iit academy - masterclass - scaling agility

Scaling AgilityMasterclass @ Industrie IT Academy

hello!

Beginner Practiced MasterExpert

just starting the journey

a few years, know the concepts

significant experience,

delivered results

let’s learn from each

other

about you

about me• Launched six startups in past 2 years - fashion, recruitment, education, creative tech,

publishing, volunteering

• First Scrum Master at the biggest bank in Australia, beach head agile coach at international bank, responsible for orchestrating one of Australia’s top 10 brands toward agility

• Transformed across industries gaming companies, home loan providers, financial institutions, international tech, government, health organisations - 240% productivity in 6 weeks

• Facilitates Sydney Scrum - biggest and one of the first Agile MeetupsPioneered multi-language offshore scaled agileOrchestrate Industrie IT’s Academy: Agile two-time IMA award winner

CBA innovation award

2011

Let’s design our masterclassAGILITY

• foundational concepts (10m) • inspecting scaling models (10m) • inspecting SAFe & LeSS (10m)

TOOLS AND CASE STUDY• tools and measures (10m) •case study (20m)

YOUR TOPICS

conceptsfoundational

• foundational concepts• inspecting scaling models • inspecting SAFe & LeSS • tools and measures • case study

SCALING 204IIT ACADEMY

wa & harmonyWa (和) is a Japanese cultural concept usually translated into English as "harmony". It implies a peaceful unity and conformity within a social group, in which members prefer the continuation of a harmonious community over their personal interests.

guiding principlesConstant Mura reduction

• fundamental units - stories, sprints, teams • scope - technical integrity • scope - business and technical integration • scope - user & market • quality - Definitions of Ready and Done • people - skills and capabilities • people - cross-team communications • people - team, project and program norms • product & release schedules


guiding principlesConstant Muri reduction

• scope & prioritisation • people & teams • sprints & schedule

Constant Muda reduction • over planning, over reporting, over scheduling,

over burdening, over documenting, over communicating, over analysing, over discussing, over engineering, over designing, over creating.


guiding principlesBaked-in constant improvement

• kaikaku at strategic and co-ord levels • kaizen at co-ord and team levels

Descale the organisation



successive approximation

SCALING 205

PROCESS FROM PRINCIPLES

PROCESS FROM PRESCRIPTION

IDEAL

Scaling down processes:

stronger change resistance

Coach process, team structure, delivery approaches to tailor to

organisation via successive approximation

scaled agile = descaleWhat do we mean?


self-tasking

self-managing

self-organising

self-selecting

self-guiding

degree ofautonomytask design

delivery designintra-team design

product contextteam designorg’n.contextorg’n design

scope

business context

scaling modelsinspecting

• foundational concepts • inspecting scaling models• inspecting SAFe & LeSS • tools and measures • case study

Portfolio

Co-Ord

Teams

STRATEGIC

TECHNICAL & IMPLEMENTATION

INTEGRATION,CO-ORDINATION

& RELEASE

BACKLOG high level

SCRUM ANDKANBAN TEAMS

portfolio manager

SMEs, e.g. UX, DevOps, Automation

sponsors

program manager

scrum master

product owner

architects

senior stakeholders,incl. senior architect

release & integration managers

Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap

Strategic Architecture

UX, DevOps, Automation, et al.

Prioritisation & Scheduling

Systems Architecture & Technical Debt

Release Management

Development

Measurement and Reporting

…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.

BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

KANBANTEAMS

SAFe & LeSS

inspecting

• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS• tools and measures • case study

Scaled Agile FrameworkSAFe

scaledagileframework.com

Large-Scale ScrumLeSS

less.works

XScale Dynamic Systems Development Method (DSDM)

