scaling agile - multiple team dynamics
DESCRIPTION
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level? Presented by: Sanjiv Augustine, President of LitheSpeedTRANSCRIPT
• Basic Adoption Threshold
• Multiple Team Dynamicso Preparing for Multiple Team
Rollouto Adoption Managemento Team Managemento Program Management
• Q&A
2
Agenda
Small is Beautiful
“…for a large organization to work it must behave like a related group of small organizations.”- E. F. Schumacher, Small is Beautiful
Image source: http://practicalactionconsulting.org/?id=is_small_beautiful
;
Basic Adoption Threshold
Traditional Silos Customer BA Designer DeveloperPM
CoreTeam(EXAMPLE)
BA / Tester
BA
Tester
ProductOwner
Developer
Designer
Developer /BA
SM
ReleaseManager
CapacityPlanner
Prod.
Architect
TechOps
BusinessSponsor
RiskAssessor
Security
Dedicated, Integrated Scrum Team
4
BAAnalysts DeveloperDeveloperDeveloperDesigners Tester
The Core Project Team ideally consists of 5-9 dedicated members (7 +/- 2).
The Extended Team can contain many additional members, each playing an important role, but they are typically not dedicated to the effort.
TesterTestersDevs
Sprint
“Ready” and “Done” Discipline
What must be in place at the beginning of the Sprint for your project team to have a productive Sprint?
What must be in place at the end of a Sprint to have a deployable product increment?
Ready In Process Done
5
Agile Engineering Practices allow teams to move fast, be flexible and deliver high quality software:
• Automated Builds & Continuous Integration reduce time and effort associated with manual builds, and risk from big-bang integrations
• Simple Design & Refactoring keep incremental development from leading to poor architectures
• Multi-Level/Automated Testing & Test-Driven Development reduce testing time and effort and allow developers to make changes with confidence
• Pair Programming increases software quality without impacting time to deliver.
Agile Engineering Practices
Agile Engineering, Pg. 1246
Multiple Team Dynamics
Preparing for Multiple Team Rollout
• Executive, senior and middle management must all be change agents• Business and IT must be willing to dedicate the appropriate resources
o Agile teams require more dedication from assigned resourceso Need an Agile Champion to lead the Agile programo Need to fund for experienced Agile process coacheso Need to fund for additional training and capability developmento Need to fund for Agile team rooms
• Process learning will consume some amount of project teams’ time and effort
• Changes to existing processes will be necessary: in particular, resource management and portfolio management
• The project manager and product manager roles will change significantly
Large Scale Adoption Implications
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Some typical implications of large scale adoption:
Adoption Management
Incremental Rollout Strategy
Initial Pilots - Pilot Projects With Day-to-Day Oversight by Master Coach
Expanded Pilots - Projects Using combination of Experienced Associates and Trained Associates with Master Coach oversight across Multiple Projects
Enterprise Rollout - Autonomous agile capability using experienced and trained associates. Occasional master coach involvement on an as-needed consultative basis
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Your first projects need:• Product Owner involved,
accountable & empowered to control scope & schedule
• ScrumMaster empowered to control process
• Dedicated, integrated team• Executive support for
learning and exploration• Short term initial release timeline (< 3 months) • Potential for measurable business results and impact
12
Pilot Project Selection Criteria
Thanks to Mike Cohn for the image:http://blog.mountaingoatsoftware.com/four-attributes-of-the-ideal-pilot-project
Collaborative Workspace Design
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Capital One Workspace Design, Source: http://www.degw.com/project.aspx?id=14&p=Capital+One
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Create a defined and reliable process:• Standardize high-level process steps, deliverables,
tools and artifacts• Agree on process audit procedures• Develop standard process metrics
Process Standardization
The Six Sigma Paradox
To attain six sigma performance, we must minimize process variability, slack and
redundancy by building variability, slack and redundancy into our organizations.
Team Management
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Conquer and divide by building a federation of agile teams:
• Build the “whole” into the “parts”
• Set a size limit ( e.g. 7 +/- 2 people)
• To grow, create new integrated Agile teams when team size limit is reached
• Coordinate among teams via an Agile PMO
Scaling Agile Teams
Agile Engineering Practices allow teams to move fast, be flexible and deliver high quality software:
• Automated Builds & Continuous Integration reduce time and effort associated with manual builds, and risk from big-bang integrations
• Simple Design & Refactoring keep incremental development from leading to poor architectures
• Multi-Level/Automated Testing & Test-Driven Development reduce testing time and effort and allow developers to make changes with confidence
• Pair Programming increases software quality without impacting time to deliver.
Agile Engineering Practices
Agile Engineering, Pg. 12417
Software Craftsmanship:• Replaces the notion of software development as
an engineering activity in favor of an older concept of a software studio with a skills progression from apprentice to journeyman to master craftsman
• Developers are expected to take on multiple roles and be responsible for a complete job from start to finish
• Proficiency is built across the spectrum of the core skills of programming: programming, testing, debugging, and maintenance
• Master craftsmen are journeymen who develop their mastery through learning and experience on many projects, and the nurturing of other developers
Software Craftsmanship
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http://manifesto.softwarecraftsmanship.org/
“Productivity” is not a mechanical measure of speed.
• Knowledge drives productivity; Knowledge workers need to own the responsibility for their own productivity
• Knowledge worker productivity is dependent on quality at least as much as quantity
• Optimal quality is the path to high productivity
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From AllPosters.com
Team Productivity Management
Tips: Measure outcome, not output Measure only a few things Ensure commonly understood operational definition
and measurement plan Target specific questions and audiences
- Courtesy Robin Dymond and Deborah Hartmann
Program Management
• Encourage face-to-face dialogue across levels
• Create overlapping management with “linking pins”
• Run the Lean-Agile PMO as an Agile project teamSource: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
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Organizational Structure
Oscillating Between Information Discovery and
Integration
A centralized structure works well for discovery, because the
individual’s role is to find information and report it back. In contrast, a richly connected
network works best for integration and decision
making, because it allows the individual to hear everyone
else’s opinion about the expected return from each of
the alternatives.
- Alex Pentland, How Social Networks Network Best, Harvard Business Review,
February 2009
Portfolio Alignment Wall
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• Terminate sick projects
• Split large projects in smaller ones
• Prioritize projects by business value, at least within business unit
• Limit development timeframe to months
• Re-prioritize projects regularly
1
Development
3 24
Little’s Law WIP Completion Rate
Portfolio Realignment
23
Business Goals & Strategy Production Sunset
Cycle Time =
Backlog
• Multiple, stable teams each focused on a single project at a time
• Dedicated to platforms or lines of business
• Platform owner prioritizes next project
• Result:o Support multiple lines of business
simultaneouslyo Focused effort results in quick
delivery for individual projectso Clear accountability o Stability and predictability
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
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Stable Platform Teams
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Contact Us for Further Information
Sanjiv [email protected]
Arlen BankstonExecutive Vice President
Roland CuellarVP, Enterprise Agile Consulting
David BulkinVP, Agile Coaching
On the Web:
http://www.lithespeed.com
http://www.sanjivaugustine.com
"I only wish I had read this book when I started my career in software product management, or even better yet, when I was given my first project to manage. In addition to providing an excellent handbook for managing with agile software development methodologies, Managing Agile Projects offers a guide to more effective project management in many business settings." John P. Barnes, former Vice President of Product Management at Emergis, Inc.