Scaling Agile with Subwaymapping

TestNet Workshop

30 April 2015

YOUR HOSTS FOR TODAY

Cesario Ramos Anko Tijman Derk-Jan de

Grood @cesarioramos @AnkoTijman @DerkJandeGrood

We do not want to

discus the

challenges with

Agile, but the

challenges when

SCALING agile

GOALS OF THIS WORKSHOP

WHAT IS SCALING?

WHAT IS SCALING AGILE?

WHY IS IT IMPORTANT TO YOU?

WE GOT IT TO WORK FOR ONE TEAM…

AND NOW THEY WANT TO SCALE….

65%

52%50% 49%

38% 35%

26%

19%

12%

HOW MUCH TIME DO YOU SPEND IN A TYPICAL

DAY DOING THE FOLLOWING ACTIVITIES?

Source: Forrester Research: Developer survey Q1, 2013

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

G

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

G

BUILD

WRONG

THINGS

FASTER

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

GBUILD ONLY

THE RIGHT

THING

RIGHT

BUILD

WRONG

THINGS

FASTER

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

GBUILD ONLY

THE RIGHT

THING

RIGHT

BUILD

WRONG

THINGS

FASTER

DESCALING.

MORE WITH

LESS

SUCCESFULL SCRUM IMPLEMENTATION

GROUP ASSIGNMENT: DIMENSIONS

• In what dimensions can

you scale your agile

implementation?

• What would be the

benefit?

5 DIMENSIONS OF SCALIING

Dimensions

# Teams working on the same product

# Products developed using Agile

# departments that adopt

Agile

Amount Business

involvement

Agile Maturity

WHAT

FRAMEWORKS DO

YOU KNOW?

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

GBUILD ONLY

THE RIGHT

THING

RIGHT

BUILD

WRONG

THINGS

FASTER

DESCALING.

MORE WITH

LESS

LARGE SCALED SCRUM - LESS

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

GBUILD ONLY

THE RIGHT

THING

RIGHT

BUILD

WRONG

THINGS

FASTER

DESCALING.

MORE WITH

LESS

P R O F E S S I O N A L A G I L E C O A C H T R Y - O U T 23

SCALED PROFESSIONAL SCRUM

SCALING AMPLIFIES DYSFUNCTIONS

ORGANIZATION & PROCESSES

LE

AR

NIN

GBUILD ONLY

THE RIGHT

THING

RIGHT

BUILD

WRONG

THINGS

FASTER

DESCALING.

MORE WITH

LESS

What

challenges do

you experience

with scaling?

GROUP ASSIGNMENT: CHALLENGES

CHALLENGES WHEN SCALING?

What challenges do you

experience with scaling

• Involving stakeholders

• Portfolio management

• Market releases

• Distributed teams

• Immature Agile teams

• Syncing work between

teams

• Etc…

MAIN TAKEAWAYS

BALANCING FREEDOM AND PROCEDURES

TRANSPARENCY

DIALOGUES

COLLABORATION

CONTINUOUS IMPROVEMENT

MAIN LESSON

A BETTER WAY TO REPORT

SCRUM BOARD & BURNDOWN

REQUIREMENTS

Tell about the strategy of the project

Create insight in inter-team dependencies

Predict bottlenecks

Provide progress info

Trigger communication

Create transparency

Visual One-pager

4 5

6

1 3

7 8 911 12 QGQG

2

15 J

uly

1 A

ug

.

15 A

ug

.

1 S

ep

t.

15 S

ep

t.

10

To be done (on

time)

In progress (on

time)

In progress

(critical)

Done

Order processing

Front End Web

shop

Payment

Delivery

In progress

(delayed)

24 July 2013

6a

Project X

Subway map

Date: <Date >

By: <Name>

Order processing

Front End Web shop

Payment

Delivery

DIFFERENT LINES

4 5

6

1 3

7 8 911 12 QGQG

2

10

24 July 2013

6a

DEPENDENCIES & STRATEGY

4 5

6

1 3

7 8 9 11 12

3. C

redit

man

agem

ent

ensu

res th

at

only p

aid

good

s ar

e

deliv

ered

4. U

ser c

an a

cces

s site

and

crea

te a

ccou

nt

5. P

rodu

ct D

B is

cor

rectly

Migra

ted

and

user

can

add

selected

pro

ducts to

shop

ping

bas

ket

6. U

ser c

an selec

t

and

pay pr

oduc

t

8. O

rder

s ca

n be

proc

esse

d

7. O

rder

s ar

e

hand

led

to b

ack

offic

e 11. F

ront

Office

ord

ers ar

e

proc

esse

d: P

icking

, box

ing

and

deliv

ery

QG QG

1. P

aym

ents can

be

mad

e

12 P

ilot

11. A

ll th

ree

chains

are

inte

grat

ed. R

eal live

test

2

2. P

aym

ents a

re p

roce

ssed

on fina

ncial d

ept.

