Agile Projects within the Enterprise Brian Bozzuto

The Legacy of Industrial Production Click to edit Master text styles _ Second Frederic level Taylor Third level Fourth Taylor s level 4 Principles Fifth level Principles of Scientific Management was published in 1911 by 1. Design work based on a scientific study of the tasks 2. Select, train, and develop each worker 3. Cooperate with the workers to ensure methods are being followed 4. Managers apply scientific management principles to planning while workers actually perform the tasks 2

Dividing Labor & Decision Making Click to edit Master text styles _ Second level Third level Fourth level Fifth level I can say, without the slightest hesitation, that the science of handling pig-iron is so great that the man who is... physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig-iron. -Frederic Taylor (Montgomery, 1989) If we focus on a prescriptive process, no matter how good, what is the likelihood of truly breakthrough innovation or performance? 3

What Exactly is Agile? Click to edit Master text styles _ Second level Third level Fourth level Fifth level 4

Manifesto for Agile Software Development We are uncovering better ways of developing Click to edit Master text styles _ software by doing it and helping others do it. Second level Through this work we have come to value: Third level 1. Fourth Individuals level and interactions over processes and tools 2. Fifth Working level software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 5

Scrum a Framework for Agile Projects Click ScrumMaster to edit Master text styles _ Manages the Second process & level removes impediments Third level Fourth level Fifth level Product Owner Maintains a backlog of features to deliver Team Commits to do work for a time boxed period Working System Used to evaluate progress and inform the product 6

Agile Software Development is Popular Click to edit Master text styles _ Second level Third level Fourth level Fifth level 7

Agile is Increasing in Popularity Click So what s to edit the problem? Master text styles _ Second What happens level when a system Third focused level on faced to faced Fourth communication level must scale beyond a single group? Fifth level How do Agile teams interact with traditional teams in an organization? How can teams ever get shippable product every sprint when building a large interdependent application? 8

How Do you Manage a Large Agile Team? Click to edit Master text styles _ Second level Third level Fourth level Fifth level 9

Click Individuals to edit Master & Interactions text styles _ Second over Processes level & Tools Third level Agile focuses on team Fourth interactions level Fifth level But what about those outside of a team? What about the practical constraints of a large group? 10

Before we dive into large scale projects Click How many to edit projects Master text have styles you _ worked on at once? Second level Third level Fourth level Fifth level Is this 1 FTE? How about this? And this? Why do we split people across projects? 11

Multiple Projects Give us Flexibility Click to edit Master text styles _ Second level Third level Fourth level Fifth level What price do we pay for this behavior? Person begins 3 projects with equal allocations Project 2 is impeded, more time is allocated to other projects Project 1 is made a higher priority, increase time on that one 12

The Price of Multi-Tasking Click Loss to of edit Productivity Master text styles _ Second Task level switching Overhead for multiple projects Third level Challenge of getting multiple Fourth people level to work on the same Fifth level thing at the same time Loss of Visibility If the goal is to keep everyone busy, we can t see the bottleneck Multitasking & multiple projects to keep people at 100% capacity is not productive 13

Splitting Work instead of People Click Feature to 1edit Master text styles _ Feature 2 Second Feature 3 level Third Feature level 4 Project Stakeholder Fourth level Fifth level Feature A Feature B Feature C Feature D Project Stakeholder The Product Owner reconciles requirements from different stakeholders Product Owner Feature A Feature 1 Feature 2 Feature I Feature B Feature C Project Team Feature I Feature II Feature III Feature IV Project Stakeholder What happens if the work is sufficient that we need more than one team? The team works from a single backlog even if it spans what may have been multiple projects 14

Communication Channels within a Group Click to edit Agile Master teams consist text styles of 7 _ Second level +/- 2 people Third level Fourth level Fifth level 15

Scaling on People Scrum of Scrum Click to edit Master text Scrum styles of Scrums _ Second level Third level Fourth level Fifth level ScrumMasters Meet daily at a scrum of scrums Coordinate interdependencies 16

