Agile Transformation at Scale
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The document outlines strategies for scaling agile transformations within organizations, emphasizing the cultural changes required alongside agile practices. It details various scaling frameworks such as Scrum of Scrums, Large Scale Scrum, and the Scaled Agile Framework, highlighting their unique value propositions and methodologies. Key challenges involve integration, maintaining technical integrity, and ensuring executive support for successful agile adoption across teams.
Agile Transformation at Scale
- 1. 1 Prepared By: Application Development Agile Transformation at Scale Gail Ferreira, PhD, CSP, SPC, LSSBB, PMP Lean Agile Coach & Practice Leader [email protected]
- 3. 3 Agenda Background The Culture of Change Building Innovative Products Transformation at Scale 3 Agenda
- 4. 5 “…the ability to both create and respond to change in order to profit in a turbulent business environment.” - Jim Highsmith 5 Definition of Agile
- 5. 66 The Culture of Change 1. Organizational structure is about how you create teams and organize them 2. Agile practice is about the methods and tools you choose to introduce 3. People and culture is about changing the hearts and minds of the organization - All three aspects are essential to sustain agility of any kind within the organization.
- 6. 99 The Culture of Transformational Change Agile Adoption is about the ‘Agile Doing’ side of the equation. Transformation is about changing the ‘Agile Being’ side of the equation. Long term results require both adoption and transformation to be successful. Culture is the #1 Challenge with Agile Transformation.
- 7. 10 Culture + Infrastructure 10 Transformation at Scale + = Agile Transformation at Scale
- 8. 11 Three main challenges in scaling teams: Coordinating work across teams Integrating work across teams Maintaining technical integrity of the system
- 9. 12 • Scrum of Scrums (SoS) • Large Scale Scrum (LeSS) - Larman/Vodde • Scaled Agile Framework (SAFe) - Leffingwell • Spotify “model” (Tribes, Squads, Chapters & Guilds) – Kniberg • Scrum at Scale – Sutherland/Brown • Disciplined Agile Delivery (DAD) + Agility at Scale Ambler/Lines Scaling Approaches Each of the popular scaling approaches offers a certain value proposition, focus, options for implementation, cost implications and other attributes
- 10. 13 Scrum of Scrums Scrum of scrums is a technique used to scale Scrum up to large groups (over a dozen people), consisting of dividing the groups into Agile teams of 5-10. Each daily scrum within a sub-team ends by designating one member as "ambassador" to participate in a daily meeting with ambassadors from other teams, called the Scrum of Scrums.
- 11. 14 Craig Larman characterizes LeSS as: an organizational design based on ten LeSS Principles: 1. Large Scale Scrum is Scrum 2. Transparency 3. More with Less 4. Whole Product Focus 5. Customer Centric 6. Continuous Improvement 7. Lean Thinking 8. Systems Thinking 9. Empirical Process Control 10. Queueing Theory Insights – LeSS (Large Scale Scrum)
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- 13. 16 Example Requirement Area A Requirement Area B Requirement Area C Requirement Area D Overall Product Owner
- 14. 17 Scaled Agile Framework™ Big Picture
- 15. 18 Insights – SAFE … Scaled Agile Framework • Is applicable whenever at least a few hundred software practitioners are working cooperatively on related products and solutions • Has generated great amounts of interest from enterprises • Is becoming supported by a large number of Agile Tools • The SAFe “big picture” has 3 levels: portfolio, program, team • Relatively more prescriptive, pragmatic • More controversial • Evolving, growing, doing more types of training • Release Trains
- 16. 19 Spotify Model
- 17. 20 Insights – Spotify … Spotify offers a culture-centric approach to Scaling Agile • Squads have end-to-end autonomy over their products • Loosely coupled, tightly aligned • Infrastructure • Client Applications • Features • Squads = Scrum Teams • Chapters = Competency Areas • Tribes = Lightweight matrix of squads and chapters • Guilds = Communities of Practice • Self-service, Open source model • Focus on enabling each other • Release Train
- 18. 21 Insights – Scrum at Scale Reproducible Patterns 1.Modularity allows versatility. 2.Scrum is modular. 3.Deploying incrementally is modular. 4.Modularity supports a pattern library.
