TriAgile
Raleigh NC April 5, 2018
Agile@Duke Energy Changing Culture and
Mindsets
Case Study
Our purpose
Power the lives of our customers and the vitality of our communities.
www.duke-energy.com
Corporate IT
• Agile Coach – Instructor Duke Energy
• 8 Years Agile Experience
•20 Years IT Application Development
Yolande Sumner
Drew Boyer
Agile Coach and Trainer
20 Years IT experience / ~8 in Agile
Husband to an awesome wife and father to two amazing children
LOVE Music!!!
3
Shu Ha RI
Student Master Apprentice
Agile Experience Level
Facts About Duke Energy
150 + years of service
7.5 million electric customers
1.6 million natural gas customers
Dividend for 92 consecutive years
100 Best Corporate Citizens by Corporate Responsibility magazine
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Regulated Utilities
7 states: North Carolina, South Carolina, Florida, Indiana, Ohio, Kentucky, Tennessee
50,000 MW of owned generation capacity
Renewable and energy efficiency programs
Commercial Portfolio
Duke Energy Renewables
More than 2.9 GW of wind and solar projects operating in 14 states
Significant pipeline of development projects
Since 2007, invested more than $3 billion to grow wind and solar business
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Case Study Conversation
Our Agile journey and transformation
Scaling across the enterprise
Impediments to our transformation
Duke Energy Agile Leaders Board Q&A
Agile Capability Center
The Agile Capability Center guides, serves, leads, and supports Duke’s Agile Transformation through coaching, education and helping solve problems
Our Agile Journey & Transformation
Agile Training Impact
130+ Agile Teams
3,000 people Scrum
130 CSPOs
200 CSMs SAFe
107 SA Certified
52 SP Certified
Pilot Project
3 teams
COP Building a Community
130+ teams ACC Coach
Trainer Team
35 teams Agile Capability Center
10 teams
Organizational
Agility
Forming
Storming
Norming
Performing
Timeline
November
2015
April
2016
June
2016
March
2018
Per
form
ance
Progression to Organizational Agility
The Agile Mindset is …
Four values
12 principles
Set of principles in which requirements and solutions evolve through collaboration among self-organizing, cross-functional teams
Values
and
Principles
Social
Practices
Technology
Practices Management
Practices
Dot Voting to Identify Challenges
Most Challenging Principles
In your organization, which Agile
principles are the hardest to follow?
Question
Agile Mindset Grounded by 12 Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Scaling Across the Enterprise
Values
and
Principles
Social
Practices
Technology
Practices Management
Practices
Social Practices
Working Agreements
Definition of Ready
Definition of Done
Scrum
Kanban
SAFe
Scrum of Scrums
Test Automation Pilot
Organizational
Agility
TDD BDD Unit
Timeline
Tes
tin
g M
atu
rity
Manual Testing
Auto Deploy
Automated Functional Testing
Auto Deploy to Testing
Auto Acceptance Testing
Values
and
Principles
Social
Practices
Technology
Practices Management
Practices
Technology Practices (DevOps)
Emphasis on Servant Leadership
Empowerment
Outcomes based focus
Product vs Project
Agile journey Values
and
Principles
Social
Practices
Technology
Practices Management
Practices
Management Practices
Agile Mindset and Digital Transformation
A case study of paperless transformation via our Idea Lab
Small dedicated XP teams
Quick prototyping for new web or mobile apps
5-day sprint
Flight Deck Operations Video
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Evolving to Scale
Chris Heck – CIO
First Release train for Grid Modernization
10 Agile Teams
What scaling patterns have you
seen work or fail? E.g., DAD, LESS, Scrum of Scrums, SAFe, RAGE, DSDM
Question
Impediments to Agile Transformation
Impediments to Agile Transformation
Dedicated Teams It is not just IT
Impediments to Agile Transformation
Business
Involvement
Dedicated
Product Owner
PRODUCT OWNER
*represents business within
the team
TEAM
SCRUM MASTER
Vision
Facilitation
Agile Team
Develop, Build, Test
Impediments to Agile Transformation
Right
Mindset
Traditional
Bureaucratic
Approaches
What are the impediments in
your journey to an Agile
mindset?
Question
Duke Energy Leaders Panel Q & A
Dana Rideout Mike Brown
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Building a smarter energy future