Scaling on People Meta Scrum Click to edit Master text Scrum styles of Scrums _ Second level Third level Fourth level Fifth level A meta scrum can consist of any group of specialists (analysts, architects, etc.) They may simply coordinate efforts & standards They may take on their own work as a group Meta Scrum 17

Click Collaboration to edit Master over text styles _ Second Contract level Negotiation Third level Software development is meant Fourth to be a level cooperative activity Fifth level How do we align the motives of multiple teams? How do we ensure everyone works together? 18

How Do You Organize Your Teams? Click We usually to edit organize Master them text styles by _ Second skill level Third level Fourth level Fifth level Web Service Team Content Management Team Many Agile teams try to organize them around capabilities Homepage Team Search Team Middleware Team This model maximizes interdependencies between teams Shopping Cart Team This model requires more people to have broader sets of skills or for specialists to be split among teams 19

Shared Resources Click Two to teams edit need Master to work text styles _ Second together level across a problem domain Third level Share resources rather than Fourth requirements level Fifth level Teams can now work across technical domains One team of specialists maintains a distinct resource Team assigns liaisons to other teams Liaisons may contribute directly or work with the specialists 20

Common Goals Click Teams to edit will collaborate Master text based styles _ Second the structure level in which they are organized Third level Teams with team-specific goals Fourth will level collaborate less Fifth level Teams with goals too large for them to achieve alone will collaborate more 21

A Unifying Goal Click to edit Master text styles _ Second level Executive Third level Let s define the capabilities we need and Fourth level start on one that spans all systems Fifth level Product Owners I want an enterprise system to handle all personnel capabilities that can scale to our entire global operation Hire Transfer Promote Fire Each team identifies the work they must do to meet the immediate goal of hiring a new employee Portal Welcome Message First Day Checklist My Info Dashboard Security Provision user Assign roles Default password Security question Talent Management Create job req Review applicants Make offer Approve Offer Human Resources View profile Enter info Assign department Assign manager Payroll Assign salary With holdings Direct Deposit 22

Click Working to edit Product Master over text styles _ Second Comprehensive level Third Documentation level Fourth level How do we demonstrate Fifth level working product when our product spans so many teams? How do we measure progress? 23

Getting Feedback in an Agile Project Click to edit Master text styles _ Second level Stand Up (Daily) Third level Fourth level Fifth level Sprint (2-4 weeks) Agile teams measure progress by working code Agile programs demonstrate progress with a working, integrated system Release (2-4 months) 24

Has This Ever Happened to You? Click to edit Master text styles _ Second level Third level Fourth level Fifth level So how are we doing on that story? Well, it s basically done A definition of done is critical Must be agreed upon by the team and the product owner Must be clear Must be enforced The same concept applies to if a story is ready Does the team understand it Has it met whatever criteria they agree to? 25

Done & Ready Click to edit Master text styles _ Second Definition of level Ready Third level Fourth level identified Fifth level 1. Team has reviewed it 2. Team has sized it 3. Technical dependencies 4. Acceptance criteria defined We need to slow down in order to go fast 26

Click Responding to edit Master to Change text styles _ Second over Following level a Plan Third level How do we get visibility into Fourth overall level progress? Fifth level How do we know if we re on track or not? How do we plan across multiple teams? 27

Measuring work in Points Click Story to points edit Master a parametric text styles _ Story Second measure level Each piece of work should Third include level design, development, Fourth testing, level validation, and integration Fifth level Sizes of work are relative to one another Must be sized by the team doing the work Only relevant to that team s performance Scaled to be less precise the larger the estimate Use the Fibonacci scale 1,2,3,5,8,13,21 Product Search 5 Size Shopping Cart 21 Wish List 13 Coupon Codes 5 Shipping Options 8 Pay with Credit Card 13 Suggestions 5 Deal of the Day 5 Log In 8 28

Velocity Chart Bar Chart Click to edit Master text styles _ Second level Third level Fourth level Fifth level Shows velocity history for single team Cannot be used to compare multiple teams Remember: Past Performance Does Not Guarantee Future Results 29