Disciplined Agile Delivery (DAD)

tools

• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS • tools and measures• case study

work

DOING WORK

work

DOING WORK

SENSING TENSIONS

as challenges & opportunities

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

IN

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

IN

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

GOVERNANCE MEETINGS

IN

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

GOVERNANCE MEETINGS

ON

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

GOVERNANCE MEETINGS

ON

IN

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

GOVERNANCE MEETINGS

ON

IN

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

GOVERNANCE MEETINGS

ON

IN

work

DOING WORK

SENSING TENSIONS


TACTICAL MEETINGS

GOVERNANCE MEETINGS

ON

IN

transform

Capability Heatmap

“Understand what the business needs most” High Level Planning + Product Roadmapping“Understand what the business needs next” Sprint Planning“Create clarity, focus and energy daily” Board Usage“Work as a high performing team”Cross-skill“Keep our promises” Sprint Review“Articulate value and delivery thereof” User Story Writing“Articulate expectation and bound delivery” Acceptance Criteria Writing“Articulate what’s blocking or slowing us down” Impediment Identification Culture“Solve our own problems” Impediment Removal within team

“Cadence for learning”Short cycle time“Deliver what the business needs most.”Releasable Product“Understand why the business needs value” Voice of the Customer“Scale to descale” Ability to grow“Escalate to and trust management to resolve” Impediment Removal above team“Have a plan to improve & transform” This plan“Build team feeling” Morale“Get better than last time” Retrospective“Communicate as a group” Standups

effective - capability self-improving, driven by understanding of first principles

present - consistently applied with consistency for all of the team; not always from first principles

self-blocking - active attempts to resist creation of capability

insufficient information to assess

some evidence - capability exhibited, yet not consistently and/or without full team participation

not evident - no or little capability exhibited

Capability Heatmap

Capability Area Team A Team B“Understand what the business needs most” High Level Planning + Product Roadmapping

- Team morale is slightly down

“Understand what the business needs next” Sprint Planning

^ focus JIRA education

“Create clarity, focus and energy daily” Board Usage

^ technically sound team

“Work as a high performing team” Cross-skill

org, infra, resource constraints ^ good sprint demo

“Keep our promises” Sprint Review

org, infra, resource constraints - retro could be improved

“Articulate value and delivery thereof” User Story Writing

Slow in making decisions

“Articulate expectation and bound delivery” Acceptance Criteria Writing

org, infra, resource constraints -

“Communicate as a group” Standups

- Team morale is slightly down

“Articulate what’s blocking or slowing us down” Impediment Identification Culture“Solve our own problems” Impediment Removal within team

^ focus JIRA education

“Build team feeling” Morale

^ technically sound team org, infra, resource constraints

“Get better than last time” Retrospective

^ good sprint demo

“Cadence for learning”Short cycle time

^ focus JIRA education ^ technically sound team

“Deliver what the business needs most.” Releasable Product

^ technically sound team ^ good sprint demo

“Understand why the business needs value” Voice of the Customer

^ good sprint demo - retro could be improved

“Scale to descale” Ability to grow

- retro could be improved Slow in making decisions

“Escalate to and trust management to resolve” Impediment Removal above team

Slow in making decisions -

“Have a plan to improve & transform” This plan

-

& reportingmeasures

• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS • tools and measures• case study

PORTFOLIO• RETURN ON INVESTMENT (ROI)• BENEFITS REALISATION• ENVIRONMENTAL INFLUENCES• MARKET PERFORMANCE

PROJECT / PROGRAM

• RELEASE BURN DOWN• TECH DEBT• ADOPTION HEATMAP

TEAM

• VELOCITY• BURN DOWN CHARTS

IMPEDIMENTS

• RISKS• ISSUES• IMPROVEMENTS

OPTIMISATIONS & ALIGNMENTS

• DEVOPS• UX• TEMPLATES

FEEDBACK• CUSTOMER FEEDBACK• INTERNAL FEEDBACK• BUSINESS CASES• ROAD MAP

• MODULATION• RE-USE• ARCHITECTURE• PRIORITISATION

GROOMING• PRIORITISATION• RELEASE PLANNING• OPTIMISATION BACKLOG

QUANTATITVE QUALITATIVE

VELOCITY CHART


BURN DOWN CHART

Standard from JIRA, with manual velocity calculation to figure out average.

