dollars and dates are killing agile

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Dollars and Dates are Killing Agile Brent Barton & Chris Sterling (in absentia) Agile 2012 Wed Aug 15, 2012 But I really DO have a good excuse! 1

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Agile teams speak in points and iterations, but project and business managers think in terms of dollars and dates. This conceptual and language barrier makes strategic business planning, funding, and progress management a significant challenge for sustained large-scale Agile. This session will include multiple case studies from large-scale Agile adoptions that we were part of and have supported over the past 7 years and how Agile values/principles went beyond just the development organizational boundaries into strategic planning and management.

TRANSCRIPT

Page 1: Dollars and Dates are Killing Agile

Dollars and Dates are Killing Agile

Brent Barton &

Chris Sterling (in absentia) Agile 2012

Wed Aug 15, 2012

But I really DO have a

good excuse!

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•  Product Line Director, Rally Software

•  Formerly President, Agile Advantage, Inc. (acquired by Rally in 2012)

•  Passionate about business being able to take advantage of what Agile has to offer

•  Active practitioner delivering value using Agile

•  Previous roles include: CTO, Development Manager, PMO Manager, Agile Coach, Mentor, Certified Scrum Trainer, ScrumMaster, Product Owner

Brent Barton

[email protected] www.rallydev.com.com Blog: gettingagile.com Twitter: @brentbarton

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Agenda "  What is Business Value? "  How are Dollars and Dates Killing Agile? "  An Agile Business Roadmap

– Year 1: Reduce Carryover – Year 2: Optimize Portfolio – Year 3: Incremental Funding

"  Questions & Answers

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Value

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An Agile Story…

Hi Mom!

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Executive Feedback from Sonia

This is the best, simplest, easiest to use application we have ever gotten in

both Customer Care and the Retail Stores! Whatever you all did, I want more of that!

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Value

Cost Savings

New Revenue

Compliance

Customer Satisfaction

Employee Satisfaction

Shareholder Value

Revenue Retention

•  Cost Savings

Pilot Agile Team Delivered Great Value

•  Employee Satisfaction •  Customer Sat

•  New Revenue •  through efficiency

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Agile

* This diagram shows Scrum. Could be XP, Kanban, etc

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Value

Agile

What’s In-Between?

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Demand

CFO Cost Constraints

Human Resources People Constraints

Rhythm of the Business

Portfolio/Budget

Value

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Value Demand

Portfolio/Budget

Agile

Perfection Goes Here

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? Conclusion: (Except in cases of Perfection) Adaptive Planning Stresses Strategic Portfolio Planning

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• Business cannot take advantage of what Agile offers

•  It is decided that Agile can’t scale •  Suboptimal results • Agile is restarted several times

–  (this time it will be different…)

Typical Scaled Outcomes

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OK, SO WHAT SHOULD WE DO?

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Triple Constraints – Recognize Agile does not make constraints go away

Scope

Schedule Cost 15

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•  Time and Materials (T&M) •  Fixed Price • Cost Plus

Incentive Fee •  IDIQ/Delivery orders

– or task orders

Is Value Defined in Contracts?

These are cost-based!

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Value

Constraints (Schedule, Cost, Scope)

Quality

Balancing Decision Indicators

Source: Jim Highsmith

Strategic

Required to make good Decisions

Informs and Guides

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Complexity Requires Adaptive Planning

•  It is not possible to completely specify an interactive system. Wegner’s Lemma, 1995

•  Uncertainty is inherent and inevitable in software development processes and products. Ziv’s Uncertainty Principle, 1996

•  For a new software system the requirements will not be completely known until after the users have used it. Humphrey’s Requirements Uncertainty Principle, c. 1998

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Focus on value delivery,

informed by constraints and quality

Tip

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THE AGILE BUSINESS ROADMAP

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"  Identify issues sooner "  Make decisions earlier "  Demonstrate progress frequently "  Focus on quality

Agile Business Roadmap Year 1:    Reduce carryover

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Planning for the Whole Organization

