How Is Agile Working For You Keep Austin

Earl Is Stressed "We've attempted to adopt Agile across our IT organization, but we're

The Companies Confidential Do not copy or distribute without express permission of Rally. ©

Company #1: Large Internet Company Overview: • 10, 000+ engineers • 10 + years

Company #2: Medium Saa. S Company Overview: • 160+ engineers • 14+ years of

The Problems Confidential Do not copy or distribute without express permission of Rally. ©

Evolution to the Easy -8 - Confidential Do not copy or distribute without express

Developer-only Agile -9 - Confidential Do not copy or distribute without express permission of

Managing the Matrix Confidential Do not copy or distribute without express permission of Rally.

Moving “Resources” We uncovered the performance costs of unstable teams … and are seeing

The Tyranny of the Now • Hidden work • High work-in-process (WIP) • Lack

What does high-performance Agile look like?

Key Attributes 1. Reliable delivery engine (delivery groups) supported by leadership, people, process, and

Enterprise Scale Agile Is Hard! Performing Agile development teams are not sufficient Choosing product

Agile Is a Mindset “Cultural changes are the hardest. ” — Don Woodlock, GE

That Requires Organizational Transformation Scattershot . . . it’s not a question of whether

Agile Today Satisfaction Performing Agile Teams Performing at Scale Unpredictable Delivery High Performance Agile

Company #3: Medium Insurance Company Overview: • 200+ engineers • 2+ years of Agile

How can you get there? The Second Wave of Agile Confidential Do not copy

First Things First – Back to Basics Confidential Do not copy or distribute without

The Impact of Agile Quantified • Limit WIP • If practicing Scrum: - Use

Scale Agile - 24 - Confidential Do not copy or distribute without express permission

Organize for the Work Product Manager Agile Team Delivery Director PO SM PO Agile

Add Program / Product Management - 26 - Confidential Do not copy or distribute

Plan Collaboratively - 27 - Big Room Planning Confidential Do not copy or distribute

Intelligent Design Co g inin ach Tra ing Organizational Change s ces Pro -

Continuously Improving Confidential Do not copy or distribute without express permission of Rally. ©

Always Transforming Process: What is your Agile maturity? new expert Structure: How is your

Delivers the Original Promise of Agile Confidential Do not copy or distribute without express

Remember Company #2? Medium Saa. S Company

After Transformation Overview: Results: • 160+ engineers • 2 X feature output • 14+

“If you want to go fast, go alone. If you want to go far,

Thank you Confidential Do not copy or distribute without express permission of Rally. ©

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How Is Agile Working For You? Keep Austin Agile 2015 Steve Wolfe Solutions Manager, Rally Software May 8, 2015 www. rallydev. com

Earl Is Stressed "We've attempted to adopt Agile across our IT organization, but we're not seeing enough improvement to our speed, predictability, or business value to justify a continued investment. "Now we're being disrupted and the company's in trouble. This million-dollar investment isn't working!" Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. -2 - www. rallydev. com

Company #1: Large Internet Company Overview: • 10, 000+ engineers • 10 + years of Agile • Hundreds of teams • Long history of team-focused Agile practices • Strong resistance to scaling Agile and Agile product management practices Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. Results: -4 - • Lack of ability to manage work across the organization • No visibility into work even at the team-level • Regressed Agile practices to the degree of Agile anarchy • Agile dogma wars • Unrecognizable team-level practices • Strong organizational resistance to Agile practices www. rallydev. com

Company #2: Medium Saa. S Company Overview: • 160+ engineers • 14+ years of Agile • 15 teams • Long history of experimental Agile practices • 5+ product lines • Considerable loss in organizational velocity and value delivery Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. Results: -5 - • Resistance to management of work across the product lines • Evolution to the easy • “Agile is for engineers” mindset • Unrecognizable team-level practices • Strong organizational resistance to Agile coaching www. rallydev. com

How does this happen?