RISKS

• To be listed by Scrum Master in Confluence • e.g. Team A is dependent on team B to deliver component X • e.g. Platform X being built on untested technology

ISSUES

• To be listed by Scrum Master in Confluence • e.g. environment in development not consistently up • e.g. Product Owner availability low

IMPROVEMENTS

• To be listed by Scrum Master in Confluence • Greater velocity could be achieved with automation of testing suite and test execution, but requires a test automation expert

• Team A and B could plan together in order to better co-ordinate

Standard from JIRA

Sprint A Sprint B Sprint C Sprint D

4 12 20 32


PROJECT / PROGRAM


TEAM


IMPEDIMENTS








1.0RELEASE 1.1 1.2 1.3

PRODUCT BACKLOG

1.4

FEATURE ACOMPLETE

FEATURE BCOMPLETE

A

B

C

D

E

FEATURE CCOMPLETE

PREDICTED RELEASE OF ALL FEATURES

Tech Debt can be inserted as epic

OVERALL PROJECT BURN DOWNEPIC-BY-EPIC BURNDOWN POSSIBLE

Team Agile Health Heatmap


Team A Team B Team C Team D Team EGroomingDoc DebtTech DebtPlanningBoard UsageCross-skillingMoraleImpediment RemovalImpediment EscalationStand upsDefinition of doneReviewRetroVelocity

Legend








Maturity

BACKLOG HEALTH


Minutes & Retrospectives

Configurable via JIRA - per team & per epic

CO-ORD RISKS

• To be listed by Project Manager in Confluence • e.g. Team A is dependent on team B to deliver component X • e.g. Platform X being built on untested technology

CO-ORD ISSUES

• To be listed by Project Manager in Confluence • e.g. environment in development not consistently up • e.g. Product Owner availability low

CO-ORD IMPROVEMENTS

• To be listed by Agile Coach in Confluence • Greater velocity could be achieved with automation of testing suite and test execution, but requires a test automation expert

• Team A and B could plan together in order to better co-ordinate

• DevOps Guild Minutes 14/07 • Product Co-Ord Minutes 15/07 • Technical Co-Ord Retro 16/07 • Portfolio Management 17/07 • Team A Retro 18/07 • Team B Retro 19/07 • etc…

Points Ready

(more = better)

Stories Unestimat

ed(fewer = better)

Added to in-flight sprint

(fewer = better)

Dropped from sprint(fewer = better)

Carried to next sprint

(fewer = better)

40 10 2 4 0


PROJECT / PROGRAM


TEAM


IMPEDIMENTS








ROADMAP


CUSTOMER FEEDBACK• possible only in limited ways with waterfall delivery

INTERNAL FEEDBACK• To be listed by Project Manager in Confluence • e.g. feature x could be improved by Y addition • e.g. We really don’t need feature Z, focus on A instead

PORTFOLIO MEASURES• Environmental report comes from minutes of the portfolio strategic and product co-ord groups.

• Without a testable product in market throughout delivery, there is little reporting possible on: benefits realisation, market performance (zero throughout delivery), or return on investment (increasingly negative throughout entire delivery cycle and well beyond release)

TIME NOW

EPIC A

epic B overrunEPIC B

Epic C de-scopeEPIC C

EPIC D

EPIC D

brought forward

EPIC D

next:future businesses

thank you!

studycase

• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS • tools and measures • case study


Portfolio Strategy

Product Co-Ord Technical Co-Ord

Scrum of Scrums

Scrum A Scrum B Scrum C Kanban D

Recommended Target Operating Model

SPONSOR

PORTFOLIO MANAGER

SENIOR ARCHITECT

PRODUCTMANAGER

AGILE COACH

DELIVERY MANAGER

PRODUCT OWNER

SCRUM MASTER

each element represents a single recommended body

GuildsGuildsGuilds

Portfolio StrategyCharter: Direct the strategic capability of the program of work

Typical Agenda: macro-level organisational and inter organisational concerns. Expresses work via strategic architecture, capability roadmap, benefits and measures of program’s value, kaikaku (see capability).Typical Attendees: Sponsor, Portfolio Manager, Capability Consultant, others as required (see involvement).Typical Frequency: fortnightly pre-delivery, weekly during execution and handover, fortnightly during operations.Typical Duration: 1 hour


Strategic Capability Checklist


Has a first-pass been done to initialise this?

Is there a group to manage ongoing? Which group?

Does the group maintain the deliverables?