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Program Roadmap – Holistic view of Software, Hardware and Operations

© 2009-2010,

Program Roadmap

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"  Areas of functionality/capabilities on top "  Place associated user stories vertically

Story Map

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Story Map "  Draw line that represents viable release

–  Customer features above the line are “in” –  Dotted line represents negotiability

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PATTERNS FOR SCALING AGILE DELIVERY 26

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Component Teams "   “Component Team” structure "   Separate Product Backlog "   Managing dependencies is

often serialized "   Problematic integration issues

are typically faced if multiple components are required to release

"   Use an “Integration Team” to pull components together

"   Causes more rework than “Feature Team” structure

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Feature Teams "   “Feature Team” structure "   Uses common Product

Backlog "   Integration is done in parallel "   Requires high levels of

communication across teams to resolve integration issues

"   Forces Product Owners to be more coordinated

"   Sprints should be synchronized "   Cross team fertilization is a

requirement to successfully deliver in parallel

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Definition of Done - Assert Quality "   Acceptance 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# �

"   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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Release Definition of Done "  Every release should have clear quality

criteria "  With a “Release Definition of Done” you can

understand targets better "  Measure the gap between the teams’

Definition of Done and a Release Definition of Done. – This gap is a source of

quality issues and represents significant risk to schedule

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Forming the Meta-Scrum

“Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal

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Year 2:  Optimize Project Portfolio "  Identify emergent value "  Compare performance across portfolio "  Increase overall value/cost ratio "  Lower cost of compliance "  Deliver smaller batches "  Reduce stabilization periods "  Coordinate across groups

Agile Business Roadmap

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PROCESS AUTOMATION & OPTIMIZATION WITH ADDITION OF APPROPRIATE “SLACK” 33

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Traditional Source Control Management

Main  Branch  Debt  

Death  March   {  Debt  accrues  quickly  within  stabiliza7on  periods  

Version  1  Branch  

Integrate  for  Version  2  

Code  Complete  

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Flexible Source Control Management

Main Branch Version 1 Version 2 {

Not Easy! Must have proper infrastructure to do this.

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Continuous Integration

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"  Safe-fail environment "  Use experimentation as a competitive advantage "  Combat competitive threats "  Integrate technical & customer feedback promptly "  Aggressively use commit/transform/kill for portfolio optimization "  Pull initiatives through teams rather than pushing resources to projects

Agile Business Roadmap Year 3:  Incremental Funding

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PORTFOLIO MANAGEMENT DECISIONS: COMMIT, TRANSFORM, KILL

Source: Johanna Rothman “Manage Your Project Portfolio” http://www.amazon.com/Manage-Your-Project-Portfolio-first/dp/B004SMU0OW

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Value

Constraints (Schedule, Cost, Scope)

Quality

Balancing Decision Indicators

Source: Jim Highsmith

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Estimates are Unreliable and Still Useful

"  Estimate using relative size "  Affinity Estimating technique*

Affinity  Es7ma7ng  How-­‐To:  hJp://www.geMngagile.com/2008/07/04/affinity-­‐es7ma7ng-­‐a-­‐how-­‐to/  

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Portfolio Level Interactions

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Transform

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Early Warning Signs

Early  Warnings:  • Broken  Builds  • Broken  Automated  Tests  • Broken  Custom  Thresholds  

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Early  Warnings:  • Design  Debt  in  Duplica7on  (DRY)  • Technical  Debt  in  Code  Complexity  • Quality  Debt  in  Bug  DB  (Break/Fix)  • Other  Custom  Thresholds  

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Quality – Technical Excellence Enhances Agility*

Build Monitors

Target Hardware

Collaboration

Interaction Design

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Project Portfolio Kill?

Early  Warnings:  • When  transform  and  re-­‐”commit”  is  not  a  valid  op7on:  • “Kill”  should  be  an  op7on  on  the  table  MORE  

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• Thank you! • Questions & Answers

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