Scaling Agile in a Rapidly Growing Business: Lessons from...

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SCALING AGILE IN A RAPIDLY GROWING BUSINESS: Lessons from HealthTrust Jessica Katz Nashville PMI Symposium 2015 April 30, 2015

Transcript of Scaling Agile in a Rapidly Growing Business: Lessons from...

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SCALING AGILE IN A RAPIDLY GROWING BUSINESS: Lessons from HealthTrust

Jessica Katz

Nashville PMI Symposium 2015

April 30, 2015

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About Your Speaker

• The bio stuff – Program Manager at HealthTrust for the Business Solutions Program

– Project Management work for over 11 years, of that over 4 have been focused on Agile

– Collector of Certifications: PMP, PMI-ACP, CSM, SPC, ICP-ACC

– Linked In Profile: www.linkedin.com/in/jeskatz

• The other stuff – Moved to TN to be a country singer … just like everyone else

– Found a passion for project management fueled by control issues

– As I let go of control, traditional project management became ill fitting and my passions changed

– Absolutely the best part of Agile Project Management (for me) is coaching teams and individuals to grow … being an agent of change when change is needed.

More than just my bio

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About HealthTrust

• The business side – Group Purchasing Organization (GPO) that was spun out of HCA

– Servicing over 1400 member facilities

– ~$22 Billion in spend under management

– Offering savings of 7 to 12 percent in supply spend

– Learn More here: http://healthtrustpg.com

• The technical side – HealthTrust Technology Innovation is a Department within HCA IT&S

– Largely a greenfield organization within the larger IT&S group

– Providing tools to manage and understand facility spend and to encourage contract compliance

– Over a 5 year period we’ve grown from 30 to ~200 employees

– An Agile shop with a culture of driving change through team collaboration and ground up initiatives

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Intentions

• Focus – Going from team level Agile to program level agile

• Objectives – Possible Benefits of Scaling your Agile approach

– The structure of teams and programs

– Agile practices at scale

– A brief look at what comes after the program

OR … What I hope you get out of this presentation

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How are we going to make this fun …

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Why? Because Everything is Cool When You’re Part of a Team

• Well … because the CIO said so

• And … Agile is working so well at the team, surely we can capitalize on that at scale

• Underlying motivations – Better alignment with the business

– Bringing disparate creative solutions together

– Improving technical standards

– Improving our ability at every level to see the big picture

– Centralizing issues that needed a broader focus

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Microcosm / Macrocosm

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Stepping Stones

• The first thing we did, was mess up – Top down directive approach

– Full day kick off event in the Marriott hotel with over 100 employees

– Little team level / employee level input reducing overall buy-in

• We recovered – Leadership listened

– Paused and reset

– Sent people to SAFe training

– Had an Agile Coach from Rally at regular intervals

• The high-level steps – One product focused program (March 2013)

– Reorganized into component based programs (2014)

– Reorganized into business aligned programs (2015)

“Stepping Stone” ~Lari White

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Stepping Stones

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We are Family

• Anthropology and Evolutionary Psychology – 5 to 7 people = Family

– 30 to 35 people = Camp

– ~150 people = Clan

– ~500 people = Mega Band

– 1500 to 2000 people = Tribe

• Scaled Scrum – 5 to 9 people = Team

– 25 to 135 people = Program (roughly 5 to 15 teams)

• My Program – 11 to 12 people per Team

– 3 teams plus 7 program folks

– 41 people in the program

“We Are Family” ~Sister Sledge

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What is a Team?

