agile for enterprise series #1* · agile for enterprise series #1* 2 agile in the enterprise #1...
TRANSCRIPT
11
Nitin Khanna, PMI-ACP, ICP-ACC Bob Phillips, PMP, PMI-ACP, CSM
PMINJ ChapterOctober 20th Monthly Program 2015
AGILE for Enterprise Series #1*
2
Agile in the Enterprise #1
Nitin Khanna, PMI-ACP, ICP-ACC
(And the alphabet soup)
Bob Phillips, PMP, PMI-ACP, CSM
Managing Director, Salesforce Program
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Introductions! Yes – we’re cool people!
This interactive session will allow for the opinion and expertise of 2 Agile enthusiasts!
Bob Phillips – MBA, PMP, PMI-ACP, CSM
• Program Manager using Scrum to manage $25M Salesforce program at Teach For America.
• Helped many teams transform from Waterfall to Agile.
Nitin Khanna – PMI-ACP; ICP-ACC; CSP (CM+CSPO); PSE; PSPO II; PSM II, PSD I; LeSS; SPC; SPS Plank Owner
• Agile Coach who recently wrapped up an Agile Adoption.
• Seen struggling implementations as well as hyperproductive teams
Notice the palindromes? – 2 perspectives 1 philosophy! It works!
Other Agile LCI Members –
Marcel Bautista | John Hudson | Gerald Peyton | Mital Vora
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Agenda• What is Agility?
• Distinguish between Scrum
(leading) and Agile
• Why focus on Scrum (all
encompassing of other practices)
• Name other potential Agile
practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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How do we change all the miscommunication about Agile?
The Challenge/
A SolutionE
1. Provide Training to Teams2. Develop Repeatable Processes3. Follow Scrum (or another practice) the Right Way and Avoid Scrum But(t)s!
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What is Agile?
Agility is a philosophy!
If we’ve ever taken a detour, changed diapers or even realized a deadline is earlier than you thought, you’ve been exposed to agility!
In software development -- It allows us to be nimble, turn on a dime and leave our competitors in the dust!
Agile practices come with great discipline!
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In 2001, some thought leaders, immersed in software development came together to share how to uncover and improve software development.
They revealed 4 values and 12 principles, which were a part of the Agile Manifesto.
There are many “flavors” of agility; Some practices are –• Scrum• Kanban• Lean• eXtreme Programming (XP)• Etc.
The “Agile Umbrella” or “Toolbox”
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Some Industry Surveys
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The 2015State of Scrum Survey viaThe ScrumAlliance
Some Industry Surveys
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We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
Agile Manifesto
The Agile Alliance, 2001 Principles behind the Agile Manifesto
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Everyone think of 1 sport – don’t mention it out loud!
Write down as many rules to the sport (1 per card)Do not reveal the sport in writing or discussing with people nearby
Satellites – You can use 8.5x11 printer sheets as well (cut in half or ¼)
Example –Rule #1 – you can’t hit below the belt (without penalty) [1 card]Rule #2 – you can punch your opponent [1 card]Rule #3 – you can’t bite your opponents ear [1 card]Rule #4 – there is a ref. who can stop the game at his /her discretion [1 card]
Take about 3 minutes
Hands-On Exercise “Guess the sport” | About 5 Minutes
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A) Next – mix them up!B) Everyone take a few cardsC) Check whether a new Sport emerges!D) Why did we do this?
We should now know the difference between “Agile” and “Scrum”
Hands-On Exercise “Guess the sport” | Debrief
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Inspired by Ken Schwaber –
We want to go from “Scrum But(t) to Scrum AND”
Scrum Maturity > A Simple Example
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Inspired by Ken Schwaber –
1) Scrum Not (Other)2) Scrum But(t)3) Scrum4) Scrum AND
Food for thought –Is there an “Agile ButE?”OrA “Kanban ButE?”Or An “XP ButE?"
Scrum Maturity > A Simple Example
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Agile Development Vs. Traditional Development
Source: http://theagileexecutive.com/2010/01/11/standish-group-chaos-reports-revisited/
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and
programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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Agile provides a different way to view the Iron Triangle
Source: https://www.pinterest.com/pin/344736546448082504/
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Agile helps teams prioritize needed functions
Source: http://theagileexecutive.com/2010/01/11/standish-group-chaos-reports-revisited/
Fixed Scope drives the behavior to ask for Features / Functions that ‘may’ be needed someday since you can’t ask again.
