Teaching an Elephant to Dance or Scaling Agile to Large Project Teams

Post on 28-Jan-2015

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Patterns and Practices for Delivering Software at Scale - a presentation from AgilePalooza Twin Cities: Steve Povilaitis has over 17 years of industry experience as a developer, analyst, and manager at progressively greater levels of responsibility. He has successfully led agile adoption, engineering, and software release management across a wide spectrum of organizations, from an internet startup to a Fortune 10 company. Steve was part of the leadership team during a large-scale agile implementation at GE Energy, and he is currently decisively engaged with guiding an enterprise agile transformation for a major internet retailer. In a former life Steve was an Army Officer and paratrooper. When he's not helping organizations navigate the agile waters, you'll find him enjoying the calmer seas around his hometown of New Smyrna Beach, Florida.

Transcript of Teaching an Elephant to Dance or Scaling Agile to Large Project Teams

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Teaching an Elephant to Dance

or Scaling Agile

to Large Project Teams

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Steve ‘Pov’ Povilaitis – Enterprise Agile Coach

Pov@leadingagile.com Twitter: @stevepov LinkedIn: /stevepov

• GE Energy

• AAI Corporation • Lockheed Martin

Luck is not a factor. Hope is not a strategy. Fear is not an option.

What is the problem we are trying to address?

• Predictability

• Technical Excellence

• Quality

• Time to Value

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Large Project Teams

• Not just a lot of Agile Teams

• Impacts how we do Project Management, Technical Practices, and Product Management beyond the teams

• Aligning Teams within Programs and Portfolios

Luck is not a factor. Hope is not a strategy. Fear is not an option.

How does Agile Work?

Small Teams with everything needed to deliver an increment of value

Backlog prioritized by value being delivered incrementally

At scale, the backlog and products for these teams need to be coordinated and technical practices must address the challenges of integration

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Three Questions

What are the challenges with Scaling Agile? What does Agile for Large Projects look like? How do organizations get from here to there?

Luck is not a factor. Hope is not a strategy. Fear is not an option.

What are the challenges?

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Agile is optimized for small teams

• Agile teams measure progress in terms of user stories, but larger companies measure progress in terms of completed projects.

• Working software every two weeks isn’t as important as finished projects every quarter or two.

• The unit of value in the enterprise is different from the unit of value at the team level.

Luck is not a factor. Hope is not a strategy. Fear is not an option.

User Stories are too small in an Enterprise Context

• Companies need to make and meet commitments on longer planning horizons. • The typical language of short commitments and rapid feedback cycles doesn’t

resonate with many senior leaders. • At the enterprise level of scale, predictability in product delivery is needed so that

the organizations can make strategic investments for delivering value

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Multiple teams introduce dependencies and coordination challenges

• Trouble coordinating across multiple teams • Managing dependencies on complex programs • Bottlenecks slow value creation

Luck is not a factor. Hope is not a strategy. Fear is not an option.

What does it look like?

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Enterprise Portfolio Management

Product Team

Scrum Team

Product Team

Strategy Team

Support Portfolio Team

Team Agility Multi-Team Agility

Program Agility

Portfolio Agility

Luck is not a factor. Hope is not a strategy. Fear is not an option.

The smallest increment of value, typically less than a week. Stories are contained within sprint. These are the things the delivery teams care about.

Backlog Decomposition Increments of Value

Smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Features can span more than one team. These are what the Product Owner Team cares about.

Collections of features, typically 1-3 months in duration but will fit in a release. Epics can span more than one team. These are the things Steering Committees cares about.

Epic

Feature

User Story

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Backlog Decomposition

Each increment of value creates context and constraints for the level below

Generally

• Increments of value must be prepared prior to planning

• Don’t commit to an increment of value that isn’t ready

• We want to get each increment of value done before starting more

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Feature

User Story

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Backlog Decomposition Coordinate Across Levels of Value

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Feature Feature Feature

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Story Maps

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Story Maps start with the identification of larger, more strategic organizational goals

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Feature

Epics are decomposed into Features that describe the value added into the product

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Epic

Feature Feature

Epics are decomposed into Features that describe the value added into the product

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Epic

Feature Feature Feature

Epics are decomposed into Features that describe the value added into the product

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Epic

Feature Feature Feature Feature

Epics are decomposed into Features that describe the value added into the product

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

Features are decomposed into User Stories that are thin slices of value added into the system

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Features are decomposed into User Stories that are thin slices of value added into the system

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Epic

Feature

User Story

Feature Feature Feature

User Story

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User Story

Features are decomposed into User Stories that are thin slices of value added into the system

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

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User Story

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Features are decomposed into User Stories that are thin slices of value added into the system

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Managing Budgets

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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User Stories are estimated in relative units of measure called Story Points

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Story Points can be added up to size Features

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38 Feature Points can be added up to size Epics

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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38 Our Goal is to build the smallest system possible to deliver the value in the Epic

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38 We continuously evaluate the Story Map to determine the Minimally Marketable Feature

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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We continuously evaluate the Story Map to determine the Minimally Marketable Feature

Luck is not a factor. Hope is not a strategy. Fear is not an option.

User Story

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When we focus on Minimally Marketable Features, we deliver Business Value early

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Planning

Jan Feb March April May June July Aug Sept Oct Nov Dec Jan-14 Feb Mar Apr

R17 R19 R21 R23 R25 R27

Team A Epic 1 Epic 4 Epic 7

Team B Epic 2 Epic 5 Epic 8

Teacm C Epic3 Epic 6 Epic 9

Spt 1 Spt 2

US-42

US-38

US-50

US-42

US-56

US-49

US-61

US-53

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Measuring Progress

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours or points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down points to make sure the sprint is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6 6

From a Metrics perspective, we Burn Down points to make sure the Release is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6 6

8

From a Metrics perspective, we Burn Down points to make sure the Release is on track

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6 6

8

5

We track Velocity Trend to make sure the team is delivering in a Predictable manner

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6 6

8

5

When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics.

