2012 04 18 knoxville agile adoption&adaptation
DESCRIPTION
Presentation to Knoxville Agile User Group on Agile Adoption and AdaptationTRANSCRIPT
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April 18, 2012 Meeting
Presenter: Alston E. Hodge, CSP, PMP
CONSIDERATIONS IN AGILE ADOPTION AND ADAPTATION
A PRESENTATION TO THE AGILE KNOXVILLESOFTWARE GROUP
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AGENDA
• Agile vs. Scrum
• Principles vs. Practices
• Risks and consequences
• Case Studies in Adoption and Adaptation
• Summary
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AGILE VS. SCRUM
• Agile – an umbrella term for all iterative and incremental development approaches• eXtreme Programming
• DSDM
• Crystal Orange
• Scrum
• Scrum – an Agile project management framework• Over 70% of “Agile” companies use Scrum or Scrum/XP
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COMPARISON OF AGILE TOOLS
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• 3 roles
• 4 ceremonies
• Small cross-functional teams
• Knowledgeable PO
• Senior level championship
• One project at a time
• Time-boxed
• Design-Build-Test-concurrently
• Early and continuous delivery
• Short duration iterations
• Business and developers together
• Empowered teams
• Face to face conversations
• Working software is the metric
• Emergent architecture & design
• Continuous improvement
PRINCIPLES AND PRACTICES
Core Principles Core Practices
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ADOPT OR ADAPT?
Is it OK to adapt Scrum to fit our culture and work environment?
• Adopt the values and principles – these are foundational.
• Adapt the practices and techniques – make accommodations to match current reality
But realize the work and our world are constantly changing, so we need to change (adapt) our practices accordingly.
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BUT UNDERSTAND THE RISKS
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UNDERSTAND THE CONSEQUENCES:
CASE STUDIES REVIEW
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CASE STUDY: NGO
• Introduced Scrum 4 years ago
• One 40-member team Five 8-member teams
• 16 offshore people (QA Testing, Production Support)
• Mini-waterfall (Scrum-lite)
• High turnover
• No acceptance criteria, no definition of done
• Stakeholders do not attend Demos
• Stories injected mid-sprint
• Most managers/leads work 60 hr weeks
• Frustrations at all levels, organization polarized
• CST refused to give certificates to participants in training
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ADOPTION/ADAPTATION CHALLENGES:NGO• No ScrumMaster
• PO served as SM
• No one protecting the team
• No checks and balances
• No retrospectives
• Agile Champion = Theory X Vice President• Highest number of HR complaints
• Injects stories without informing PO
• Threatens employees with termination
• Training incomplete• Managers heckled trainer
• Trainer left after completing 75% of training
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• 3 roles
• 4 ceremonies
• Small cross-functional teams
• Knowledgeable PO
• Senior level championship
• One project at a time
• Time-boxed
• Design-Build-Test concurrently
• Early and continuous delivery
• Short duration iterations
• Business and developers together
• Empowered teams
• Face to face conversations
• Working software is the metric
• Emergent architecture & design
• Continuous improvement
NGO: PRINCIPLES AND PRACTICES VIOLATED
Core Principles Core Practices
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CASE STUDY: EMERGENCY MEDICAL SERVICES
• Fast-pace work environment
• Four Product Owners
• High-turnover
• Stories injected mid-sprint
• Mini-waterfall (Scrum-lite)
• Offshore QA testing
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ADOPTION/ADAPTATION CHALLENGES:EMERGENCY MEDICAL SERVICES
• Certified ScrumMaster replaced by IT director
• Uncomfortable with cultural diversity
• No lead Product Owner
• Business side not trained in Agile
• No retrospectives
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Product Owner
Scrum Master
Team
Simple Scrum
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Product Owner 3
Scrum Master
Scrum Team
Product Owner 1
Product Owner 4
Product Owner 2
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• 3 roles
• 4 ceremonies
• Small cross-functional teams
• Knowledgeable PO
• Senior level championship
• One project at a time
• Time-boxed
• Design-Build-Test concurrently
• Early and continuous delivery
• Short duration iterations
• Business and developers together
• Empowered teams
• Face to face conversations
• Working software is the metric
• Emergent architecture & design