Agile allows the Business to stop development early when optimal Business Value is delivered.
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We used Confluence to document the process that is used across the organizationhttp://confluence.tfanet.org/display/PMO/PMO+QuickStart
Our Common Process Ensures Repeatable Outcomes
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Project Execution:
Common Process - Samples
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We used Confluence to document the process that is used across the organizationhttp://confluence.tfanet.org/display/PMO/PMO+QuickStart
Our Common Process Ensures Repeatable Outcomes
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Scrum is used by TFA because it’sE
• An Agile Process that focuses on delivering business value as quickly as possible (every 2–4 weeks)
• Enables rapid inspection of working software• The business sets priorities and enables the team to self organize & deliver value
Source: http://www.sadhanbiswas.com/myblog/wp-content/uploads/2009/06/2010/08/agile-Scrum.jpg
• 3 Roles RoleRole
Role
Event
Event
Event
Event
Artifact
Artifact Artifact
• 4 Events• 3 Artifacts
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Inputs fromE• Establish Governance structure to capture requirementsEstablish Governance structure to capture requirementsEstablish Governance structure to capture requirementsEstablish Governance structure to capture requirements
• Ensure business needs are represented during requirement
gathering for each Sprint
• Establish feedback mechanisms
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PM
BA
Role Clarity
&
InteractionsTech
Lead
Agile Governance
At TFA we create Success Triangles for each major initiative which is very similar in concept to the Poppendieck’s Three Legged Stool
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Bob (PM / Scrum Master)
Jon – BA / Product Owner
Xin – Tech Lead
Success Triangle for the Salary Offer Tool (SOT) Project
Project Leadership
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Success Triangle (SOT) – Link to Business
Bob
Jon
Xin
Jon
Christin/Sam (ATS)
Andrew (SOT)
Project Leadership
Business Representation
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• Scrum works really well when there is a clearly defined person(s) who can represent the business and is empowered to make all decisions. Properly set expectations that only items that fall within the Dev Team’s Velocity can be delivered
and that there will be trade-offs.
Some Lessons Learned from the ATS/SOT ProjectE.
Job ScienceScrum
Not!
ScrumBut(t)
Scrum Scrum ScrumAnd!
ScrumAnd!
Scrum Not!
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Salesforce is a larger initiative that requires different Governance
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Salesforce is a larger initiative that requires different Governance
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Salesforce GovernanceProject TrianglesProduct Owner
Roadmap
Implementation
Project Team Leaders & BAs
Regional Engagement Team
Regional House of Representatives
Since Salesforce is a $25M program we expanded the Success Triangle model to include input from all areas in the organization.
• Point people from Regions
• Provide regional coordination,
communication, and leadership as well as
direct input into the project
• Approves the Roadmaps every 6 months
• Representatives for all 10 major
functions in Salesforce
• Provide cross-functional coordination,
communication, and leadership
• Responsible for partnering with BAs to
identify their priorities
• Reviews and approves the roadmap on
a quarterly basis
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Salesforce PTL Group
Team or Function Project Team Leader IT Business
Analyst
TSC
Representative
Development Darryn Paul Jen
Finance Tichina Paul Angie
Human Assets Sam Jon Crystal
PA&E – Communications Taylor Marisa
PA&E – Marketing Amy Marisa Dom
PA&E – SIP Mary Marisa
Program Continuum –Admissions
Molly Jessica Huoy
Program Continuum - Strategy SummerEmily
SamRachael
Alison / Jen
Recruitment Amanda Jessica Mark / Briana
Teacher Leadership Development
Dan Jon Alison
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Here’s what we expect to achieve as a result of a continued investment in Salesforce.
Improvements to what we’ve already built
Better data quality
Better analytics
Improved integrations
Innovation of technology to match innovation of process
Increased adoption and engagement
Improved user experience
FY16 Themes
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User adoptionData qualityImprove what we’ve built
July SeptemberJune August
Q1ProgAdm
Dev
Fin
HA
IT RT
Reg
Front End Back End
Both
Removed
Moved
Added
Small continuous improvement priorities
PA&E
Improvements driven by UX team recommendations
All
State or govt. opportunities (analysis)
Reg. staff recruiter setup
Pardot Lead Score on person accountNew RT rating integration
Alumni survey support
Adm. survey results
25th Anniversary Summit support
Analytics Integrations Innovation User experience
� Delivered
RTMatch app�
�
�
�
�
Bulk submissions & approvals for imported donations
�
�
�
ongoing
ongoing
ongoing
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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10 Second Quick Quiz
Match the (Scrum) Roles –
Who is expected to take care of budgets on a Scrum Team?
