Post on 20-Aug-2015
Scaling Agile Past the TeamPresented by: Mike Cottmeyer
Pillar Technology Group
“Pragmatic agile adoption & scaling patterns for large
complex organizations that aren’t well suited for for a full blown Scrum transformation”
mike cottmeyervp delivery, senior agile coachmcottmeyer@pillartechnology.com404.312.1471www.pillartechnology.comwww.leadingagile.com
Scaling Agile
• Explore common guidance for an enterprise agile transformation
• What happens when that guidance hits real life organizations and products
• The goal of enterprise agility when transformation isn’t possible
• Patterns and tools for pragmatically scaling agile to the enterprise
Scaling Agile
• Explore common guidance for an enterprise agile transformation
• What happens when that guidance hits real life organizations and products
• The goal of enterprise agility when transformation isn’t possible
• Patterns and tools for pragmatically scaling agile to the enterprise
Scaling Agile
• Explore common guidance for an enterprise agile transformation
• What happens when that guidance hits real life organizations and products
• The goal of enterprise agility when transformation isn’t possible
• Patterns and tools for pragmatically scaling agile to the enterprise
Scaling Agile
• Explore common guidance for an enterprise agile transformation
• What happens when that guidance hits real life organizations and products
• The goal of enterprise agility when transformation isn’t possible
• Patterns and tools for pragmatically scaling agile to the enterprise
Scaling Agile
• Explore common guidance for an enterprise agile transformation
• What happens when that guidance hits real life organizations and products
• The goal of enterprise agility when transformation isn’t possible
• Patterns and tools for pragmatically scaling agile to the enterprise
Why Teams?
Team
Developers
DevelopersTesters
Developers
Analyst
Testers
Developers
CSMAnalyst
Testers
Product Owner
CSMAnalyst
TestersDevelopers
Team
Features
Team
Backlog
Team
Backlog
Team
Velocity
Backlog
Team
Predictable
Velocity
Backlog
Team
Predictable
Trust Velocity
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Teams of Teams
Team 1
Team 2Team 1
Team 3Team 2Team 1
Team 1
Team 3
Team 2
Team 1
Team 3
Team 2
Team 5
Team 6
Team 4
Scrum of Scrums
Team 1
Team 3
Team 2
Team 5
Team 6
Team 4
Scrum of ScrumsEncapsulate Teams
Lessons from Scaling Agile
• Cross-functional features teams that can operate independently of each other under the guidance of a single product owner
• Quantifiable business value can be created by each team at the end of a single sprint.
Lessons from Scaling Agile
• Cross-functional features teams that can operate independently of each other under the guidance of a single product owner
• Quantifiable business value can be created by each team at the end of a single sprint.
Lessons from Scaling Agile
• Cross-functional features teams that can operate independently of each other under the guidance of a single product owner
• Quantifiable business value can be created by each team at the end of a single sprint.
Disruptive Change
The Transformation Problem
• Functional Silos• Over specialization• Complex products• Cultural challenges
The Transformation Problem
• Functional Silos• Over specialization• Complex products• Cultural challenges
The Transformation Problem
• Functional Silos• Over specialization• Complex products• Cultural challenges
The Transformation Problem
• Functional Silos• Over specialization• Complex products• Cultural challenges
The Transformation Problem
• Functional Silos• Over specialization• Complex products• Cultural challenges
Functional Silos
Dev.
QADev.
QA BADev.
QA BADev. PM
QA BADev. PM PO
QA BADev. PM PO
The Team
Over Specialization
UI
APIUI
API DBAUI
API DBAUI RPT
API DBAUI RPT EDI
The Team
API DBAUI RPT EDI
Complex Products
Payments Services
Risk Services
Business Intelligence
Corporate Financials
Online Banking
X X X X
Phone Banking
X X X
Payment Processing
X X
Remittance Processing
X X
Complex Product Organizations
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Cultural Challenges
Credit Card Payments
ACH Payments
Payments
Credit Card Payments
ACH Payments
Payments
Managers
Credit Card Payments
ACH Payments
Payments
Managers
Accountability
Credit Card Payments
ACH Payments
Payments
Managers
Accountability
Authority
Credit Card Payments
ACH Payments
Payments
Managers
Accountability
Authority
People
Credit Card Payments
ACH Payments
Payments
Managers
Accountability
Authority
People
Power
Credit Card Payments
ACH Payments
Payments
Managers
Accountability
Authority
People
ControlPower
The Transformation Problem
• Teams are the building blocks of agile organizations, but a single team might not be able to deliver an increment of business value.
• Technology and domain expertise can limit the the degree to which a team can have all the skills necessary to deliver working software
The Transformation Problem
• Teams are the building blocks of agile organizations, but a single team might not be able to deliver an increment of business value.
• Technology and domain expertise can limit the the degree to which a team can have all the skills necessary to deliver working software
The Transformation Problem
• Teams are the building blocks of agile organizations, but a single team might not be able to deliver an increment of business value.