Vision & Charter During inception Portfolio Mgmt - quarterly yes

Strategic Architecture During inception Portfolio Mgmt - fortnightly yes

Capability Roadmap During inception & each FY Portfolio Mgmt - fortnightly yes

Benefits & Measures During inception & each FY Portfolio Mgmt - monthly yes

Kaikaku Part of strtgc. arch. Portfolio Mgmt - quarterly yes

InvolvementSenior Sponsors & Executives Senior Architect Portfolio Manager Capability Consultant Product Manager

Muri(?) Are there groups of 5-7 people? (?) Are all the people required in the group as active contributors? (1) Are there as few groups as possible to cover off these capabilities? (?) Does the frequency of the meetings match the cadence of the work?


Portfolio Strategy


Scrum of Scrums



SPONSOR

PORTFOLIO MANAGER

SENIOR ARCHITECT

PRODUCTMANAGER

AGILE COACH

DELIVERY MANAGER

PRODUCT OWNER

SCRUM MASTER


GuildsGuildsGuilds

Product Co-OrdCharter: Co-ordinate the product backlog to maximise ROI

Typical Agenda: Groom and reprioritise backlog at macro-level. Inspect incoming requests, scope against roadmap and market, current backlog state and velocities to balance scope vs. schedule, kaikaku and kaizen.Typical Attendees: Product Owners, and others as req.Typical Frequency: weeklyTypical Duration: 2 hours


Technical Co-OrdCharter: Co-ordinate architectural vision to achieve technical excellence and good design in the program. Manage technical conditions to ensure team delivery.

Typical Agenda: Team-originated technical impediments, environments/infrastructure/release co-ordination, technical scope to be placed into the backlog, kaikaku and kaizen.Typical Attendees: Architects, SME Leads, others as required.Typical Frequency: fortnightly pre-delivery, weekly during execution and handover, fortnightly during operations.Typical Duration: 1 hour


Scrum of ScrumsCharter: Serve delivery teams via impediment removal

Typical Agenda: Team-originated impediments, scope negotiations, reporting, co-ordination of co-ordination groups, scheduling, kaikaku and kaizenTypical Attendees: Delivery Managers, Product Owners, Scrum Masters, others as required.Typical Frequency: two times per week + one retroTypical Duration: 30 minutes/1hr retro


Delivery Co-Ord


Portfolio Strategy


Scrum of Scrums



SPONSOR

PORTFOLIO MANAGER

SENIOR ARCHITECT

PRODUCTMANAGER

AGILE COACH

DELIVERY MANAGER

PRODUCT OWNER

SCRUM MASTER


GuildsGuildsGuilds

GuildsCharter: manage knowledge via avoiding rediscovery, reduce cross-team variation. Consider opportunity for organisation-wide.

Typical Agenda: alignment of the concerns of the practice, good practice showcases, establish practice standards, advise technical & product planningTypical Attendees: self-selected members of the practice, at least one per team, per practiceTypical Frequency: weeklyTypical Duration: over lunch or semi-casual event


one per practice

Co-ordination Capability Checklist





Release Management During inception Technical Co-Ord yes

Architecture & Tech Debt High-level architecture during inception Technical Co-Ord yes

Prioritisation Prioritised backlog done upfront Product Co-Ord yes

SMEs & Practice Guilds Groups established Guilds yes

Kaikaku & Kaizen Regular meetings setup, Agile Coach identified All Co-Ord Groups all

InvolvementProgram Manager SMEs Senior Architect Release Manager Product Manager Agile Coach

Muri(?) Are there groups of 5-7 people? (?) Are all the people required in the group as active contributors? (4) Are there as few groups as possible to cover off these capabilities? (?) Does the frequency of the meetings match the cadence of the work?

Scrum & KanbanFollow standard scrum and kanban practice, as appropriate for the team.


Team Capability Checklist


Grooming - conducted to produce fit-for-purpose scope prior to sprint Doc Debt - proactively identified and addressed Tech Debt - proactively identified and addressed Planning - effective collaboration and clarity on sprint achieved Board Usage - effective, 3 column, information-radiating, team-owned Cross-skilling - conscious, consistent and widespread cross-skilling Morale - team exhibits high morale Impediment Removal - proactively identified and addressed daily Impediment Escalation - proactively identified and reported daily Stand ups - achieves clarity, focus and are energising for team Definition of done - includes all steps to automated, non-event dev-to-

production quality at a cycle time matching or exceeding a sprintReview - produces showcase-able iterations, inspects all sprint scope Retro - effectively self-identifies impediments, commits to a small

number of most fundamental improvements first. Velocity - self-referencing, not artificially set, sustainable?