Moving “Resources” We uncovered the performance costs of unstable teams … and are seeing 30 - 50% improvements in both cost and delivery duration compared to similar waterfall projects. ” - Michael Santoro, Director, GVS Global Business Partnership Team - 11 - Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 11 - www. rallydev. com

The Tyranny of the Now • Hidden work • High work-in-process (WIP) • Lack of focus • Or, purposeful focus away from vision • Learned helplessness Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 12 - www. rallydev. com

What does high-performance Agile look like?

Key Attributes 1. Reliable delivery engine (delivery groups) supported by leadership, people, process, and tooling 2. Predictable delivery that hits key business milestones 3. Builds the right things, aligned to business initiatives (Agile Product Management) 4. Transparency, trust, and collaboration with stakeholders 5. Actively measuring business outcomes 6. A culture of investment in fact-based continuous improvement Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 14 - www. rallydev. com

Why is this so hard to achieve?

Enterprise Scale Agile Is Hard! Performing Agile development teams are not sufficient Choosing product over practice leads to failed Agile Deliver Value Faster Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 16 - www. rallydev. com

Agile Is a Mindset “Cultural changes are the hardest. ” — Don Woodlock, GE Healthcare Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 17 - www. rallydev. com

That Requires Organizational Transformation Scattershot . . . it’s not a question of whether your firm will adopt Lean and Agile techniques but how soon and how broadly it will adopt them. Firms that charge into the transformation blindly will meet an untimely but fairly predictable end. ” - Forrester Research, Determine the Business Transformation and IT Impact of Agile Development 2012 Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 18 - www. rallydev. com

Agile Today Satisfaction Performing Agile Teams Performing at Scale Unpredictable Delivery High Performance Agile Not connected to the Business Missing an Opportunity Scattershot Agile Cultural Resistance Inconsistent Practices Poor Delivery Insufficient Tooling Agile Ghettos Questioning Investment Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. Improve Fix - 19 www. rallydev. com

Company #3: Medium Insurance Company Overview: • 200+ engineers • 2+ years of Agile • 18 teams • “Launched” Agile rollout with a focus on total transformation • Open and honest retrospection • Committed to organizational change • CIO / business alignment Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. Results: - 20 - • Organizational buy in to Agile principles and practices • Measurable improvements in quality, velocity and customer satisfaction • Consistent team-level Agile practices • Consistent organizational practices to align delivery work to portfolio priorities www. rallydev. com

How can you get there? The Second Wave of Agile Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. www. rallydev. com

The Impact of Agile Quantified • Limit WIP • If practicing Scrum: - Use two week iterations - Task out stories • Size teams appropriately: - 7 +/- 2 for balanced performance - Larger teams okay • Have dedicated and stable teams • Encourage small stories Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 23 - www. rallydev. com

Organize for the Work Product Manager Agile Team Delivery Director PO SM PO Agile Team Delivery Manager Communities Of Practice PO SM Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. PO - 25 - www. rallydev. com

Add Program / Product Management - 26 - Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 26 - www. rallydev. com

Plan Collaboratively - 27 - Big Room Planning Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 27 - www. rallydev. com

Intelligent Design Co g inin ach Tra ing Organizational Change s ces Pro - 28 - ty uni mm Co Agile Center Of Excellence (COE) Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. Platform www. rallydev. com

Always Transforming Process: What is your Agile maturity? new expert Structure: How is your org structured? siloed Here? integrated Metrics: Do you have the right info? lagging Here? leading People: What is your culture? controlled collaborative Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 30 - www. rallydev. com

Delivers the Original Promise of Agile Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 31 - www. rallydev. com

Remember Company #2? Medium Saa. S Company

After Transformation Overview: Results: • 160+ engineers • 2 X feature output • 14+ years of Agile • • 15 teams Average 95% commitment / acceptance ratio • Re-baselined Scrum Agile practices • 100% delivery of roadmap commitments • Big gains in productivity, quality, and predictability • Big Room Planning • 1 Release Train • 1 product (feature-based) roadmap Confidential Do not copy or distribute without express permission of Rally. © 2015 Rally Software Development Corp. All rights reserved. - 33 - www. rallydev. com

Where are you in your Agile journey?

“If you want to go fast, go alone. If you want to go far, go together. ” African Proverb

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