• Technology and domain expertise can limit the the degree to which a team can have all the skills necessary to deliver working software
The Transformation Problem
• Technology constraints can initially limit the degree to which you can make shared code ownership a reality
• Breaking down all silos and reporting relationships can make ownership and accountability issues a nightmare through the transition
The Transformation Problem
• Technology constraints can initially limit the degree to which you can make shared code ownership a reality
• Breaking down all silos and reporting relationships can make ownership and accountability issues a nightmare through the transition
The Transformation Problem
• Technology constraints can initially limit the degree to which you can make shared code ownership a reality
• Breaking down all silos and reporting relationships can make ownership and accountability issues a nightmare through the transition
Change Management
How Good?
How Fast?
What Are You Willing to Give Up to Get there?
Incremental Agile Adoption
• Start with the idea that you are going to organize around capabilities
• Build agile teams around those capabilities that are most constrained from a delivery perspective
• Spread agile systematically based on business need
• Learn how to coordinate teams
Incremental Agile Adoption
• Start with the idea that you are going to organize around capabilities
• Build agile teams around those capabilities that are most constrained from a delivery perspective
• Spread agile systematically based on business need
• Learn how to coordinate teams
Incremental Agile Adoption
• Start with the idea that you are going to organize around capabilities
• Build agile teams around those capabilities that are most constrained from a delivery perspective
• Spread agile systematically based on business need
• Learn how to coordinate teams
Incremental Agile Adoption
• Start with the idea that you are going to organize around capabilities
• Build agile teams around those capabilities that are most constrained from a delivery perspective
• Spread agile systematically based on business need
• Learn how to coordinate teams
Incremental Agile Adoption
• Start with the idea that you are going to organize around capabilities
• Build agile teams around those capabilities that are most constrained from a delivery perspective
• Spread agile systematically based on business need
• Learn how to coordinate teams
Incremental Agile Adoption
• Bottom up implementation with top down intent
• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams
• Create feature teams to integrate the services delivered from the capability teams
Incremental Agile Adoption
• Bottom up implementation with top down intent
• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams
• Create feature teams to integrate the services delivered from the capability teams
Incremental Agile Adoption
• Bottom up implementation with top down intent
• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams
• Create feature teams to integrate the services delivered from the capability teams
Incremental Agile Adoption
• Bottom up implementation with top down intent
• Focus on constrained capabilities first, taking lessons learned and applying them to other capability teams
• Create feature teams to integrate the services delivered from the capability teams
Scaling/Adoption Framework
• Team based agility
Scaling/Adoption Framework
• Team based agility• Multi-team agile
Scaling/Adoption Framework
• Team based agility• Multi-team agile• Multi-team projects
Scaling/Adoption Framework
• Team based agility• Multi-team agile• Multi-team projects• Multi-project portfolios
Scaling/Adoption Framework
• Team based agility• Multi-team agile• Multi-team projects• Multi-project portfolios• Enterprise agile
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Team Based Agile
Team Based Agile
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
Team Based Agile
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
Team Based Agile
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Multi-team Agility
Multi-team Agility
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
• Low dependency between teams, manage with Scrum of Scrums
Multi-team Agility
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
• Low dependency between teams, manage with Scrum of Scrums
Multi-team Agility
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
• Low dependency between teams, manage with Scrum of Scrums
Multi-team Agility
• Cross-functional feature team with a limited scope of value delivery relative to the enterprise
• Special attention to integrating with legacy processes… subordinate the team to the system if necessary
• Low dependency between teams, manage with Scrum of Scrums
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Multi-Team Projects
Multi-Team Projects
• Introduces requirements or architectural dependencies between Scrum teams
• Teams have to coordinate to deliver an increment of business value
• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.
Multi-Team Projects
• Introduces requirements or architectural dependencies between Scrum teams
• Teams have to coordinate to deliver an increment of business value
• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.
Multi-Team Projects
• Introduces requirements or architectural dependencies between Scrum teams
• Teams have to coordinate to deliver an increment of business value
• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.
Multi-Team Projects
• Introduces requirements or architectural dependencies between Scrum teams
• Teams have to coordinate to deliver an increment of business value
• Work has to be coordinated so one team doesn’t get too far ahead of the other teams.
