Agile “Transitionsâ€‌ a Checklist approach

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Agile “Transitions” …a Checklist approach…. NWA PMI: April 21 st , 2014. Steve Evans, PMP ® CSM ® SP ®. Agenda. Introduction Background Start Implementation Checklist Q&A. Introduction. - PowerPoint PPT Presentation

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Agile Transitionsa Checklist approach Steve Evans, PMP CSM SP NWA PMI: April 21st, 20141AgendaIntroductionBackgroundStartImplementationChecklistQ&AAGILE Transitions2IntroductionSome of my history

Noted for creating and deploying Best Practice PCRP and Agile methods with INC 500, Big 5 companies, and the #1 Retailer.

Active contributor to global PMI and Agile communities also recognized as one of the many Kar Krazy guys that lead, follow, or drive various volunteer and charity events

AGILE TransitionsSteve is a certified PMP, Scrum Master, SAFe Practitioner; also proud to be known as an Agile Ninja and Champion

Steve started learning order management skills by working in his Dads muffler shop, sweeping the stalls, taking phone calls and researching parts/prices for customers. Those initial on-the-job experiences have evolved to nearly four decades of PM best-practices creating and deploying various project/program/portfolio delivery methods via PCRP (Project Controls, Reports and Procedures). His background includes working for and with the Dept. of Defense, Federal and municipal entities, INC 500 companies, Big 5 companies, and the Big ONE.

Steve has a BSCS in Information Systems/Business Management from UMUC (Fear the Turtle), and also holds several certifications including PMP, ScrumMaster, and Scaled Agile Foundations.3BackgroundScope:This presentation illustrates project conversion experiences, transforming from an Iterative delivery model to an Agile framework using Scrum.AGILE TransitionsSCOPE: The net was that I documented those bootstrap experiences of the transition, with the intent to help others who may follow. What follows is a true team experience, and with the help of many others this paper is only possible. Let it also be noted that post start-up, both the Business and Application Development teams have experienced numerous positive instances of collaboration and feedback at all levels, especially around pre- and post-product demonstrations its all about business engagement and teamwork in retrospect, a further testament to the power of the fierce conversations that both the Agile framework and Scrum delivery method support. From those shared experiences, know that this effort is considered a living document with a future plan to integrate these steps as a possible procedure into the ISDLC; also know that a high-to-medium level type of checklist has been provided for those PMs/PGMs who may come to request Agile transition the intent is to help them make that transition process more transparent, seamless, consistent and stable.4BackgroundSome Project history:The assigned project was initially designated to use the Iterative method of project delivery. After several release cycles using that method, it was proving to be too cumbersome a delivery model for the business community to support in the timeframe needed .A switch to the Agile framework/ SCRUM delivery method was selected in order to best meet Program-level speed-to-market initiatives.AGILE TransitionsHISTORY: Specific to the project at both the program- and enterprise-level, as Agile efforts work better in product-centric environments than project-centric ones, there is an organizational transformation that includes all solutions delivered at the Division level. As the designated project is the most inclusive of these solutions, future project references should be interpreted as a product area and not as the original Iterative project.

Let it be noted that for Agile adoption efforts, the (division) states that as Agile development becomes dominant in the industry, it will become used more at (corporate).5StartIn the beginning.Communicate, Communicate, CommunicateBig Picture: Project Team - PM, PGM, CSM

AGILE Transitions

In preparation for the change, I interviewed the Project team PM, PGM, CSM to discern the true shape of the project, as well as doing some analysis of the project through the PM tool; specifically the Dashboard and Project Report Status views, as well as the Collaboration and Issue/Risks tab (more at slide 8 on those steps). 6StartIn the beginning.Communicate, Communicate, CommunicateBigger Picture: Project Sponsor, Stakeholders

AGILE Transitions

As the TEAM prepared for the change, the PM, PGM and CSM also met with the Project Sponsor to explain the high-level benefits and advantages of Agile and SCRUM, and to also work with each of the team members on a 1:1 basis to describe how the change would benefit and improve specific and overall product (vs project) delivery.7ImplementationReadyPO/BA alliance Plan to evolve from a request/requirement mindset to a Theme>EPIC >Feature> Story development approach

AGILE Transitions

Story development should always follow the best-practice flow of as a.(role), I want.(goal), so that.(success criteria).