A: Product Owner
Who updates the burndowns (if used) on a Scrum Team?
B: Dev Team
Who asks powerful questions, plays dumb at times and may say – “Don’t use Scrum for this upcoming initiative?”
C: Scrum Master
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Food for Thought
Is there an agile practice, that doesn’t have a Scrum Master?
A: eXtreme Programming (XP) as a “Coach” and not a “Scrum Master”
Is/are there an agile practices that completely recognizes a PM (Team Level)?
B: Yes
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Scrum Team Roles:
Product Owner Scrum Master
Determines what needs to be built
assuming Martians are kidnapping
abducting the Dev Team in 30 days
or less!
• Is Available• Is Empowered• Has a dream (Vision)• Accepts or rejects work results• [Opinion] Takes a leap of faith about
every 4 weeks or less• [Opinion] Is “like a duck on water”
Is a disruptor asking powerful
questions, reflecting the current
state, teaching, facilitating and
sometimes doing nothing!
• Represents management to the initiative
• (Helps?) Removes impediments • Ensure that the Scrum Team is fully
functional and productive• [Opinion] Loves Scrum• [Opinion] Is usually undervalued
and overworked
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Scrum Team Roles:
Development Teams
Build what’s needed, and demonstrates what they built.
• Volunteer for work! i.e. nothing is “assigned” to them!
• Cross-functional:Musicians, Programmers, QA, user experience designers, etc.
• Members should ideally be full-time, dedicated to the backlog items
• Teams are self-organizing- What are our Norms (spoken or unspoken)
- How do we make decisions?
- How do we address conflicts? 10/20/2014
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Product Backlog
• Identify Identify Identify Identify Roadmap Roadmap Roadmap Roadmap –––– PO, PM, Tech PO, PM, Tech PO, PM, Tech PO, PM, Tech LeadLeadLeadLead
• Typically requirements captured as Stories with a clearly defined UAC by Product Owner
Artifact
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Product Backlog
• Each request must be entered as an Agile Story with Each request must be entered as an Agile Story with Each request must be entered as an Agile Story with Each request must be entered as an Agile Story with
clear clear clear clear UACUACUACUAC
• PO determines CRs that should be considered for the PO determines CRs that should be considered for the PO determines CRs that should be considered for the PO determines CRs that should be considered for the
next Sprint by listing them in the desired order next Sprint by listing them in the desired order next Sprint by listing them in the desired order next Sprint by listing them in the desired order
based on business priorities.based on business priorities.based on business priorities.based on business priorities.
Product Owner (PO) reviews Product Backlog prior to Product Owner (PO) reviews Product Backlog prior to Product Owner (PO) reviews Product Backlog prior to Product Owner (PO) reviews Product Backlog prior to
Sprint PlanningSprint PlanningSprint PlanningSprint Planning
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The Backlog is created with Product Backlog items which may be User Stories
Who is the functionality for?
What we should create?
Why is it valuable to the user?
If we don’t know who, what, and why we really don’t understand enough about what we want yet.
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Capturing Requirements
Formally speaking, Scrum does not prescribe how one captures requirements.
Some common examples or use –
• User Stories (originating form XP)
• “Specification by Example” [1 Style]
• Spikes (also from XP)
• “Tech Stories” [NK Opinion > Minimize]
• “Doc. Story”
• Behavior Driven Development (BDD)
High Level Requirements –
• Themes
• Epics
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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Sprint Planning Meeting• Each requirement is captured in JIRA and listed in order of
preference by the Product Owner 3 days prior to the meeting
• A developer is asked to review the requirement in detail and ask
questions prior to the Sprint Planning Meeting.
Event
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Sprint Planning
• Each Product Backlog Item (PBI) for the upcoming Sprint is discussed
• The Product Owner (PO) is available to answer any questions
• The Scrum Master keeps the meeting on track by time boxing discussions
• Point assignments are captured using
different techniques (eg. Planning
Poker).
