Agile Adoption Strategies Don Mc Greal don mcgrealImproving

Agile Adoption Strategies Don Mc. Greal don. mcgreal@Improving. Enterprises. com @donmcgreal linkedin. com/in/donmcgreal www. synerzip. com

www. synerzip. com

Your Company’s Hierarchy CIO Compliance VP, Technology PMO Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

1: Individual Adoption CIO Compliance VP, Technology PMO Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

2: Development Team Adoption CIO Compliance VP, Technology PMO Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

3: Project Adoption CIO Compliance VP, Technology PMO Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

4: Enterprise Adoption CIO Compliance VP, Technology PMO Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

scenario 1: all by myself You are a new member (Dev, QA, BA, Manager, etc. ) on a team within a large organization. You just came from a successful agile project. You are the only one on your new team with any agile experience. When it comes to adopting agile, your non-agile team mates range from eager, to cautious, to skeptical. CIO Compliance VP, Technology PMO What do you do? Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

scenario 1: all by myself Start NO Any interest on team? YES Schedule Agile Intro & Qn. A YES Business Interest? Invite Business NO Agile Intro & Qn. A Agile Training & Coaching YES Find Another Team YES! (for other teams) NO Do It? Maybe Do a Sprint Retrospective www. synerzip. com

scenario 2: over the wall You are on a new team of 5 programmers, 2 testers, and a manager. You have all been practicing agile in some form or fashion for years. The business, however, is unfamiliar with agile and is used to handing off requirements. CIO Compliance VP, Technology PMO What do you do? Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

scenario 2: over the wall Start Invite Business & Stakeholders to Demo NO Is there a Business Sponsor? YES Plan Release with Sponsor Demo www. synerzip. com Do a Sprint

scenario 3: no support You are on a team of 5 programmers, 2 testers, 2 business analysts, a manager, and a business sponsor. You have a great relationship with the business and work with them on a daily basis. The organization, however, has a formal process which includes: budgeting, weekly status reports, quality gates, time tracking, etc. Changes can affect bonuses. CIO Compliance VP, Technology PMO What do you do? Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

scenario 3: no support Start Compliance Restrictions? NO Add to Backlog No Worries! YES NO Existing Process? YES Does it Map to Agile? NO Notify Stakeholders Do a Sprint Retrospective w PMO/Mgmt www. synerzip. com Demo with PMO/Mgmt

scenario 4: from the top You are a new VP, brought in to manage a growing e-commerce division in a large organization. You have seen agile practices work well at your previous company. There is little evidence of agile in this organization. What little process that is visible seems to be rooted in Sarbanes-Oxley compliance. CIO Compliance VP, Technology PMO What do you do? Director, Architecture VP, Business QA Manager Development Manager Product Manager Project Manager Architect QA Programmer Business Analyst QA Programmer Project Manager Programmer www. synerzip. com Business Analyst

scenario 4: from the top Start YES Risk? NO Restructure Teams Pilot Team(s) YES Able to Train? On Board? Whole Team Agile Training NO NOT SURE Agile Assessment YES Do a Sprint Retrospective w Organization www. synerzip. com Demo with Organization

Leading Real Change 1. 2. 3. 4. 5. 6. 7. 8. Establish Urgency Create Guiding Coalition Develop Change Vision Communicate Vision for Buy-in Empower Broad-based Action Generate Short-term Wins Never Let Up Incorporate Change into Culture www. synerzip. com

Agile Mentoring Program www. synerzip. com

Agile Adoption Investments Worst Perfect • A single vision per project • Dedicated project teams • Teams formed around functionality rather than technology (vertical vs. horizontal) • Project team willing & able to self-organize • Daily business involvement with project team • Potentially shippable product every iteration www. synerzip. com

Process Anti-Patterns • Cargo Cults • Tipping the scales • Cookie Cutter www. synerzip. com

Cargo Cults www. synerzip. com

Tipping the Scales www. synerzip. com

Cookie Cutter www. synerzip. com

Questions? Don Mc. Greal www. synerzip. com don. mcgreal@ Improving. Enterprises. com Hemant Elhence hemant@synerzip. com 469. 322. 0349 @donmcgreal linkedin. com/in/donmcgreal www. synerzip. com

Synerzip in a Nut-shell 1. 2. 3. 4. 5. Software product development partner for small/mid-sized technology companies • Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase • By definition, all Synerzip work is the IP of its respective clients • Deep experience in full SDLC – design, dev, QA/testing, deployment Dedicated team of high caliber software professionals for each client • Seamlessly extends client’s local team, offering full transparency • Stable teams with very low turn-over • NOT just “staff augmentation”, but provide full mgmt support Actually reduces risk of development/delivery • Experienced team - uses appropriate level of engineering discipline • Practices Agile development – responsive, yet disciplined Reduces cost – dual-shore team, 50% cost advantage Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option www. synerzip. com

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Thank You! Call us for a free consultation! Don Mc. Greal www. synerzip. com don. mcgreal@ Improving. Enterprises. com Hemant Elhence hemant@synerzip. com 469. 322. 0349 @donmcgreal linkedin. com/in/donmcgreal www. synerzip. com