This was probably the most-difficult piece of the transition, transforming (via storming, forming, norming) the business requests/requirements into an eventual story format that evolved from a mindset of what will we do to a what can we do.8ImplementationSetSprint Planning via SAFe ScrumXP we introduced a 2-week sprint duration cycle initiallyAGILE Transitions

PSI Planning (Future) PSI to PSI in 10-week duration cycles, with a focus on consistent product demonstration, SIT, Regression Testing, and UAT; the last sprint in the cycle x.5, was always deemed the hardening sprint where we locked down any code/logic changes in anticipation of the release to PRODuction.Additionally, we used the x.5 sprint to include KT; TDD, BRD update, and close-old, open-new tasks among others.9ImplementationGo(small steps to go FAST)Tied to a Release Schedule every 10 weeks, followed by a retrospective and planning session and team lunch to celebrate!

AGILE Transitions

Release Schedule (Current to Future) release 1 to release 4 in a quarterly duration cycles per year.

Artifacts (yes, there is still paperwork) that merit strong consideration for successful Agile delivery are listed - study the following project documentation along with PM tool features necessary for project evaluation:Communication PlanBusiness Requirements ListRelease ScheduleImplementation (Release) PlanPM tool view that shows D-B-T flowPM tool view that shows Project Status view, focus on Allocations vs ETC10ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:Evaluate Project StatusEvaluate Team StructurePlan CommunicationsOrganize PM toolTrain the Team; then Coach the TeamImplement the ProductManage the Delivery ExpectationAGILE TransitionsEvaluate Project Status where are we at now, vs where we want to go? What additional Audit criteria (stage gates?) needs to be satisfied?Does the Program- or Portfolio-level teams provide time to evaluate a transition? Is a pilot feasible? What is considered success?Evaluate Team Structure how many staff; meet optimum AD team size? Have QA, IRM, Service Ops (think KT) staff involved?Plan Communications to ensure transparency: communicate for success, plan for riskOrganize PM tool format to follow D-B-T, set to show any Allocation/ETC variancesTrain the Team is Agile training needed; if so, when in the future?Implement the Product think Release Train on a constant and consistent basis think (x factor) dependencies too.Manage the Delivery Expectation by constantly defining SUCCESS

11ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:Evaluate current Project StatusAGILE TransitionsEvaluate Project Status where are we at now, vs where do we want to go? What additional Audit criteria (stage gates?) needs to be satisfied?12ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:

Evaluate current Team StructureAGILE TransitionsEvaluate Team Structure how many staff; meet optimum AD team size? Have QA, IRM, Service Ops (think KT) staff involved?13ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:

Plan CommunicationsAGILE TransitionsPlan Communications to ensure transparency: communicate for success, plan for risk14ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:

Organize PM toolAGILE TransitionsOrganize PM tool to emulate D-B-T cycles to a PSI focus should also illustrate any Allocation/ETC shortfalls15ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:

Train the Team; then Coach the TeamAGILE TransitionsTrain the Team evaluate the length and breadth of current Agile knowledgeis Agile training needed; if so, when in the future? Is there PMO expertise available; Are there any Process or Procedure Standards available? What does industry Best Practice say? Can local-SMEs be leveraged to help; is there a User or Special Interest group in place? 16ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:

Implement the ProductAGILE TransitionsImplement the Product think Release Train on a constant and consistent basisIs this relative to the Product Development experience?What are others (within or outside the Group) doing?think (x factor) dependencies too.

17ChecklistIn Retrospect, a suggested transition checklist of To DosA high-order walk-through with some suggestions:

Manage the Delivery ExpectationAGILE TransitionsManage the Delivery Expectation by constantly defining SUCCESSEstablish regular meetings withPGMCSMBusiness POOther stakeholders as applicable, beyond demos

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