Agile Program Management Best Practices

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Best Practices for Scaling Agile: The session provides a framework for effectively initiating agile projects that support sustainable, value-focused teams. Presented by BigVisible Solutions.

Transcript of Agile Program Management Best Practices

  • 1. Agile Program ManagementBest Practices Pete Behrens Agile Organization & Process Coach 2009 Trail Ridge Consulting, LLCpete@trailridgeconsulting.com 303.819.1809Wednesday, June 24, 2009

2. Pete Behrens Agile Organization & Process Coach Certified Scrum Trainer Certified Scrum Coach Guide enterprise organizations in transitioning to an agileorganization implementing agile methods Services for agile assessment, alignment, training and coaching Previous Experience Led development of the requirements management solution RequisitePro a core product in the IBM Rational product line using the Rational Unified Process (RUP) Consulted with EDS leading development of large data warehouse solutions using Rapid Application Development (RAD) 2009 Trail Ridge Consulting, LLC 2 Wednesday, June 24, 2009 3. Program Management Program Management is the process of managing several related projectsor a portfolio of productsOrganization Process Product 2009 Trail Ridge Consulting, LLC 3 Wednesday, June 24, 2009 4. Executive Summary Effective Agile Program Management has less to do with Process than it does the Organization 2009 Trail Ridge Consulting, LLC 4 Wednesday, June 24, 2009 5. Executive Summary Organizationover ProcessIndividuals and Process over Interactions and ToolsThat is, while there is value in the items onthe right, we value the items on the left more. www.agilemanifesto.org - 2001 2009 Trail Ridge Consulting, LLC5 Wednesday, June 24, 2009 6. Executive Summary To effectively scale agility to alarge complex programs - the organization is the key 2009 Trail Ridge Consulting, LLC 6 Wednesday, June 24, 2009 7. When an organization is small... focus communication transparency...are free. 2009 Trail Ridge Consulting, LLC 7 Wednesday, June 24, 2009 8. Cant we just scale it through Program Management? Program Manager 2009 Trail Ridge Consulting, LLC 8 Wednesday, June 24, 2009 9. In large organizations...CIO, CTO,VP EngineeringProduct Line Product Line Product LineManagerManagerManager Functional FunctionalFunctional Usability ManagerManager ManagerEngineering DBAPMOInfrastructure...focus is challenged. QualityAssurance 2009 Trail Ridge Consulting, LLC9 Wednesday, June 24, 2009 10. In large organizations...2000 Communication Paths 15001000 500 02 6810 3050Number of People...communication breaks down. 2009 Trail Ridge Consulting, LLC10 Wednesday, June 24, 2009 11. In large organizations... ...transparency becomes opaque. 2009 Trail Ridge Consulting, LLC 11 Wednesday, June 24, 2009 12. Organization Problems lead to Program Problems Lack of Focus Lost Communication Little TransparencyLeads to... Lack of Predictability Too many Dependencies Unknown Risks Low Quality 2009 Trail Ridge Consulting, LLC 12 Wednesday, June 24, 2009 13. Conways Law Organizations which design systems are constrained to producedesigns which are copiesof the communication Organizationstructures of theseorganizations. Architecturehttp://www.melconway.com/law 2009 Trail Ridge Consulting, LLC 13 Wednesday, June 24, 2009 14. Organizational Flexibility is Key Organization communication complexities are manifested in solution design Larger organizations are more rigidOrganizational flexibility is the key tobuilding effective design solutionshttp://www.melconway.com/law 2009 Trail Ridge Consulting, LLC 14 Wednesday, June 24, 2009 15. Agile Context Lean and Agile PrinciplesScrum Project & Product Leadership & Team Practices XP Development & Test Practices 2009 Trail Ridge Consulting, LLC15 Wednesday, June 24, 2009 16. Why was Scrum Created?TEAMS solve problems better than individuals Teams solve problems better incrementally in