how to jumpstart enterprise agile adoption
DESCRIPTION
Want to get a jumpstart on agile adoption in your organization? Begin by leveraging a roadmap that Intuit has used for rolling out enterprise agile to its business units. While there is no single way to bring enterprise agile into your organization, Alan Padula describes a model that has worked repeatedly. The important first step is to create a vision of what full agile adoption looks like. Once a rich vision is created describing what people will be doing and how they will be doing it, create a roadmap, a time-sequenced plan with milestones. Each milestone has a description of everyone’s job responsibilities, the measurements to take along the way, the personal and business benefit, and the set of activities planned in order to achieve each succeeding milestone. Key transition activities include training, infrastructure, change leadership, planning, and governance. Join Alan for the jumpstart you need to successfully adopt agile in your organization.TRANSCRIPT
AW6 Session 6/5/2013 2:15 PM
"Enterprise Agile Adoption Jumpstart"
Presented by:
Alan Padula Intuit, Inc.
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Alan Padula Intuit
Alan Padula is a senior software engineering process manager and agile leader at Intuit. For more than six years, Alan has led the transformation of large organizations to enterprise agile. In addition to training more than 100 internal agile coaches, he trains management on their role in agile. Alan created Intuit’s flavor of agile which integrates innovation and experimentation and drives several agile communities in the company. Prior to Intuit, he was a senior technology and business process consultant at Hewlett-Packard. Earlier responsibilities at HP included software project manager, program manager, lead engineer at HP, and consultant with R&D labs on software technology and process improvement.
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How To Jumpstart Enterprise Agile Adoption Alan Padula June 5, 2013
Better Software and Agile Development West 2013 Las Vegas, Nevada
Intuit Proprietary & Confidential
Agenda
• An Enterprise Agile Model • Intuit Financial Services (IFS) Journey Line to Agile • The Agile Mindset – “the difference that makes the difference” • The 8-Step Kotter Model of Change • Lessons Learned
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An Enterprise Agile Model*
• Executive Steering Committee Investment Decisions
• Product Management Initiatives • Architecture • User Research
Offering Level
• Release Team, Deployment Team, Project Management Office, Roadmaps
Release Level
• Feature • Platform
Team Level
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* Adapted from Dean Leffingwell, Agile Software Requirements
Intuit Proprietary & Confidential
2009 2010 2011
Intuit Financial Services (IFS) Agile Journey Line
Challenges with Training Provider & Getting the Training
Content Right
Team Overwhelmed with Feedback & Unsure
of Next Steps
Coach Team Established &
Trained
Start Using Agile & Set Goal of
Reducing Cycle Time by 20%
Launch Action Team, Learn About
Agile & Design Agile for IFS
Test Agile on Two Teams
Completed Roll Out & Started
Planning for FY12
Challenges with Coach Bandwidth
Attribution: roger436
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Where we were
Past
Present State
Not Fast Enough
Future State
(incremental changes)
Best Practices
Future
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Future Vision
Past
Present State
Not Fast Enough
Future State Vision
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…but what is “the difference that makes the difference?”