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Component Teams

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Feature Teams

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Blended Teams

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Spotify’s Model

https://dl.dropboxusercontent.com/u/1018963/Articles/SpotifyScaling.pdf

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HealthTrust Model

Contracting Sales & Marketing

Supply Chain

Business Solutions

Platform & Services

BI Team x (n)

Portal Team x (n)

App Team x (n)

Development Capability Management with the ability to scale & flex teams

based on business priority and strategy

IT Shared Services

• Service Development •Data Integration •Analytics Data Integration • Platform Delivery • Systems Engineering

BI Team x (n)

Portal Team x (n)

App Team x (n)

BI Team x (n)

Portal Team x (n)

App Team x (n)

BI Team x (n)

Portal Team x (n)

App Team x (n)

Business Group Alignment and Corresponding Delivery Management with dedicated capacity for increased Clarity and Ownership

Program teams will form a bridge and establish central subject matter expertise

which allows for individuals to focus

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HealthTrust’s SAFe®

Inspect & Adapt

Pro

gram

Bac

klo

g

Feature Feature

Rev

iew

, Ret

ro, &

Pla

n

Team

Bac

klo

g Te

am B

ackl

og

Qu

arterly Plan

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g & R

etro

Architectural Feature

Feature

Feature

Pla

n

Pla

n

PR

OG

RA

M

TEA

MS

Inspect & Adapt

ARCHITECTURAL RUNWAY

PPMO (Product Portfolio

Management Organization)

Corporate

Architectural Runway

Defining – Scoping – Planning - Prioritizing

Portfolio Discovery & Management Idea Kanban

Ideas Discovering Defining

Po

rtfo

lio B

ackl

og

Qu

arterly Plan

nin

g (Execu

tive Steering)

PO

RTF

OLI

O

Solution Architect

Systems Engineer

Lead

QA Software Engineer Lead

Product Manager

(PdM)

Program Scrum Master (PsM)

Program Delivery

Lead

Developer(s)

Business Analyst

Scrum Master (PM)

Application Architect

Systems Engineer QA Software

Engineer(s)

Delivery Manager

Developer(s) Business Analyst

Scrum Master (PM)

Application Architect

Systems Engineer QA Software

Engineer(s)

Delivery Manager

Pla

n

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A Team at HealthTrust

BA / Product Owner

Delivery Manager

Cross Functional

Team

PM / Scrum Master

• Identifies Business Backlog • Prioritizes Backlog • Business Liaison • One voice of the customer

• Removes Obstacles • Manages Team Health • Stewards the process • Facilitates Cross team dependencies

• Manages Development Resources • Manages Technical Standards

Compliance • Identifies Technical Backlog

Balances Team Health and HR needs

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Program Team

Product Manager

Program Delivery Manager

Program Scrum Master

• Identifies Business Feature / Epic Backlog • Provides Business Vision and Road Map • Leads and Manages Product Owners

• Removes Program Obstacles • Manages Program Health • Stewards the process • Facilitates Cross program dependencies • Leads and Manages Scrum Masters

• Manages Development Resources • Manages Technical Standards Compliance • Provides technical vision and road map