• The time boxed meeting continues until
the agreed upon convention is met.
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Sprint Planning• Development team points
are recorded for each requirement
Field Meanings:• Code Completion Date =
Anticipated date when ready for QA
• Target Completion Date = Anticipated date when ready for UAT
• Story Points = ETL + DBA points
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Sprint Backlog
• Developers volunteer to work on items up to their
capacity
Artifact
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Sprint Backlog
• Once the Development team determines what they can
complete during the Sprint the Product Backlog items are
made visible in the Sprint Backlog.
• TFA Best Practice: Meetings are scheduled during the day
following Sprint Planning with BAs, DEV and QA to refine
requirements and test cases.
Time spent for these meetings Time spent for these meetings Time spent for these meetings Time spent for these meetings eliminateseliminateseliminateseliminates rework!rework!rework!rework!
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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Daily Scrum Meeting
• 10-15 minute daily meetings
Event
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10 Second Quick Quiz
Who is the Daily Scrum intended for?
A: Dev Team
Who participates?
A: Dev Team is mandatory; PO & SM are optional
Academic / Research via the prior Scrum Guide(s)
A: Some subtlety and confusion between “Dev Team” and “Team”
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Quick Quiz
What’s the difference between the “Daily Scrum” and the “Standup” ? Huh?
- 1 is from XP (Standup) and the other from Scrum (Daily Scrum)
- In XP the Team is expected to be co-located and stand!
- Scrum specifies a timebox of 15 minutes
- (2013) Scrum does emphasize explaining 3 items around a goal
- [NK Opinion] In essence, they’re about the same.
Further Reading: http://www.extremeprogramming.org/rules/standupmeeting.html
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting (examples)
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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Daily Scrum Meeting
Confluence is used to navigate to the JIRA Reports for easy navigation
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Daily Scrum Meeting
• Team discusses:
• What did yesterday
related to the Sprint
goal,
• what doing today related
to the Sprint goal,
• any blockers related to
the Sprint goal
Example of Team Member update when
they can’t attend….
*Note: This should be an exception, not the norm!
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Daily Scrum Meeting
• View that’s used for the Standup Meetings
• Flag items as ‘Waiting for Business’ or ‘At-Risk’ (right click on item
to flag)
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Daily Scrum Meeting
• Selecting the DEV team member name shows their tasks which
makes it easier for the person speaking
• Items on the right provide key information w/o opening the task
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Sprint Review
• Day prior to the meeting the PO identifies items that they would like
to see demonstrated
• Items with external database impacts are reviewed at the beginning by Database team
Source: http://www.sadhanbiswas.com/myblog/wp-content/uploads/2009/06/2010/08/agile-Scrum.jpg
Event
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Release
• Should be regularly scheduled
• Tech and QA Leads for the Release are identified
• Manual Steps are documented
Artifact
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Finished Work• A Release Checklist is maintained in Confluence to guarantee consistent releases• The checklist is updated based on feedback during the Retrospective
Items Tracked
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Finished Work• Snapshots of each release are maintained in Confluence as a Communication vehicle
Menu Items
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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Retrospective
• Follow normal format where each team member discusses what should:
Start Start Start Start –––– Stop Stop Stop Stop –––– ContinueContinueContinueContinue
• Document process changes in Confluence and make sure to implement improvements
Event
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PDCA > Another Perspective
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Retrospective Technique | “Fist of 5”
• Do we still have your attention and are you enjoying this presentation?
• Can we share a quick retrospective technique known as the “fist of 5?”
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Agenda• What is Agility?
• Distinguish between Scrum (leading) and Agile
• Why focus on Scrum (all encompassing of other practices)
• Name other potential Agile practices (E.g. XP, Kanban, etc.)
• IRON Triangle in Agile
• Enterprise Governance
• Common Process
• Small and large projects and programs at TFA
• Scrum Overview
• Roles / Product Backlog
• EPICS & Stories (PBIs)
• Scrum Overview (continued)
• Sprint Planning / Sprint Backlog
• Daily Scrum Meeting
• Sprint Review / Finished Work
• Retrospective
• Scaling
• Scaling and Challenges
• Some Common Considerations
• Different Ways & History
• Scrum in the Enterprise
• Key Takeaways
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Scaling & Challenges
Paraphrasing -- “Scaling is the last thing one should do.”