MaturityCapabilities

Typical Calendar


1 2 3 4 5 6 7 8 9 10

Co-OrdPORT.

STRTGY. (1hr)

PROD. CO-ORD.

(2hr)

DELIV.CO-ORD.

(1/2hr)

TECH. CO-ORD.

(1hr)

DELIV.CO-ORD.

(1/2hr)

PORT. STRTGY.

(1hr)

PROD. CO-ORD.

(2hr)

DELIV.CO-ORD.

(1/2hr)

TECH. CO-ORD.

(1hr)

DELIV.CO-ORD. RETRO

(1hr)

TEAMS TEAM A CEREMONIES

TEAM B CEREMONIES

TEAM C CEREMONIES

TEAM D CEREMONIES

TEAM E CEREMONIES

TEAM F CEREMONIES

further reading

appendix

further reading1. TEDTalk: Drive: The Surprising Truth About What Motivates Us

iit.life/drive2. TEDTalk: How Great Leaders Serve Others

iit.life/david-marquet 3. Book: Coca Cola: Design to Grow with Scale and Agility

iit.life/coke 4. Slide Pack: The Netflix Culture

iit.life/netflix 5. Website: The Agile Manifesto

iit.life/agilem

https://iit.life/drive

https://iit.life/david-marquet

https://iit.life/coke

https://iit.life/netflix

https://iit.life/agilem

capabilitiesAppendix

in depth

strategic capabilities


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Vision & CharterAn interaction of the strategic level people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum for revisiting this charter

This is documented in an inception deck: • Why are we here? • Elevator pitch • Product Box / Not in scope • Community • Tech solution


• Risks, Issues, Impediments • A-team identification • High level sizing • Trade-off sliders • First MVP identification


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Strategic ArchitectureAn interaction of the strategic level people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing

Strategic Architecture includes these components: • Adoption Management • Risk Management • Demand Management • Vendor Management • Compliance Management


• Technical Architecture • Team Autonomy Design • People Management • Operations Management • Product Management


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Capability RoadmapAn interaction of the strategic level product people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing

Building off the vision, charter and architecture, the capability roadmap is usually established by a high-level story mapping, followed by decomposition into the largest-sized, highest level backlog. The major elements of this backlog are large groupings of stories, placed on a roadmap as investment themes.



Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Benefits and MeasuresAn interaction of the strategic level product people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing

Building off the vision, charter and architecture, the benefits articulation is done at the same time as the story mapping for the capability roadmap. Each capability becomes large groupings of stories, with expected benefits to be realised from each grouping, and measured against investment to maximise the ROI of the resulting stream of work.



Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

KaikakuAn interaction of all involved at the strategic levels • to inspect measures and current state documentation • to discuss adaptations where required • to execute improvements

Build into management expectation, part of their role • Requires senior coaching • Is a philosophy, not a ‘meeting’ • Use an effectively run retro as the mechanism • May also require offsite-style workshops


Strategic Capability Checklist





Vision & Charter


Capability Roadmap

Benefits & Measures

Kaikaku

InvolvementSenior Sponsors & Executives Senior Architect Portfolio Manager Agile Practice Lead Product Manager

MuriAre there groups of 5-7 people? Are all the people required in the group as active contributors? Are there as few groups as possible to cover off these capabilities?Does the frequency of the meetings match the cadence of the work?

in depth

co-ordination capabilities


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Prioritisation & SchedulingAn interaction of required individuals to:

• co-ordinate the organisation to continually maximise the ROI delivered • map the capability roadmap to backlog • set macro-order priority of groups of stories • estimate groups of stories top down level (t-shirt size) • Delegate design, articulation, user story and acceptance criteria writing to relevant Product Owners • Product Owners to detail, prioritise and schedule work for their respective teams

Key characteristics for successful design: • A clear hierarchy of Product Owners must exist. e.g. Overall Product Owner for priorities -> delegate-per-team

Product Owners for specific priorities and all acceptance criteria -> Technical Business analysts/designers who design guided by the acceptance criteria and write the documentation.

