Scaling Agile Organically Presented by Damon Poole Agile

@Damon. Poole Highlights • Independent Agile Consulting • Founder at Nexxle • Chief Agilist • Enterprise Transformation • Built Agile Delivery team Founder, CEO, CTO 800 Team Transformation Acquired by Past President Copyright 2016 -2018 Damon Poole 2

The Genesis of the Agile Manifesto “Lightweight” Methodologies from the ’ 90 s, represented during the creation of the Agile Manifesto Scrum (1993) Distilled Principles and Values DSDM (1994) XP (1996) Agile Manifesto (2001) 17 authors at a gathering at Snowbird Ski Resort in Utah in 2001 FDD (1997) Crystal Methodologies (1998) Copyright 2016 -2018 Damon Poole 3

Scrum’s Connection to the Agile Manifesto Continuous delivery of valuable software Customer collaboration Responding to change Simplicity--the art of maximizing the amount of work not done--is essential. Business people and developers must work together daily Product Owner Self-organizing team Backlog Iteration Scrum Master Iteration planning Standup At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly Trust them to get the job done Progress tracking Retrospective Iteration Review Shippable increment every 1 -4 weeks Copyright 2016 -2018 Damon Poole The best architectures, requirements, and designs emerge from self-organizing teams. Individuals and interactions Give them the environment and support they need Working software is the primary measure of progress Deliver working software frequently 4

Your Existing Traditional Ecosystem User Experience Process Infrastructure / Tools Agile Transformatio n Capability and Capacity Leadership & Management Behaviors Product Management / Business Units Portfolio, Program & Project Management QA / Testing Policies & Procedures Software Development Deployment / Operations Copyright 2016 -2018 Damon Poole 5

Throwing out the Baby with the Bathwater “Scrum doesn’t have that” Traditional ecosystem Project B C Project D E Agile ecosystem Project A 1 • • • Years of experience • Policy and procedure • Experienced project, program, and portfolio managers • Institutional support and “muscle memory” Copyright 2016 -2018 Damon Poole Project A 2 Agile Coach Use of Scrum Supportive manager (s) Some training 6

Grow Towards an Agile Ecosystem Copyright 2016 -2018 Damon Poole 7

Grow Agile Embedded Within Your Traditional Ecosystem Traditional ecosystem Project E B C Project Agile ecosystem D Project A 1 Use whatever traditional mechanisms are in place to support your Agile efforts until such time as there is an Agile equivalent available. Example: continue to use traditional program management to coordinate multiple Agile teams. Scrum on its own does not include multiple-team guidance. It is left as an exercise for the reader. Project A 2 “Give them the environment and support they need, and trust them to get the job done. ” “Individuals and interactions over processes and tools” Copyright 2016 -2018 Damon Poole 8

Multi-Team Guidelines • Grow efforts from a single team to needed capacity • Truly releasable every iteration • Limit projects in progress • Reduce dependencies • Focus on removing and reducing complexity rather than accommodating it • Treat Agile expansion as any other project in your portfolio, but run it in an Agile manner Copyright 2016 -2018 Damon Poole 9

Accommodation Example – Dependencies Iterations of work TEAM A cy n e d n Depe TEAM B Iteration 1 Iteration 2 Iteration 3 • Iterations not releasable • Coordination problems • May cause a delay Copyright 2016 -2018 Damon Poole 10

Splitting Stories to Simplify Dependencies Copyright 2016 -2018 Damon Poole 11

Coordinating the Work for a Story within the Same Iterations of work TEAM A TEAM B Iteration 1 Iteration 2 Iteration 3 Problems can now be resolved within the same iteration “Working software is the primary measure of progress. ” Copyright 2016 -2018 Damon Poole 12

Agile Techniques Related to Growth • Daily team coordination, aka “Scrum of Scrums” • Regular multi-team retrospectives • Co-planning • Regular multi-team reviews • Small stories (Rule of thumb: 2 stories / dev / week) • Escalation tree • Coordinated cadences • Refactoring • Automation Copyright 2016 -2018 Damon Poole 13

Synch Points for Interdependent Teams Daily Leadership Escalation Meeting Within a given value stream TEAM Scrum, one week iterations BACKLOG TEAM Kanban BACKLOG VALUE STREAM MANAGERS BACKLOG Daily So. S Scrum, two week iterations TEAM Continuous PRODUCT All-team review All-team retro PROGRAM Copyright 2016 -2018 Damon Poole 14