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- 20. 23 Insights – DAD DAD seeks to extend Scrum for enterprise scale challenges • People-first, learning-oriented hybrid agile approach • Risk-value delivery lifecycle and goal driven • Agility at scale is about explicitly addressing the challenges teams face in the real world • Promotes Enterprise Awareness • Key Differentiator – explicitly recognizes that Agile teams are governed
- 21. 24 DAD supports a robust set of roles • Team Lead • Product Owner • Architecture Owner • Team Member • Stakeholder
- 22. 25 Concept: the Agile 3C rhythm The coordinate-collaborate-conclude rhythm occurs at several levels on a disciplined agile delivery (DAD) project: Construction Construction Construction Release rhythm Iteration rhythm Daily rhythm Inception Transition Coordinate - Collaborate - Conclude Inception Inception Transition Transition
- 23. 26 DAD Teams Are Enterprise Aware Disciplined Agilists: Work closely with enterprise groups Follow existing roadmaps where appropriate Leverage existing assets Enhance existing assets
- 24. 27 Transformation at Scale A Step by Step approach towards Enterprise Agile Adoption Projects should be evaluated to determine their suitability for Agile. Define Basic Agile Model for the organization. Agree on a high level adoption roadmap Identify Agile practices and prioritize Identify Pilots and assess for risks Initial pilots Kick-off Introduce Agile best practices to the teams Train and Mentor for several sprints Refine Agile model based on the learning/feedback Identify Additional pilots Create roadmap Group training Evangelize success Mentor pilot project Setup COE Establish enterprise architecture for tools Build mapping to Enterprise processes Establish Support model for Agile projects Align to organizational toll gates Audit processes Calendar zed training Tailoring and refactoring Multiple LOB for entire Enterprise
- 25. 28 • Ensure Executive buy-in • Implement Scrum as a program / product management framework • Introduce Continuous Engineering practices • Small, incremental rollout is proposed • Identify pilot product to implement the agile principles and practices 28 Proposed steps for Rollout – Principles and Practices
- 26. 29 Agile and Scrum trainings for the entire team Developers Testers Product Owner / Product Manager Scrum Master(s) Requirements writing (Stories, Use Cases) Estimation Techniques Relative Estimation Story points Planning Poker 29 Pilot Rollout & Trainings
- 27. 30 Integrated & Collaborative Governance Line of Business Needs Compliance Needs Customer Needs ValueStream Product Definition Product Owner, Customer, Human Factors & Design, Training, Business Stakeholders, BAs STEERING DELIVERY Product Backlog Sprint Backlog Program Management Office Scrum Master, Project Manager, Architect, Deployment, Maintenance, Support, Infra Enterprise Backlog GOVERNANCE Agile Center of Excellence Scrum of Scrums Product Owners Scrum Masters RESULTS&IMPEDIMENTS VISION&RESOURCES
- 28. 31 Alignment ValueStream Chief Product Owner Product Owner Business Stakeholder Enterprise Backlog Agile Teams Agile Teams Agile Teams Agile Teams Executive Steering • Enable Customer Participation • Provide Vision • Resolve Organizational Impediments & Risks • Provide Resources • Resolve Priority disputes • Product Owner able to represent decisions made with Stakeholders • Stakeholders voice is heard, differences resolved, vision clarified, priorities and value established • Represent the Customer and Business needs • Use Change Management Executive Backlog Product Backlog Sprint Backlog Business Stakeholder • Deliver Value • Partner w/Business Change Management Chief BA Chief UX Dev/Q A Lead Deploy Lead PMO Rep POs Product Definition Office Support Functions • Architect • Business Analyst • Development • QA • Deployment Business Stakeholder Product Owner Business Stakeholder Business Stakeholder Business Stakeholder Product Backlog
- 29. 32 Establish Communication & Collaboration Mechanisms Keys to Effective Distributed Delivery • Onshore & Offshore Tech Leads • Offshore Customer Representatives • Periodic travel rotation for offshore resources • Good Agile PM tools • Automated Build/Continuous Integration • Overlapping hours and daily standups • Leveraging technology maximally • Leverage Coaching & Common Training • Whole teams offshore • Common Planning OFFSITE TEAM ORG ONSITE Shared Assets (Req, Code, Tests, etc) Agile PM Tools 90 DAYS Planning
- 30. 33 Leverage Continuous Integration & Automation Continuous Integration Write Test Run Test See Failure Write Code Run Test See Success Test First Development Automation Regression Tests Functional Tests System/Performance Tests Automated Builds
- 32. 41 How do we measure success of Agile teams? Process Measure Formula Process Metric Agile Maturity Index Agile Maturity Index at the end of every Sprint Customer Satisfaction Customer rating at the end of every Sprint Team Satisfaction Team satisfaction rating at the end of every Sprint Retrospective Action Items completed % of Retrospective items completed Automation capability % of Automation scripts / test scripts Requirement Change on Sprint – Discipline % of Requirement change within the Sprints
- 33. 4242 Key Agile Metrics – Using IT Balanced Scorecard Balanced Scorecard Strategic Objectives Performance Measures Financial Compliance Improve Budget Performance 1. Time to Value 2. Cost of Value 3. Earned value / release Customer Value Increase Customer Satisfaction 1. Cycle time. 2. Customer Satisfaction ratings. Processes Project Delivery 1. Velocity 2. Avg project cycle time 3. Schedule performance index Decrease Defects 1. Defects 2. Unit Test Coverage 3. System Test Coverage 4. UAT Defects Found 5. Running tested features Learning and Growth Enable Agile Transformation 1. Increase Agile Utilization. 2. Build community of practice.