Value Story
Value Story
Value Story
Value Story
Feature
Feature
Feature
Feature
Feature
Feature
Value Story
Value Story
Value Story
Value Story
Feature
Feature
Feature
Feature
Feature
Feature
Value Story
Value Story
Value Story
Value Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team 1
Team 2
User Story
User Story
User Story
Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story B
Story B
Story B
Story B
Story B
Story B
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story B
Story B
Story B
Story B
Story B
Story B
Story BStory B
Story BStory B
Story B
Story B Story BStory B
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story B
Story B
Story B
Story B
Story B
Story B
Story BStory B
Story BStory B
Story B
Story B Story BStory B
Story C
Story C
Story C
Story C
Team 1 Team 2 Team 3
Story A Story A Story A
Team 1 Team 2 Team 3
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story B Story B Story B
Story B Story BStory B
Story B
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story B Story B Story B
Story B Story BStory B
Story B
Story C Story C Story C
Story C
Story C
Story C
Story C
Story C
Story C
Team 1 Team 2 Team 3
Story A Story A Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story A
Story B Story B Story B
Story B Story BStory B
Story B
Story C Story C Story C
Story C
Story C
Story C
Story C
Story C
Story C
Team 1 Team 2 Team 3
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Multi-Project Portfolios
Multi-Project Portfolios
• Shared capability teams must support multiple projects in a portfolio
• Project decomposition and portfolio decomposition become critical success factors
• Focus on getting projects done faster rather than starting new projects
Multi-Project Portfolios
• Shared capability teams must support multiple projects in a portfolio
• Project decomposition and portfolio decomposition become critical success factors
• Focus on getting projects done faster rather than starting new projects
Multi-Project Portfolios
• Shared capability teams must support multiple projects in a portfolio
• Project decomposition and portfolio decomposition become critical success factors
• Focus on getting projects done faster rather than starting new projects
Multi-Project Portfolios
• Shared capability teams must support multiple projects in a portfolio
• Project decomposition and portfolio decomposition become critical success factors
• Focus on getting projects done faster rather than starting new projects
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project B
Project B
Project B
Project B
Project B
Project B
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project B
Project B
Project B
Project B
Project B
Project B
Project BProject B
Project BProject B
Project B
Project B Project BProject B
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project B
Project B
Project B
Project B
Project B
Project B
Project BProject B
Project BProject B
Project B
Project B Project BProject B
Project C
Project C
Project C
Project C
Team 1 Team 2 Team 3
Project A Project A Project A
Team 1 Team 2 Team 3
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project B Project B Project B
Project B Project BProject B
Project B
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project B Project B Project B
Project B Project BProject B
Project B
Project C Project C Project C
Project C
Project C
Project C
Project C
Project C
Project C
Team 1 Team 2 Team 3
Project A Project A Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project A
Project B Project B Project B
Project B Project BProject B
Project B
Project C Project C Project C
Project C
Project C
Project C
Project C
Project C
Project C
Team 1 Team 2 Team 3
Enterprise Agility
• Incorporate upstream and downstream processes that enable and support product delivery
• Enable the enterprise to make strategic business decisions by establishing constraints
• Provide feedback early and often to enable course correction
Enterprise Agility
• Incorporate upstream and downstream processes that enable and support product delivery
• Enable the enterprise to make strategic business decisions by establishing constraints
• Provide feedback early and often to enable course correction
Enterprise Agility
• Incorporate upstream and downstream processes that enable and support product delivery
• Enable the enterprise to make strategic business decisions by establishing constraints
• Provide feedback early and often to enable course correction
Enterprise Agility
• Incorporate upstream and downstream processes that enable and support product delivery
• Enable the enterprise to make strategic business decisions by establishing constraints
• Provide feedback early and often to enable course correction
ProductDelivery
Not the entire business
Product DeliveryStrategy
SupportProduct DeliveryStrategy
PMO
ProjectTeamPMO
CapabilityTeam
Project TeamPMO
EnterpriseArchitecture
&Value Stories
CapabilityTeam
Project TeamPMO
EnterpriseArchitecture
&Value Stories
SolutionsArchitecture
&Features
CapabilityTeam
Project TeamPMO
EnterpriseArchitecture
&Value Stories
SolutionsArchitecture
&Features
DetailedDesign
&User Stories
CapabilityTeam
Project TeamPMO
Guidance
CapabilityTeam
Project TeamPMO
Feedback
CapabilityTeam
Project TeamPMO
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
Conclusion & Wrap-up
• Team agility is important, but business agility is more important
• Value is measured more strategically• We cannot turn a large, complicated
organization on its head overnight• Systematically introducing agile
around static capability teams is a way of responsibly introducing change
Conclusion & Wrap-up
• Team agility is important, but business agility is more important
• Value is measured more strategically• We cannot turn a large, complicated
organization on its head overnight• Systematically introducing agile
around static capability teams is a way of responsibly introducing change
Conclusion & Wrap-up
• Team agility is important, but business agility is more important
• Value is measured more strategically
• We cannot turn a large, complicated organization on its head overnight
• Systematically introducing agile around static capability teams is a way of responsibly introducing change
Conclusion & Wrap-up
• Team agility is important, but business agility is more important
• Value is measured more strategically• We cannot turn a large,
complicated organization on its head overnight
• Systematically introducing agile around static capability teams is a way of responsibly introducing change
Conclusion & Wrap-up
• Team agility is important, but business agility is more important
• Value is measured more strategically• We cannot turn a large, complicated
organization on its head overnight• Systematically introducing agile
around static capability teams is a way of responsibly introducing change
mike cottmeyervp delivery, senior agile coachmcottmeyer@pillartechnology.com404.312.1471www.pillartechnology.comwww.leadingagile.com
Scaling Agile Past the TeamPresented by: Mike Cottmeyer
Pillar Technology Group