15

Ju

ly

1 A

ug

.

15

A

ug

.

1 S

ep

t.

15

S

ep

t.

10

To be done (on

time)

In progress (on time)

In progress (critical)

Done

Order processing

Front End Web shop

Payment

Delivery

In progress

(delayed)

24 July 2013

6a

Project X Subway map

Date: <Date >

By: <Name>

6a. U

ser

gets tr

ack

and

trace

notificat

ions

BENEFIT BASED REPORTING

TIME TABLE

Tobedone(on me)

Inprogress(on me)

Inprogress(cri cal)

Done

Inprogress(delayed)

DATE LINES

BRIDGES

2

2.CDRtemplates

exchanged

1

4

1.Callscenario’s

Iden

fied

4.CRU

D

scenario’s

defin

e

d

3

3.Billing

Interfaces

connected-

processingofCDR

55.Callingtests

6

6.Payment

scheduledefine

d

8

8.Wholesale

adap

ons

9

7.Wholesale

billingtested

7

7.CRU

D

scenario’s

tested

13

11.DP

14

14.Pilot

15

15.DH

10

10.

Processes

iden

fied

11

11.Process

adap

ons

12 12.

Trainingto

operators

Tobedone(on me)

Inprogress(on me)

Inprogress(cri cal)

Done

CRUD/Provisioning

Callscenario’sandWS

CDR

Processes

Inprogress(delayed)

PtojectxSubwaymapDate:21feb2014By: Derk-Jan/Wim

DIY: A WEB SHOP

Make a draft subwaymap for the development and testing of a

webshop.

• The product group will decide on the assortment, the pricing

and will deliver the product catalogue including the artwork and

descriptions.

• An external web developer will setup the CMS system and add

graphical design made by Marketing.

• Marketing will also deliver the structure of site and the texts for

the static pages.

• An User and functional acceptance test needs to be executed

prior to going live, but the management loves to have

intermediate reports on the progress and quality of the system.

• site in your CMS.

What would your subway map look like?

WHEN EVERYTHING GOES DIFFERENT?

WHAT IS THE DIFFERENCE BETWEEN PERT AND

SUBWAYMAP?

4

5

6 1

3

7

8

9

11 12

QG

QG

2

10

6a

SUMMARY

Business Goals

Agile Pilot is a

Success

We want more..!

Scaling Challenges

Solution: Use a

framework

Lightweight Implementation

with Subwaymap

Hooray: More

Business results

Stuck in procedures

Hooray: SAFe 2.0

Certification

We want

more…!

more…!

more…!

4

5

6 1

3

7

8

9

11 12

QG

QG

2

10

6a

MORE TO READ?

Template and Quick reference

card:http://djdegrood.wordpress.com/2013/10/17/progre

ss-reporting-with-the-subway-map/

Article by us threeWe are working on the draft, Expected soon !

We do not want to

discus the

challenges with

Agile, but the

challenges when

SCALING agile

GOALS OF THIS WORKSHOP

MAIN LESSON

SAFE

• Layer on top of Scrum to

coordinate the big mess and

give predictability.

• Adds roles, meetings,

artefacts etc. Just like RUP.

• Learning from Program

Execution and the given

process defines the way of

learning.

64

LESS

• Scaling Scrum up and out

without adding layers or

processes.

• Teams take care of

coordination.

• PO Team works with the

market and teams.

• Managers become coaches.

• Feature Teams specialize in

customer-centric and

product direction.

• Patterns and practices that

have proven useful and

probably should work for you

as well.

• Based on the core of self-

organization and empirical

processes.

• Strong focus on technical

practices.

SCALED PROFESSIONAL SCRUM

COORDINATION CHAOS

FLOW EFFICIENCY

RE

SO

UR

CE

EF

FIC

IEN

CY

Optimize Cost

& Utilization

Optimize

Learning

& Value

Coordination

Chaos

Source: Ari Tikka