• Product Owners have responsibility for co-ordinating with all required parties on all matters that impact scope. • Product Owners have all accountability on matters of scope. • Product Owners have no accountability, power or ability to ‘set’ velocities of the team • the art of maximising that which is not done is key in this role, which requires continual attention to effort-for-value



Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Release Management


An interaction of required individuals to: • balance scope vs schedule whilst co-ordinating and setting expectations for all parties • map backlog to a sprint & release plan • include change management, co-ordination activities on plan • gather historical velocities (not set future velocities) established by teams • monitor and respond to changes in delivery of teams • socialise the sprint and release plan • execute releases • continuously inspect, adapt to and improve upon releases • This function has responsibility for co-ordinating with all required parties on all matters that impact the release schedule

Key characteristics for successful design: • Mature technical capability for Continuous Integration and Continuous Delivery • Environmental stability from development through to production • Automated tests for as much code coverage as possible


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Systems Architecture & Tech Debt


An interaction of required individuals to: • co-ordinate the organisation to continually adhere to technical excellence and good design • align the delivery to the architectural roadmap • identify, monitor, and plan to resolve ongoing architectural updates • identify, monitor, and plan to resolve ongoing technical debt

Key characteristics for successful design: • Modular architecture developed both incrementally and iteratively in a highly decoupled

manner will aid delivery • this function must work closely with product ownership and scrum master(s) to prioritise

and justify the addition of ongoing work to keep up technical excellence, both as new user stories and updates to definitions of done


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

SMEs & Practices/Guilds


An interaction across capabilities in each team to periodically: • includes: Design, UX, DevOps, Development, Testing, et al. • share approaches and manage knowledge via avoiding rediscovery • establish practice standards across portfolio • continuously inspect, adapt and improve practices

Build into management expectation, part of their role • Strong influence over their team’s definitions of done • Open structures not tied to job titles - i.e. anyone can attend the practice • Continuously updated documentation of the agreed upon practice standards • SMEs, Practices & Guilds should be embedded in each of their teams as champions, with

accountability to coach the team to adopt mature practices, rather than being individually and directly responsible.


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Kaikaku & KaizenCo-ordination teams must run retrospectives facilitated by an appropriate agile coach to periodically inspect and remove impediments to their effectiveness.

Key characteristics for successful practice for co-ordination teams:

• use kanban boards and lean practices • metricise their work via ticket-based representation,

qualified by flow • document the improvement actions from retros


Co-ordination Capability Checklist





Release Management

Architecture & Tech Debt

Prioritisation

SMEs & Practice Guilds

Kaikaku & Kaizen

MuriAre there groups of 5-7 people? Are all the people required in the group as active contributors? Are there as few groups as possible to cover off these capabilities?Does the frequency of the meetings match the cadence of the work?

InvolvementProgram Manager SMEs Senior Architect Release Manager Product Manager Agile Coach

brief look

delivery capabilities


Portfolio

Programs

Teams

STRATEGIC



& RELEASE

BACKLOG high level


KANBANTEAMS

KANBAN

portfolio manager


sponsors

program manager

scrum master

product owner

architects



Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap





Release Management

Development



BACKLOG elaboration

BACKLOG high detail

Kaiz

en a

nd K

aika

ku

Scrum & KanbanFollow standard scrum and kanban practice, as appropriate for the team.


Team Capability Checklist


Grooming - conducted to produce fit-for-purpose scope prior to sprint Doc Debt - proactively identified and addressed Tech Debt - proactively identified and addressed Planning - effective collaboration and clarity on sprint achieved Board Usage - effective, 3 column, information-radiating, team-owned Cross-skilling - conscious, consistent and widespread cross-skilling Morale - team exhibits high morale Impediment Removal - proactively identified and addressed daily Impediment Escalation - proactively identified and reported daily Stand ups - achieves clarity, focus and are energising for team Definition of done - includes all steps to automated, non-event dev-to-

production quality at a cycle time matching or exceeding a sprintReview - produces showcase-able iterations, inspects all sprint scope Retro - effectively self-identifies impediments, commits to a small

number of most fundamental improvements first. Velocity - self-referencing, not artificially set, sustainable?







MaturityCapabilities

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