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Release Burndown

38

Sprint Burndown

96

Velocity Trend

6 6

8

5

When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics.

Everyone is focused on delivering value early and often!

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Enterprise Release Execution

Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Features are decomposed into User Stories that are thin slices of value added into the system

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Story Backlog Task Backlog In Process Task Done Story Done

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Tier 1 - Scrum

Tier 2 - Kanban

Tier 3 - Kanban

User Story

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Story Backlog Task Backlog In Process Task Done Story Done

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Tier 1 - Scrum

Tier 2 - Kanban

Tier 3 - Kanban

Feature

User Story

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Story Backlog Task Backlog In Process Task Done Story Done

Analysis Design Build Test Deploy

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Tier 1 - Scrum

Tier 2 - Kanban

Tier 3 - Kanban Epic

Feature

User Story

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Kanban creates a Pull System

across the entire portfolio that is

limited by your Actual Capacity

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

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Epic

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Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

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Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

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Luck is not a factor. Hope is not a strategy. Fear is not an option.

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Analysis Design Build Test Deploy

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Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

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Luck is not a factor. Hope is not a strategy. Fear is not an option.

Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

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8

8

Feature Feature Feature

Task 8

User Story

Spike

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8

Feature Feature Feature

Task 8

User Story

Spike

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8

Feature Feature Feature

Task 8

User Story

Spike

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8

Feature Feature Feature

Task 8

User Story

Spike

Epic

Feature

User Story User Story

Spike Task

Task

Task

8

8 Task

8

Task 8

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Developers

Delivery Teams

Testers

Analysts

Specialists

Generalizing Specialists

Agile Project Manager/ Scrum

Master

Product Manager/ Product Owner Team

Luck is not a factor. Hope is not a strategy. Fear is not an option.

User Experience

Architect

???

Product Manager/PO

Project Manager

Product Owner Teams

Luck is not a factor. Hope is not a strategy. Fear is not an option.

How do we get there?

Luck is not a factor. Hope is not a strategy. Fear is not an option.

How do we get there from here?

• Determine the incremental and iterative approach to the transformation

• Top down intent

– Make Changes to Organizational Structure

– Change focus of Metrics and Assessments

• Bottom up implementation

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Top down intent

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Organizational Restructure Director

Manager

BA

BA

BA

Manager

DEV

DEV

DEV

Manager

QA

QA

QA

Architect

PM UX

???

Luck is not a factor. Hope is not a strategy. Fear is not an option.

The Messy Middle

info

gu

ide

in

fo

guid

e

info

gu

ide

in

fo

guid

e

Assessments and Metrics are directly targeted at giving the managers (the messy middle) something concrete to do (safety) while being able to demonstrate success (safety and value).

Luck is not a factor. Hope is not a strategy. Fear is not an option.

New Metrics

• Stop focusing on (task) utilization metrics

• Start focusing on predictability, technical excellence, and quality

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Assessing Predictability

Teams can plan,

coordinate, and

deliver predictably

enough to make a

release level

commitment.

Has the team established

a stable velocity?

Is working, tested,

remediated code being

delivered frequently?

Does the team have

everything expected to

perform the work each

iteration?

Does the team have

confidence they will

deliver the functionality

expected for the release?

Does the team deliver the

functionality it intended

each iteration? Story Ratio

Velocity / Throughput

Variance

WIP to Throughput

Ratio

Resource Availability

Release Confidence

Goal Question Metric

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Agile Team Metrics Summary

Story Ratio The goal is to help teams become predictable in their estimating.

Velocity Variance Throughput Variance

90%+ Stories Delivered /Stories Committed

80% - 90% Stories Delivered /Stories Committed

< 80% Stories Delivered /Stories Committed

Throughput to WIP There should not be more than 4 weeks work of throughput active in a team from Ready to Delivered.

Trend (Will show current state color on Dashboard) Category Current State

Positive iteration to iteration

Flat iteration to iteration

Negative iteration to iteration

< 2 weeks 2 weeks – 4 weeks > 4 weeks

Gap is lower Gap is the same

Gap is higher

Variance < last iteration

Variance = last iteration

Variance is increasing iteration to iteration

Velocity Variance 20% of last 3 sprints

Velocity Variance 40% of last 3 sprints

Velocity Variance 40% of last 3 sprints

The goal is to help teams become stable in their velocity.

Predictability

Resource Availability Is the team getting the resource available that was planned? We need an indication when planned resources aren't available. (Post Inception)

On time release confidence

Resources available as planned 2 off planned resource availability

3+ off planned resource availability

Resources are available iteration to iteration

Resource is yellow iteration to iteration

Resource availability dropped iteration to iteration

Confidence on track or improving

Features on track < 100% and flat

Features on track < 100% and trending down

Team is very confident Team is challenged

Release can’t be delivered

Teams should be able to roughly estimate and identify risks and dependencies sufficiently that we can make and keep release commitments.

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Program Dashboard

A higher level view of the teams provides information to leadership so they can provide guidance where necessary

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Bottom up implementation

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Cycle of Learning

Training

Mentoring

Coaching

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Cultural Change is Last

Cultural Beliefs

Processes, Practices, Policies

Organizational Structure

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Change Takes Time

Luck is not a factor. Hope is not a strategy. Fear is not an option.

Thank you!

Steve ‘Pov’ Povilaitis LinkedIn: /stevepov Twitter: @stevepov

Email: pov@LeadingAgile.com