short TIMEBOXES 2009 Trail Ridge Consulting, LLC16 Wednesday, June 24, 2009 17. Why was Scrum Created? TEAM 2009 Trail Ridge Consulting, LLC TIMEBOX 17 Wednesday, June 24, 2009 18. Why was Scrum Created? TEAMfocus communication transparency 2009 Trail Ridge Consulting, LLC TIMEBOX18 Wednesday, June 24, 2009 19. Team members get directionfrom multiple sources Work Productss acttice ices Prac ProductB estOwner Work ArchitectUI DesignerProducts Scrum Master WorkProducts Technical Writer Developer Best Prac estices cticPraTester WorkProducts 2009 Trail Ridge Consulting, LLC19 Wednesday, June 24, 2009 20. Architect Multiple Scrum TeamsTechnicalWriterDeveloperScrum TesterMaster r Product Owner Tester Developer Architect eveloper UI Designer TesterTester Scrum Master Developer Archite DeveloperDeveloper oductTechnical wner WriterDeveloper Tester Developer ScrumTester Master Architect 2009 Trail Ridge Consulting, LLC20 Wednesday, June 24, 2009 21. TeamWork ProductsFocusSingle Backlog Pipeline Product Owner Team ArchitectUI DesignerCharacteristicsBest Practices Scrum Small Master Dedicated Technical Cross-functionalDeveloper Writer Co-located Shared Focus Tester 2009 Trail Ridge Consulting, LLC21 Wednesday, June 24, 2009 22. CommunicationFewer Roles Increases Communication Source: 2004 Patterns of Effective Organizations by Neil Harrison 2009 Trail Ridge Consulting, LLC 22 Wednesday, June 24, 2009 23. Communication Sharing Work across RolesIncreasesCommunication Source: 2004 Patterns of Effective Organizations by Neil Harrison 2009 Trail Ridge Consulting, LLC 23 Wednesday, June 24, 2009 24. TransparencyProduct & Release Cycle DrivesRelease Vision Release Sprint & Daily Cycle Release Scope Planning And Boundaries SprintReviewPlanning&Adapt Feedback Develop & Test 2009 Trail Ridge Consulting, LLC24 Wednesday, June 24, 2009 25. Transparency Define a Quarterly release plan Align team sprint cycles within that plan Share team sprint reviews monthly 2009 Trail Ridge Consulting, LLC 25 Wednesday, June 24, 2009 26. Shared Sprint ReviewEvery team in the program presents its sprint results and release update 2009 Trail Ridge Consulting, LLC 26 Wednesday, June 24, 2009 27. APM Case Study CompaniesR&D Organization with over 500 people developing a suite of retail applications installed in most of the largest retail chains across the globe.IT Organization with over 300 people developing applications to support their B2B office product distribution and warehouse.R&D Organization with over 250 people developing a SaaS CRM platform and suite of applications supporting many Fortune 1000.R&D Organization with over 125 people developing a suite of applications for elementary education assessment through PDA devices.IT Organization with over 40 people developing applications to support their corporate and personal relocation business 2009 Trail Ridge Consulting, LLC 27 Wednesday, June 24, 2009 28. What do we need to do?focus Solidify and focus teams Funnel projects and work items to teams Limit work to available teamscommunication Reduce the number of roles in the organization Share work across all roles more evenlytransparency Create quarterly release plans Align team sprint cycles with a shared review 2009 Trail Ridge Consulting, LLC 28 Wednesday, June 24, 2009 29. Executive SummaryAPM is taking the high-performing team environment found in a singleteam/product environment and scaling it across a larger organization and product portfolio without the loss ofproductivity, predictability or quality. 2009 Trail Ridge Consulting, LLC 29 Wednesday, June 24, 2009 30. Summary Effective Agile Program Management requires... Focus - Teams that are more stable in structure but more flexible in the work products they produce Communication - An organization with fewer roles and more distributed responsibility Transparency - A shared sprint cycle with a regular shared release planning and tracking review 2009 Trail Ridge Consulting, LLC30 Wednesday, June 24, 2009