

H A V E A U N I F E D W A Y T O M A N A G E R I S K A N D A L I G N H A N D O F F S B E T W E E N T E A M S

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Key Perspectives in Enterprise Agile

People / Org

Work Time

Measures & Metrics

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PRODUCTORGANIZATIONWORK RELEASE

REPORTING

VALUE

STRATEGY

PLANNING

ENABLE MULTI-DIMENSION REPORTINGE N A B L E E X E C U T I V E S , P O R T F O L O S , P R O G R A M S & T E A M S W I T H O N E S O U R C E O F T R U T H

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5. A True “Change” Culture

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This is the _____ color dress we’re looking for!

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Culture eats strategy for breakfast. – Peter Druker

42Michael Sahota & Olaf Lewitz - http://agilitrix.com/2014/03/wholehearted-manifesto-we-value-people/

Learn more…

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2. Business Agility

4. Empowerment / Tooling

5. True “Change” Culture


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1. Agile Vocabulary

EnterprisePortfolio

Value Stream / SolutionProgram

TeamPREDICTABILITY,

SPEND & RESULTS

STRATEGY,GOALS,

& PRIORITIES

DRIVE AGILITY FROM TOP DOWN AND BOTTOM UPK E Y T A K E A W A Y S

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Simply Software at Scale To Gain Strategic Advantage

AGILECRAFT

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#1

[email protected] @RLPJACKET

Rob Phillips - Schedschd.ws/hosted_files/agilecampdallas2016/e8/AgileAwakens... · Rob Phillips Principal Solutions Architect ... Includes revenue projections, positioning, ... Courtesy

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