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people
4 Values & 12 Principles
Mindset The Agile Mindset
Intuit Proprietary & Confidential
IFS Agile Rollout: Based on Kotter’s* Framework
AGILE
*John P. Kotter, Leading Change
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A Change Model to use: Kotter’s Eight Steps*
*John P. Kotter, Leading Change
1. Increase urgency
2. Build guiding teams
3. Get the vision right
4. Communicate for buy-in
5. Enable action
6. Create short-term wins
7. Don’t let up
8. Make it stick
Creating a Climate for
Change
Engaging & Enabling the Organization
Implementing & Sustaining
Change
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1. Increase Urgency
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2. Create Guiding Teams 1. Enabling
3. Assessment
2. Execu
tion 4
. G
over
nan
ce
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3. Get the Vision Right Wall Street Journal Visioning Exercise
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4. Communicate Change for Buy-In
Behavior & Mindset
Benefit Resistance & Response
Communication Plan
Recognition Plan
Training Plan
Resource Plan
Sponsors
1st Level Managers
Developers
… etc
Wh
o
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5. Enable Action: Transition Elements
State Description
Transition Elements
Measures
Business & Personal
Value
Current state
Desired State 1
Desired State 2
Future State
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The What
The How
The Evidence
The Why
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5. Enable Action: Transition Elements
FY10 Q4 FY11 Q1 FY11 Q2 FY11 Q3 FY11 Q4 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Enabling
Execution
Assessment
Governance
ID Teams Pilot ST & PO Training Create & Execute ST & PO Training Plan
Train coaches
ID tool
Resource Allocation Guidelines for Different Roles to Support Agile (Rolled out team by team)
Create Parallel Testg in Dev Guidelines
Define key measures & baseline
NFR process defined & tested
Support External Audit
Continue improving SDLC methodology & artifacts to support Agile
Convert Users
Roll out Parallel Testing in Dev Guidelines Team by Team
Purchase Tool
Performance Goals & Agile Quiz
Launch metrics for all team (rolled out team by team)
Improve NFRs & Rollout to All Teams
Pilot Release Team Trng Train all Release Team Members
Create Leader Trng Plan Train all IFS Sr. Leaders
Train Coaches
Agile Values Poster Contest
Create Best Practices for Business Requirements & Cascade
Create Best Pract. for Tech Spec & Cascade
PM Panel I PM Panel II
Monthly Snack & Learn Sessions
Intuit Proprietary & Confidential
5. Enable Action: Training Plan
Agile Sr. Leader
Workshop
Agile Manager
Product Owner
Scrum Team
Release Team
Agile Coaches
Learning
Q1 FY11 Q2 FY11 Q3 FY11 Q4 FY11 Q1 FY12
Special Topics
Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
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35
55
200
125
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Classroom Snack & Learns/Tech Talks
Students
Unlimited
Recorded Session (view later)
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6. Short Term Wins: “Hearts & Minds”
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Curiosity
Awareness Interest Adoption
Understanding
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7. Don’t Let Up
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Continuous Process Innovation
Continuous Customer F
eedback
Stable, Self-Managed Teams
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“Work with & support the team in achieving their project goal”
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8. Making it Stick: Intuit Agile Coaches
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Big ROI products with the right requirements, by learning from customers & real data
Repeatable, lower-risk projects by selecting & customizing the right process
Improved quality & schedule confidence by executing the process right
Greater productivity, fewer obstacles, and lower costs by doing what works & avoiding what doesn’t
Business Value & Coach Contribution
“Do not solve for the perfect
process!”
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8. Making it Stick: Measuring our Status of Agile Rollout by Group
Consumer Teams
Some Agile
Today?
Scrum Team
Trained?
Parallel Testing in
Dev?
Following Resource Allocation
Guidelines?
Measuring Velocity?
Measuring cycle time?
Measuring business value?
Employee Assessment
of Agile Adoption
Agile Coach Engagement
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
Team 8
Team 9
Team 10
Team 11
Team 12
Team is doing today and results look good
Team is scheduled to start or is doing with success but needs to fill gaps
Team is not scheduled/doing yet or is getting poor results
NA NA NA NA NA
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Measure Score Self-Service Links Velocity 3 Velocity
Sprint Burndown
4 Sprint Burndown
Release Burndown
2 Release Burndown
Task Breakdown
3 Task Breakdown
etc … …
1- No Charts 2 - Have it but don't look at it 3 - Have it and trying to use it 4 - Usually use it for release planning 5 - Have it, always use it, used for release planning in agile tool
8. Making it Stick: Self-Service Adoption
Intuit Proprietary & Confidential
Lessons Learned
• Concentrate on promoters; less on naysayers • Allocate action team with leader support for their time • Invest in training and internal coaches • Find a leader to make the rallying cry • Find a frontline leader to drive the change • Accept it takes a long time to make a mindset change • Use an expert Agile coach advisor who is masterful at change leadership to drive the definition of the vision and roadmap
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Alan Padula [email protected]
Special Thanks to: Joumana Youssef, Intuit, Organizational Excellence