dollars and dates are killing agile
DESCRIPTION
Agile teams speak in points and iterations, but project and business managers think in terms of dates and dollars. This conceptual and language barrier makes strategic business planning, funding, and project status reporting a significant challenge for Agile teams. Because of these barriers, many successful Agile/Scrum initiatives are discontinued or never expanded.TRANSCRIPT
Dollars and Dates Are Killing Agile
Wednesday, November 2, 2011
Chris SterlingCo-‐founder of Agile Advantage and VP of Engineering (www.AgileAdvantage.com)
Author of Book “Managing SoBware Debt: Building for Inevitable Change”
Consults on soBware technology, Agile technical pracKces, Scrum, and effecKve management techniques
CerKfied Scrum Trainer
InnovaKon Games® Trained Facilitator
Open Source Developer
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Email: [email protected] Web: hWp://www.agileadvantage.comBlog: hWp://www.geYngagile.comFollow me on TwiWer: @csterwa
Wednesday, November 2, 2011
Agenda
Business Value and Agility• How AdapKve Planning Stresses Strategic Planning
Balancing Signal to Noise at Scale
The Agile Business Roadmap• Year 1: Reduce Carryover• Year 2: OpKmize Por_olio
• Year 3: Incremental Funding
•What we can do to help all along the way
Ques:ons & Answers
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Value
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What is Value?
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Wednesday, November 2, 2011
What is Value?
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AgileWednesday, November 2, 2011
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Value
AgileWednesday, November 2, 2011
Value
Agile
What’sIn-‐Between?
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DemandValue
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Demand
Rhythm of the Business
Value
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Demand
CFOCost Constraints
Human ResourcesPeople Constraints
Rhythm of the Business
Value
Wednesday, November 2, 2011
Demand
CFOCost Constraints
Human ResourcesPeople Constraints
Rhythm of the Business
PorEolio/Budget
Value
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Wednesday, November 2, 2011
ValueDemand
PorEolio/Budget
Wednesday, November 2, 2011
ValueDemand
PorEolio/Budget
AgileWednesday, November 2, 2011
ValueDemand
PorEolio/Budget
Agile
Perfec&on Goes Here
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Conclusion:AdapKve Planning Stresses Strategic Planning(Fine Print: ** Except in cases of PerfecKon **)
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Business can’t take advantage of Adap:ve Planning methods
It is decided that Agile can’t scale
Subop:mal results
Restarted several :mes
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Typical Outcomes
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Balancing Signal to Noise at Scale
Wednesday, November 2, 2011
Balancing Signal Indicators
Value
Quality Constraints(Schedule, Cost, Scope)Source: Jim Highsmith
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Wednesday, November 2, 2011
The Agile Business Roadmap
Wednesday, November 2, 2011
Iden:fy issues sooner
Make decisions earlier
Demonstrate progress frequently
Focus on quality
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Agile Business Roadmap
Year 1: Reduce carryover
Wednesday, November 2, 2011
PaMerns for Scaling Agile delivery
Wednesday, November 2, 2011
Component Teams
“Component Team” structure
Separate Product Backlog
Managing dependencies is oBen serialized
ProblemaKc integraKon issues are typically faced if mulKple components are required to release
Use an “IntegraKon Team” to pull components together
Causes more rework than “Feature Team” structure
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Wednesday, November 2, 2011
Feature Teams
“Feature Team” structure
Uses common Product Backlog
IntegraKon is done in parallel
Requires high levels of communicaKon across teams to resolve integraKon issues
Forces Product Owners to be more coordinated
Sprints should be synchronized
Cross team ferKlizaKon is arequirement to successfully deliver in parallel
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Wednesday, November 2, 2011
Story MapAreas of func:onality/capabili:es on top
Place associated user stories ver:cally
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Wednesday, November 2, 2011
Story Map -‐ Next ReleaseDraw line that represents viable release• Customer features above the line are “in”
• DoMed line represents nego:ability
!"#20
Wednesday, November 2, 2011
Forming the Meta-‐Scrum
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Wednesday, November 2, 2011
DefiniKon of Done -‐ Assert QualityAcceptance defined criteria for each user story
Unit tests written and passed
Code compiles with no errors and no warnings
New code doesn’t break existing code
Test case review (Dev to review test case written)
Architectural impact assessed and artifacts updated if necessary
Comments in code
Error codes added
Code reviewed by peer
Code checked in with reference to US#/Task#