Release Burn-Down Click to edit Master text styles _ Second level Third level Fourth level Fifth level How long will it take to release these features? 30

Release Burn-Down Multiple Velocities Click Forecasting to edit Master with Different text Velocities styles _ Second level Third level Fourth level Fifth level *Assumes Controlled Scope 31

Feature Reporting Click to edit Master text styles _ Second Progress level reported based on points Third level Fourth level Fifth level Stories can be grouped into features that can span teams These measures are in points, so if we span multiple teams they may become distorted 32

Team Reporting Click Points to are edit relative Master to a text team styles _ Second level Third finishlevel Fourth level Fifth level Using points and velocity, we can determine when each team will Total Points Points Complete % Complete Avg. Velocity Sprints to Complete Finish Date Team A 30 16 53% 3 5 5/15/2010 Team B 90 36 40% 11 5 5/15/2010 Team C 64 54 84% 8 2 4/1/2010 Team D 205 85 41% 21 6 6/1/2010 Team E 72 29 40% 11 4 5/1/2010 33

Planning Across Teams Click The to best edit way Master to let teams text plan styles _ Second interdependencies level is to give them shared space Third level All teams do planning on the Fourth same level day Fifth level All teams do planning in the same general area Teams should know in advance what other teams may want from them Product owners & executives are available to resolve conflicting priorities Ways to Share Work Away Stories Written by one team and handed off to another. They are reported on daily at the Scrum of Scrums Away Resources Lend a person to another team for a sprint. The person makes their commitment as part of the team they work with 34

Working with Traditional Teams Click Strategies to edit for Master working text with styles _ Second traditional level teams Find a space with minimum Third interdependencies level Fourth Request level resources rather than Fifth level deliverables Use advance planning and treat them as dependencies We ll be happy to work with you, just tell us everything you need, and then wait six months... Experience shows that this is very difficult to maintain in the long-run An organization either becomes Agile or the Agile team reverts 35

So what does management do? Click to edit Master DO NOT text try to styles be a _ hero Second level Third level Fourth level Fifth level Allow teams to self-organize and solve the problems they can Allow teams to interact and establish rapport between each other Allow teams to fail early and learn Enforce agreed upon guard rails Definition of done work Basic mechanics of the process Sustainable pace Address impediments the teams can t resolve on their own Organizational issues Dependencies with other teams & processes Training & technical tools Many large organizations will create an Enablement team 36

In Conclusion Click to edit Master text styles _ Second People level over Processes & Tools Third level Fourth level Fifth Collaboration level over Contract Negotiation Using Agile for large projects within enterprises is quite possible As much as possible, keep interactions between people (not forms) and provide shared space for them to meet, work together and even socialize Frame the work and objectives in such a way that teams must work together. Working Product over Comprehensive Documentation Agree on clear definitions of done work that includes integration with other teams. Be sure that product is demonstrated across teams. Responding to Change over Following a Plan Allow individual teams to self-organize, establish clear and consistent ways for them to interact with other teams and the program. The goal is for management to have visibility into teams, not control. 37

Adapted from The Heart of Coaching, Crane 2009 38

Pressure to revert to the mean 39

Prescott s Pickle Principle Cucumbers get more pickled than brine gets cucumbered. Dr. Jerry Weinberg 40

Pressure to revert to the mean Mitigate current pressure within the system Provide Pressure for change 41

One Final Warning Click Agile to is edit a disruptive Master and text styles _ Second transformative level process It will expose problems within the Third organization level Fourth It will level change people s roles & Fifth level responsibilities It will upset the status quo It can be very difficult to maintain an Agile program within a larger traditional organization But it s a LOT MORE FUN Niccolo Machiavelli (from The Prince) 43 It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order

Thank You! Are there any questions? Click to edit Master text styles _ Second level Third level Fourth level Fifth level For More Information, please visit our website: www.bigvisible.com 44