Agile Program Management Best Practices

30
© 2009 Trail Ridge Consulting, LLC Pete Behrens Agile Organization & Process Coach [email protected] 303.819.1809 Agile Program Management Best Practices Wednesday, June 24, 2009

description

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

Page 1: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Pete BehrensAgile Organization & Process [email protected] 303.819.1809

Agile Program ManagementBest Practices

Wednesday, June 24, 2009

Page 2: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC 2

Pete Behrens

Agile Organization & Process Coach Certified Scrum Trainer Certified Scrum Coach Guide enterprise organizations in transitioning to an agile

organization 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)

Wednesday, June 24, 2009

Page 3: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Program Management

3

Program Management is the process

of managing several related projects

or a portfolio of products

Organization Process Product

Wednesday, June 24, 2009

Page 4: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Executive Summary

4

Effective Agile Program Management

has less to do with Process

than it does the Organization

Wednesday, June 24, 2009

Page 5: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Executive Summary

5

Organization Processover

Individuals andInteractions

Processand Tools

over

www.agilemanifesto.org - 2001

That is, while there is value in the items onthe right, we value the items on the left more.

Wednesday, June 24, 2009

Page 6: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Executive Summary

6

To effectively scale agility to a

large complex programs - the

organization is the key

Wednesday, June 24, 2009

Page 7: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

When an organization is small...

7

focus communica t ion t ransparency

. . .a re f ree .

Wednesday, June 24, 2009

Page 8: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Can’t we just scale it through Program Management?

8

ProgramManager

Wednesday, June 24, 2009

Page 9: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC 9

In large organizations...

FunctionalManager

FunctionalManager

FunctionalManager

PMO

Infrastructure

DBA

UsabilityEngineering

QualityAssurance

Product LineManager

CIO, CTO,VP Engineering

Product LineManager

Product LineManager

. . . focus is cha l lenged.

Wednesday, June 24, 2009

Page 10: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

In large organizations...

10

0

500

1000

1500

2000

2 6 8 10 30 50C

omm

unic

atio

n Pa

ths

Number of People

. . . communica t ion breaks down.

Wednesday, June 24, 2009

Page 11: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

In large organizations...

11

. . . t ransparency becomes opaque.

Wednesday, June 24, 2009

Page 12: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Organization Problems lead to Program Problems

12

Lack of Focus Lost Communication Little Transparency

Leads to...

Lack of Predictability Too many Dependencies Unknown Risks Low Quality

Wednesday, June 24, 2009

Page 13: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Conway’s Law

13

Architecture

Organization

Organizations which design systems are

constrained to produce designs which are copies

of the communication structures of these

organizations.

http://www.melconway.com/law

Wednesday, June 24, 2009

Page 14: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Organizational Flexibility is Key

14

Organization communication complexities are manifested in solution design

Organizational flexibility is the key to building effective design solutions

http://www.melconway.com/law

Larger organizations are more rigid

Wednesday, June 24, 2009

Page 15: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Agile Context

15

Lean and Agile Principles

Scrum Project & ProductLeadership & Team

Practices

XP Development & TestPractices

Wednesday, June 24, 2009

Page 16: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Why was Scrum Created?

16

TEAMS solve problems better than individuals

Teams solve problems better incrementally in short TIMEBOXES

Wednesday, June 24, 2009

Page 17: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Why was Scrum Created?

17

TEAM

TIMEBOXWednesday, June 24, 2009

Page 18: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Why was Scrum Created?

18

TEAM

TIMEBOX

focus communica t ion t ransparency

Wednesday, June 24, 2009

Page 19: Agile Program Management Best Practices

UI Designer

DeveloperTechnicalWriter

Architect

ScrumMaster

Tester

ProductOwner

© 2009 Trail Ridge Consulting, LLC 19

Team members get direction from multiple sources

WorkProducts

WorkProducts

WorkProducts

Best Practices

Best Practices

Best Practices

WorkProducts

Best Practices

Wednesday, June 24, 2009

Page 20: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC 20

Multiple Scrum Teams

UI Designer

DeveloperTechnical

Writer

Architect

ScrumMaster

Tester

ProductOwner

TechnicalWriter

Architect

Developer

ScrumMaster

ScrumMaster

Tester

Tester

Developer

Developer

Developer

Developer

Developer

DeveloperTester

Tester

Tester

Architect

Tester

Architect

ProductOwner

Wednesday, June 24, 2009

Page 21: Agile Program Management Best Practices

UI Designer

Developer

ScrumMaster

Tester

ProductOwner

© 2009 Trail Ridge Consulting, LLC 21

TeamFocus

Best Practices

TechnicalWriter

Architect

SingleBacklogPipeline

WorkProducts

TeamCharacteristics• Small• Dedicated• Cross-functional• Co-located• Shared Focus

Wednesday, June 24, 2009

Page 22: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Communication

22

Fewer Roles

IncreasesCommunication

Source: 2004 Patterns of Effective Organizations by Neil Harrison

Wednesday, June 24, 2009

Page 23: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Communication

23Source: 2004 Patterns of Effective Organizations by Neil Harrison

Sharing Work across Roles

IncreasesCommunication

Wednesday, June 24, 2009

Page 24: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC 24

Transparency

Product & Release Cycle

Sprint & Daily CycleRelease ScopeAnd Boundaries

ReleasePlanning

SprintPlanning

Develop& Test

Review&

Adapt

ReleaseVision

Drives

Feedback

Wednesday, June 24, 2009

Page 25: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Transparency

25

✓ Define a Quarterly release plan✓ Align team sprint cycles within that plan✓ Share team sprint reviews monthly

Wednesday, June 24, 2009

Page 26: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Shared Sprint Review

26

Every team in the program presents its sprint results and release update

Wednesday, June 24, 2009

Page 27: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

APM Case Study Companies

27

R&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

Wednesday, June 24, 2009

Page 28: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

What do we need to do?

28

✓ Solidify and focus teams✓ Funnel projects and work items to teams✓ Limit work to available teams

✓ Reduce the number of roles in the organization✓ Share work across all roles more evenly

✓ Create quarterly release plans✓ Align team sprint cycles with a shared review

focus

communica t ion

t ransparency

Wednesday, June 24, 2009

Page 29: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

Executive Summary

29

APM is taking the high-performing

team environment found in a single

team/product environment and scaling

it across a larger organization and

product portfolio without the loss of

productivity, predictability or quality.

Wednesday, June 24, 2009

Page 30: Agile Program Management Best Practices

© 2009 Trail Ridge Consulting, LLC

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

30

Wednesday, June 24, 2009