Tested on FE
Integration test written & passes
Test code reviewed
Environment requirements documented
Interface document updated/added and checked in to SVN
Acceptance criteria verified complete
All P1-P3 bugs for the story are closed
Test approves user story
Story demonstrated to product owner and accepted on Target Platform
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Wednesday, November 2, 2011
Release DefiniKon of Done
Every release should have clear quality criteria
With a “Release Defini:on of Done” you can understand targets beMer
Measure the gap between the teams’ Defini:on of Done and a Release Defini:on of Done.• This gap is a source of quality issues and represents significant risk to schedule
Wednesday, November 2, 2011
Release DefiniKon of Done
Every release should have clear quality criteria
With a “Release Defini:on of Done” you can understand targets beMer
Measure the gap between the teams’ Defini:on of Done and a Release Defini:on of Done.• This gap is a source of quality issues and represents significant risk to schedule
Wednesday, November 2, 2011
Iden:fy emergent value
Compare performance across porRolio
Increase overall value/cost ra:o
Lower cost of compliance
Deliver smaller batches
Reduce stabiliza:on periods
Coordinate across groups
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Agile Business RoadmapYear 2: Optimize Project Portfolio
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Process AutomaOon & OpOmizaOon with AddiOon of Appropriate “Slack”
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TradiKonal Source Control Management
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Wednesday, November 2, 2011
TradiKonal Source Control Management
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Main Branch
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TradiKonal Source Control Management
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Main Branch
Version 1Branch
Integrate forVersion 2
CodeComplete
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TradiKonal Source Control Management
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Main BranchDebt
Death March
Version 1Branch
Integrate forVersion 2
CodeComplete
Wednesday, November 2, 2011
TradiKonal Source Control Management
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Main BranchDebt
Death March {Debt accrues quickly within stabilizaCon periods
Version 1Branch
Integrate forVersion 2
CodeComplete
Wednesday, November 2, 2011
Flexible Source Control Management
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Wednesday, November 2, 2011
Flexible Source Control Management
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Main Branch
Wednesday, November 2, 2011
Flexible Source Control Management
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Main Branch
Version 1
Wednesday, November 2, 2011
Flexible Source Control Management
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Main Branch
Version 1 Version 2
Wednesday, November 2, 2011
Flexible Source Control Management
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Main Branch
Version 1 Version 2{Not Easy! Must have proper infrastructure to do this.
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ConKnuous IntegraKon
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Safe-‐fail environment
Use experimenta:on as a compe::ve advantage
Combat compe::ve threats
Integrate technical & customer feedback promptly
Aggressively use commit/transform/kill for porRolio op:miza:on
Pull ini:a:ves through teams rather than pushing resources to projects
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Agile Business RoadmapYear 3: Incremental Funding
Wednesday, November 2, 2011
PorEolio Management Decisions:
Commit, Transform, KillSource: Johanna Rothman
“Manage Your Project PorLolio”hNp://www.amazon.com/Manage-‐Your-‐Project-‐PorLolio-‐first/dp/B004SMU0OW
Wednesday, November 2, 2011
EsKmates are Unreliable but Useful
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Es:mate using rela:ve size
Affinity Es:ma:ng technique*
Affinity EsKmaKng How-‐To: hWp://www.geYngagile.com/2008/07/04/affinity-‐esKmaKng-‐a-‐how-‐to/
Wednesday, November 2, 2011
Por_olio Level Project Commitment
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Wednesday, November 2, 2011
Por_olio Project TransformaKon
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Early Warning Signs
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Early Warnings:•Broken Builds•Broken Automated Tests•Broken Custom Thresholds
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Early Warnings:•Design Debt in DuplicaOon (DRY)•Technical Debt in Code Complexity•Quality Debt in Bug DB (Break/Fix)•Other Custom Thresholds
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Project Por_olio Kill?
Early Warnings:•When transform and re-‐”commit” is not a valid opOon:•“Kill” should be an opOon on the table MORE
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Thank you!
QuesOons & Answers
Wednesday, November 2, 2011
Come see us at AgileAdvantage.com
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Wednesday, November 2, 2011