• Continuous improvement
EMS: PRINCIPLES AND PRACTICES VIOLATED
Core Principles Core Practices
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CASE STUDY:VACATION OWNERSHIP COMPANY
• New to Scrum
• $24M program
• Director was senior developer promoted, XP experience
• PMO director ex-military officer
• Recent down-sizing then re-hiring
• Big-bang Agile implementation
• Big up-front requirements gathering
• Big up-Front design effort
• Highly specialized team members
• Off-shore testing
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VACATION OWNERSHIP:ADOPTION/ADAPTATION CHALLENGES:
• Lack of Scrum training
• SMs go to director for all issues and ideas
• Reluctance to start until all requirements known
• 60% contractors with different opinions of Scrum/XP
• 4 different contract companies working on one team
• Contracts dis-allow cross-functional development
• Command/Control leadership
• Leadership not on same page (IT, PMO, Business)
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• 3 roles
• 4 ceremonies
• Small cross-functional teams
• Knowledgeable PO
• Senior level championship
• One project at a time
• Time-boxed
• Design-Build-Test concurrently
• Early and continuous delivery
• Short duration iterations
• Business and developers together
• Empowered teams
• Face to face conversations
• Working software is the metric
• Emergent architecture & design
• Continuous improvement
VACATION OWNERSHIP: PRINCIPLES AND PRACTICES VIOLATED
Core Principles Core Practices
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CASE STUDY:HEALTHCARE SERVICES COMPANY
• Introduced Scrum 4 years ago
• Heavy offshore utilization
• Common practice to have 3 to 4 projects per sprint
• Only 55% of teams adopting Scrum
• Sprints vary from 2 to 10 weeks
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ADOPTION/ADAPTATION CHALLENGES:HEALTHCARE SERVICES
• Business Partners not part of early adoption
• Various Sprint models
• In-effective retrospectives
• Large scale adoption not coordinated
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Product Owner
Scrum Master
Team
Simple Scrum
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Product Owner 3
IT PM
SME/ArchScrum Master
Scrum Team
Business PM
Product Owner 1
Product Owner 4
Product Owner 2
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Lead Product Owner
IT PM
SME/Arch
Scrum Master
Scrum Team
Business PM
Product Owner 4
Product Owner 3 Product
Owner 2
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Model D-D-D-S-U
DEV DEV DEV …. SIT UAT
Model D-S-U
DEV UATSIT
DEV UATSIT
DEV UATSIT
Model DS-U
DEV + SIT DEV + SITUAT UAT UATDEV + SIT
Defects Defects
Defects Defects
Sprint Models
DEV-SIT-UAT
Model S
DEV-SIT-UAT DEV-SIT-UAT ….
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Failing Struggling Healthy0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Projects/sprint
Failing Struggling Healthy0
2
4
6
8
10
12
14
Team Size
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Failing Struggling Healthy0
1
2
3
4
5
6
7
8
True sprint length (wks)
Failing Struggling Healthy0
1
2
3
4
5
6
7
8
9
10
PO Experience (yrs)
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• 3 roles
• 4 ceremonies
• Small cross-functional teams
• Knowledgeable PO
• Senior level championship
• One project at a time
• Time-boxed
• Design-Build-Test concurrently
• Early and continuous delivery
• Short duration iterations
• Business and developers together
• Empowered teams
• Face to face conversations
• Working software is the metric
• Emergent architecture & design
• Continuous improvement
HEALTHCARE COMPANY: PRINCIPLES AND PRACTICES VIOLATED
Core Principles Core Practices
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WHY ADAPTATION OCCURS
• Scrum viewed as methodology rather than framework of processes
• Reluctance to be truly transparent (risky)
• Reluctance to address organizational impediments (territorial)
• “That’s just how we do things here” (culture)
• Viewed as threat to hierarchical & command/control organizations
• Difficult to transition from process to product mindset
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ADAPT, BUT REMEMBER …
• The closer you follow true Scrum, the less risks
• Don’t rest on your laurels
• Always room for improvement
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TIPS AND TRICKS
• “If at first you don’t adopt, try, try again.”
• Track impediments
• Conduct regular organizational retrospectives
• Create and promote a culture of continuous improvement• Lean IT
• SixSigma
• Agile
• Community of Practice
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SUMMARY
• Adopt, then adapt.
• Stop. Inspect. Adapt. Everyday.
• Take risks. Early.