Balances Program Health and HR needs

Team

Team Team

Team

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Supporting Roles

• Team Level

– Systems Engineer

• Deployments

• Trouble shooting job failures

• Application Security

– Application Architect

• Consults on team to provide architectural direction

• Guides logical architecture

• Provides necessary architectural documentation

– The Program Manager

– The Product Manager

– The Program Delivery Lead

– And

• Program Level

– Systems Engineering Lead

• Deployments

• Trouble shooting job failures

• Application Security

– Solutions Architecture

• Drives Architectural Vision and Runway

• Ensures architecture fits into the broader architectural direction

• Communicates architectural direction to the teams

– QA Software Engineer Lead

• Drives integrated testing cross team and cross program

• Leads and Manages Team QA Software Engineers

– User Interface Design Engineer

• Drives Consistent application look and feel across teams

• Works with business to understand user-system interaction

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Moving in Rhythm

“Movin’ Right Along” Muppets

Develop on Cadence, Deliver on Demand

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The Rhythm of a Program Sp

rin

t P

lan

nin

g

User Story Execution

Spri

nt

Rev

iew

/

Ret

ro

Two Weeks

Spri

nt

Pla

nn

ing

User Story Execution

Spri

nt

Rev

iew

/

Ret

ro

Two Weeks

Spri

nt

Pla

nn

ing

User Story Execution

Spri

nt

Rev

iew

/

Ret

ro

Two Weeks

Qu

arte

rly

Pla

n

Feature (Epic) Execution

Pro

gram

Rev

iew

/

Ret

ro

Quarter

Spri

nt

Pla

nn

ing

User Story Execution

Spri

nt

Rev

iew

/

Ret

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Two Weeks

Spri

nt

Pla

nn

ing

User Story Execution

Spri

nt

Rev

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/

Ret

ro

Two Weeks

Spri

nt

Pla

nn

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User Story Execution

Spri

nt

Rev

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/

Ret

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Two Weeks

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Quarterly Planning

• First day of the Quarter

• Minimum of 1 full Day – Some do this in two days

– SAFe® recommends two days

• Attendees – Program Leadership

– All Teams

– Other Program leadership

– Optional: Business

• Purpose – Communicate Business Context

– Review Road Maps and Vision for the Quarter

– Forecast Quarter Deliverables

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Feature (Epic) Execution

• Investments and Goals • Created and

Prioritized by the Portfolio

• Tied to budget

• Features are • Created and

Prioritized by the Product Manager with Product Owners and Business

• Forecasted for Delivery in a quarter

• Put on a Release plan • Fit in a Quarter

Investment: Build a Subdivision

Goal: Build a House

Feature / Epic: Kitchen Facilities

• User Story:

As a resident I want to have a place I can store food so that it will stay fresh

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Inspect and Adapt

• Program Retrospective – Twice in a quarter for an hour and a half

– Attendees • Program Leadership

• Team Leadership

– Purpose: Inspect and Adapt on program process and program cohesion

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A few other things

• Program Reviews – Part of the Quarterly planning to share with other teams what’s been

accomplished

– Presented to Stakeholder group to communicate delivered value

• Stakeholder meeting – Review known backlog with stakeholders

– Acquire agreement on prioritization

• Scrum of Scrums – Discuss progress on dependencies across teams

– Elevate new risks to the program

– Internal to a program or cross-program depending on the work

– As Needed

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A few other things

• Program Backlog Grooming – Prepare backlog for upcoming quarter(s)

– Attain definition of ready on features

– Adjust release plan

• Technical Leadership Meetings – To collaborate on formation and execution to technical vision for the

Program

– Ensure alignment with product vision and business goals

– Spread knowledge about current and emerging capabilities in the Program

• Managers Meeting – To discuss HR related items within reporting hierarchy affecting the

program

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On up to the Portfolio

• Led by the Product Portfolio Management Office (PPMO) – Product Managers

– Portfolio Manager

– Enterprise Architects

• Process is largely Kanban / Lean in nature

• Hinges on a well formed Executive Steering Committee

• The Decisions about Financial Investments and Strategic direction live here

• Investments and Goals are mid to long term investments, 6 months or longer

“Moving on up” The Jefferson's Theme Song

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Contact

Questions?

Jessica Katz

Program Manager, HealthTrust

Email

[email protected]

Linked In

www.linkedin.com/in/jeskatz

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References and recommended reading

• Ken S. Rubin – Essential Scrum: A Practical Guide to the Most Popular Agile Process – http://www.innolution.com/

• Dean Leffingwell – Agile Software Requirements: Lean Requirements Practices for Teams,

Programs, and the Enterprise – http://www.scaledagileframework.com/

• Lyssa Adkins – Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and

Project Managers in Transition – http://www.agilecoachinginstitute.com/

• Henrik Kniberg & Anders Ivarsson – Scaling Agile @ Spotify with Tribes, Squads, Chapters, & Guilds – https://dl.dropboxusercontent.com/u/1018963/Articles/SpotifyScaling.pdf – https://www.crisp.se/konsulter/henrik-kniberg

• Robin Dunbar – Grooming, Gossip, and the Evolution of Language

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• The Visual AGILExicon is used and described in the book: “Essential Scrum: A Practical Guide to the Most Popular Agile Process”

• You can learn more about the Visual AGILExicon and permitted uses at: http://innolution.com/resources/val-home-page

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