– Martin Fowler, Software Engineer and International Speaker
-- Agile Manifesto Signatory
This statement has 2 meaningsE.!!
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Scaling & Challenges
A metaphor -- Imagine if you were hosting 2 friend for dinner.
What if you hosted 10?
What if you hosted 20?
How about 200E..?
Do the dynamics change above?
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Some Common Considerations [Opinion]
Corporate culture
Communication channel
(See example on right)
Scaling too fast, without an end goal
Scaling Scrum But(t)s or Agile but(t)s”
External vendors competing for services
Struggling to define “value”
(Internal Vs. External products)
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Scaling | Different Ways & History
“Non-certified” models –
Note: We won’t get into much details of these.
“Home Grown”
-- A way where the Teams figure out how to coordinate amongst themselves and then take it up the Organization. It may also be top-down.
Scrum Studio Model
-- “Software in 30 Days” by Schwaber and Sutherland; Chapter 7 – Develop a Scrum Capability
“Scrum of Scrums” (SoS) a.k.a. “meta Scrum”
-- [NK Opinion] – There are now different ways people are presenting this term.
-- I consider this an effective communication technique
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Scaling | Different Ways & History (Continued)
Certifications Available –
(*A logistical comparison was done on Agile certifications by the Agile LCI earlier)
Large-Scale Scrum (LeSS)
- Introduced by Bas Vodde and Craig Larman in 2005
- Less framework for 2 – 8 Teams
- “LeSS Huge” for 8+ Teams
- www.less.works
Scaled Agile Framework® (SAFe®)
- Introduced by Dean Leffingwell in October 2011
- Agile Release Trains (ARTs)
- http://www.scaledagileframework.com/
Scaled Professional Scrum (SPS) or Nexus
- Introduced by Ken Schwaber, co-developer of Scrum (via Scrum.Org) in 201410/20/2014
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Scaling | Surveys (Continued)
Other
Scaling
Techniques
&
Some
Numbers
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Scaling | Home Grown Example
Industry: Pharmaceutical
Product: Internal x many
Teams: 2
Location: Off-shore (Dev Team); Onshore business stakeholders and PO / SM
Full-Time? External vendor Team
Technology : Microsoft Teamsites
Funding: Complete for the year; Can’t ask for more
Brief Narrative –
• As more work came, a team of Developers grew into 2
• These 2 Development Teams were building internal products for Scientists and Researchers
• Requests came ad-hoc throughout the year
• Work was increasing and people had to deliver
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Scaling | “Home Grown” Example
From: To:
(Onshore) (Offshore)
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Scaling | Home Grown Example
From:
- Hyperproductive
- Delivering all requested and more
To:
- Struggling with increments every 2 weeks
- PBIs (E.g. Stories carrying forward)
- Losing predictability for PO and Stakeholders
What next?
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Scaling | Home Grown Example
Re-adjust: Added governance and an empowered “Chief-PO”
(Program)
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Scaling | Home Grown Example
Re-adjusted for the Program:
- Found that 1 initiative that was key and separated
- Someone with Coaching skills came in
- Formal training – CSM & CSPO for Team Members
- Additional Training – “In-house” for Dev Team members
To:
- Doing much better than before [Focus]
- Shortened Sprint cycle to 1 week (initially 2-weeks) [Counterintuitive]
Takeaway – As you start scaling, proceed with caution; You want to scale EFFICENCY and not DYSFUNCTION!
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Key Takeaways
• Agility is a mindset – we’ve been immersed in it for years
• Yes – there is a difference between “Agile” and Scrum
• Scrum is just one of the leading agile practices today
• If you’re thinking of scaling, you need to at least evaluate if you’ve reached an ideal state for a Team
• Yes – there is now plenty of support, white papers and “meetups” for Agile enthusiasts
• We have an Agile LCI which meets often; We also have a LinkedIn Subgroup
• It seems that (formal) Agile practices are becoming more of the norm
• A palindrome is a word, when spelled backward, is the same!
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Q&A
• Contact Bob at –
• Contact Nitin at –
• Agile LCI Related –
• The current (US) President –
TwitteR: @potus
Select images courtesy: Mountain Goat Software (Mike Cohn)
10/20/2014