Bridging the Gap Between Governance and Agility

Mario E. Moreira

Approach – Success Criteria

— Senior Management Understanding

— Helping define what Agile Is and Isn’t

— Adapting Business Governance

— Establishing Common Agile Framework

− Based on Scrum

− Common terminology

— Identifying Agile Champions from each Business Unit

— Implementing an Agile Product that meets your needs

− Easy enough for the team to use

− Effective enough for PMOs/Sr. Mgt to get reporting

2From material of Mario Moreira

Approaching Senior Management

— Sometimes they are…

− …on the Agile bandwagon

− …not Agile friendly

− ….they don’t really get Agile

— Requires sponsorship

− Executive level

− Or at least the Product level

— Requires understanding

− What is Agile and what is not

− Becoming an Agile Champion

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Ensure they understand “What is and is not Agile”

— Principles that focus on the delivery of value to the customer

— An umbrella term for a collection of Agile methodologies, practices,

and techniques (E.g., Scrum, XP, Kanban, DSDM, AUP, etc.)

— Based on iterative and incremental approaches where needs evolve

through collaboration between self-organized teams and customers

— Aligned with Lean Principles of eliminating waste and increasing

efficiency and productivity

— Much more disciplined than people imagine

— Take-away: Provide more extensive Sr Mgt or Mgt training

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Why Agile?

— Strong focus on customer− The closer you get to the paying customer and end-user the better

— Continuous Risk Mitigation and Requirements Validation− Reduces uncertainty and reduces risk of delivering something the customer

does not really want

— Another tool in an organization’s toolkit− A value-driven approach instead of a plan-driven approach

− Challenges convention thinking and pushes decisions to lowest level

− More than just a set of processes, it’s a cultural shift

— Increases company Revenue by focusing on…− Delivering customer value (functionality, cycle time, and quality)

− Eliminating waste in the organization and process

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Reasons for applying Agile

Reduce Cost

Improve Communication

Increase Productivity

Improve Quality

Reduce Uncertainty

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Deliver Customer Value

How is Progress Realized in Agile?

— A good Plan?

— Requirements Document?

— Design Specification?

— Code?

— Executed Test Cases?

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… Working Software

Why Agile

— Recognized need by Senior Management that we need

agility in our business and delivery process

— Brought in Agile SME, a survey was done

— With this in mind, we applied a systematic and

collaborative approach in building Agile for CA.

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Build a common CA Agile Framework

— Subject matter expert

— Agile Practitioners

— Workshops Sessions

− Developed Agile

framework*

— Roundtable Meetings

— Pilot Team Feedback

The Adoption Roadmap

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

Design

Early Pilots

Planning

Mentor and sustain practices

Process Update

Institutionalization

Pilots

From material of Mario Moreira

Adapting the Business Governance

— Introduced the notion of:

− Confidence levels for Release Goals, Epics, and Stories

− Prioritization

− Continuous Validation (e.g., End-of-Sprint Reviews where they could attend

too)

— Reduced the number of checkpoints

— Changing a lot of mindset

− Half the challenges was adapting the mindset of those that lead the

business governance sessions

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CA Agile Integrated Methodology Flow

Envision

Establishing/updating Product vision

Establishing/updating Product roadmap

Initiating Backlog grooming

Establishing Customer profiles

Initiating plan to use Agile

Product Owner focus

Engaging to business governance so they

understand the current direction

Sprint 0

— Time-boxed Planning

— Identify Release Goals and Epics

— Grooming stories in Backlog that are highest priority

— Appropriate level of Architecture envisioning

— Consideration for QA, CM, and infrastructure

envisioning

— Results in a team focused Agile Release Planning

session

— Engage Business Governance with priority of

release goals/epics with confidence level

Build

Incremental design, develop, integrate, build, and test

Key Scrum practices

Sprint Planning to identify, clarify and size stories

Daily stand-up session to understand progress

End-of-sprint review for validating potentially

shippable increment

Retrospective of what can be improved

XP practices

Peer review of code, unit test, refactoring, and

continuous integration & build

Team Signoff

Agile Guiding Principles

— Must have common roles

− Product Manager (aka, Product Owner)

− ScrumMaster

− Agile Scrum Team

— Must apply common core practices

− Sprint Planning

− Daily Stand-ups

− End of Sprint Review

− Retrospective

— Work within the business governance context

Business Governance Challenges

— Management needs data from projects of any methodology

− But the data is different (Earned Value vs. Velocity)

— Incomplete view of portfolio, lot of effort to created integrated view

of time, cost, and people

— How do you provide organizational reporting that is Real?

— How do you manage dependencies across Agile/Waterfall in the

same Portfolio?

— How do you do resource capacity planning across projects using

different methodologies?

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One-view of Business Governance data

— Integrated our CA Agile Vision tool with our CA Clarity product

− Centralized reporting and dashboards over all types of projects

− Common resource planning

− “Eating our own Steak”

— Work with Management to understand burn-downs and velocity

charts

— Established collaboration space

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Build Agile Company Presence

— Build Agile Artifacts

− Agile Process Flow

− Agile Procedure

− Agile Guidelines

− Agile Roles

− Agile Practices

− Agile Glossary

− Agile Suitability

− Agile Training

— Agile Website

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Agile Training

— Agile Domain Overview

− 45 minute WBT

— Agile Team Foundation

− Team-based ILT

− Working on a WBT

— Agile Product Owner

− Aimed at Product Managers

— Agile for Management

− Aimed at Executives and

Management

— Agile for ScrumMaster

− For those that playing the

role of Agile project mgr

— Agile Vision Team and

Enterprise Edition

Wrap-up

Q & A?

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Thank you!