Iteration Based Portfolio and Program Management Teams TEAM BACKLOG “Responding to change over following a plan” TEAM BACKLOG Funding and Priority Based Decision Making BACKLOG Planned Work TEAM Copyright 2016 -2018 Damon Poole Iterations 15

Cycle Time Customer Requests Product Updates Copyright 2016 -2018 Damon Poole 16

A Cycle Time Based Measure of Agility Traditional A year or more Near Within a quarter Basic Within 4 weeks Intermediate Within 2 weeks Advanced Within 1 day Here, cycle time refers to the time it takes for a user request to get from the user into production. It must be along an official path, which means it must be documented and not part of any expedited or exception based process. Also, if work must be part of a funded project, then eithere is an official way to add an important new item and the full time for that process must be included or the full time it takes to get a project funded must be included. Copyright 2016 -2018 Damon Poole 17

Measuring Agility (Primary Measures) Measures Traditional Near Basic Intermediate Advanced Cycle Time Year or more Quarter 4 weeks 2 weeks 1 day Customer Infrequent involvement Feedback on completed work at least once every four weeks from real users of the solution or a reasonable proxy Feedback on completed work at least once every two weeks from real users of the solution or a reasonable proxy Feedback on completed Continuous involvement work at least once per of real users of the week from real users of solution the solution or a reasonable proxy Quality No definition of done Steps are being actively There is a definition of taken to move to the basic done. Steps are being level taken to automate all testing and deployment activities. Morale Not yet at the basic level and there is no move in that direction Steps are being actively People feel like their People have some choice People are happy, taken to move to the basic work is part of a shared in what they work on, supported, trusted, safe, level goal. deciding how to do it, and feel a sense of and estimating the purpose, they feel it is amount of effort one of the best places required they have ever worked Copyright 2016 -2018 Damon Poole The definition of done is was agreed to by most agreed to by all parties responsible for and is strictly followed. getting work to done and All testing and it is generally followed. deployment is automated 18

Start With a Single Team – Add-on as Needed “The best architectures, requirements, and designs emerge from self-organizing teams. ” Grow TEAM Start TEAM Iterations of work TEAM Added • Weekly co-planning • Co-iteration review • Coordinated cadence Copyright 2016 -2018 Damon Poole Added • Value Stream Product Manager • Daily stand-up of stand-ups • Retro of retros 19

Your Agile Capabilities and Capacity Additions: • Sr. Scrum Master or Agile Coach • Appropriately staffed Scrum • Experienced Agile Product Master, Product Owner, manager, Manager & coach mentorship and training • x-Functional Agile adoption team, program run as an Agile team • x-Functional leadership team to handle multi-team impediments • Senior Tech Lead experienced in Agile coding and testing • Experienced Agile x. Formation “Give them the environment and support they expert need, and trust them to get the job done. ” • Agilist UX expert • Devops expert • Experienced Scrum Master • Experienced Product Owner • Everyone on team formally trained • All managers connected to team formally trained • “Air cover” for the team and managers to learn Copyright 2016 -2018 Damon Poole 20

Rinse, Repeat Increase capability, inspect, adapt No Is our current Agile ecosystem stable? Yes Add more people to Agile ecosystem if desired “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly” Copyright 2016 -2018 Damon Poole 21

Punkaj Jain punkaj@synerzip. com @Jain. Punkaj 510. 509. 8447 Copyright 2016 -2018 Damon Poole

Synerzip Your trusted partner for Agile software product development. • • Accelerate the delivery of your product roadmap Address technology skill gaps Save at least 50% with India software development Augment your team with optional on-site professionals Copyright 2016 -2018 Damon Poole 23

Synerzip Clients Copyright 2016 -2018 Damon Poole 24

Connect with Synerzip @Synerzip linkedin. com/company/synerzip facebook. com/Synerzip Copyright 2016 -2018 Damon Poole 25

Next Webinar Real-time with AI – The Convergence of Big Data and AI Thursday, October 18, 2018 at Noon CT Presented by Colin Mac. Naughton Head of Engineering, Neeve Research Copyright 2016 -2018 Damon Poole 26