- 34. 43 Better Decisions through Frequent Feedback Sample Metrics Process Measure Formula Velocity Actual Number of story points achieved in an iteration Drag factor Actual Effort (unplanned) / Capacity Iteration Defects No. of defects at the Iteration end / LOC Story de-scoping index Stories descoped / Stories planned Effort deviation (Actual effort – Planned effort) *100 / Planned effort Build success rate Builds passed / Total # of builds Automation & Test Coverage Unit test coverage, test case execution, etc Burn Down & Burn Up Charts Balanced Scorecard Financial Compliance Customer Value Automated Test Results Code Quality Customer Satisfaction Learning & Growth
- 35. 44 • Financial Compliance • Customer Satisfaction • Automated Test Results • User Scenarios • Code Quality Measurement Data Logic Integration Interface User Scenario User Scenario User Scenario User Scenario MUST SHOULD WANT ProjectedActual = Ship it! Outcome based status as slices of user functionality. User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story User Story UserStoriesDelivered Time (Iterations) Code Quality • Extent of duplication • Cyclomatic complexity • Presence of large methods • Code encapsulation Qualification via Automation • Unit Testing • Integration Testing • Functional Testing • Automated regression • Maximum Coverage • Non-auto Exploratory Agile PMO Distinctions 1. Define progress in terms of business value. Focus on results instead of effort. 2. Burn up charts providing actual progress, cost incurred, and value achieved. 3. Meaningful measurement of the code assets 4. Automation for reduced burden and increased accuracy 5. Conduit for clearing impediments, ensuring collaboration, getting resources 6. Ensure alignment to strategic goals and value. ContinuousIntegration IntegratedMeasurement AutomationBalanced Scorecard Actual Progress (Value Delivered) 1 2 3 4 1 2 3 4
- 36. 45 Case Studies
- 37. 46 • Started with team level practices • Lots of attention early to team culture • Began engaging leaders on strategy and portfolio management • Currently integrating marketing, sales, and support Methods: Scrum of Scrums, Spotify Single Team / Single Product Sub 25 person product company and a start-up
- 38. 47 • Program level first …established a PO team • Three tightly integrated Scrum teams • Defined the portfolio governance layer • Established the relationship between strategy and support • Modeled the overall value stream and wrapped up the Scrum process in a two-tiered Kanban Multi-Team / Single Product Sub 100 person product company. 10 years old and privately owned. Methods: LeSS, Scrum of Scrums, Spotify
- 39. 48 • Started with a basic view of the portfolio layer • Portfolio level value stream mapping, RACI • Built out the program management layer with PO teams to develop a requirements management capability • Program level value stream mapping, RACI, introduced agile tooling • Introduced Scrum at the team level Multi-Team / Multi-Product Large multi-national organization. Scope is a 500 person development organization with 55 Scrum teams. Methods: SAFe, Scrum at Scale, LeSS, DAD
- 40. 49 • Scrum teams by product / component. • Product owner teams established. • Portfolio level governance model. • Lean/TOC planning model. • Integration with a traditional PMO for metrics and monitoring. Product of Products Large multi-national company. Geographically dispersed. Products of products. Methods: SAFe, Scrum at Scale, LeSS, DAD
- 41. 50 Questions
- 42. 51 A Few Good Resources …
- 43. 52 Links Disciplined Agile Delivery (DAD) + Agility at Scale – Ambler/Lines http://disciplinedagiledelivery.com Large Scale Scrum (LeSS) – Larman / Vodde http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum Scaled Agile Framework (SAFe) – Leffingwell http://scaledagileframework.com Scrum at Scale http://www.scruminc.com Spotify Model https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
- 44. 53 Links HyperGrowth Done Right - Lessons from the Man who Scaled Dropbox and Facebook http://firstround.com/review/Hyper-Growth-Done-Right-Lessons-From-the- Man-Who-Scaled-Engineering-at-Dropbox-and-Facebook/ Wisdom from Hypergrowth Companies http://www.startuplessonslearned.com/2013/10/wisdom-from-hyper- growth-companies.html
- 45. 54 IT Balanced Scorecard – Agile Focus Strategy Map Strategic Objectives Performance Measures Targets Initiatives Financial Compliance Improve Project Budget Performance 1. Margin Contribution (or Revenue, or Cost, etc) 2. Earned Value/Release 3. Avg CPI – Cost Performance Index 4. Time to Value 1. TBD 2. TBD 3. 1 Month • Measure IT contribution to Revenue • Enable operations to release value every month to production • Reduce cycle time • Use business measures Customer Value Increase External CSAT 1. Customer Satisfaction –CSAT >6/qtr • Implement CSAT for all branches and end users of software Internal Process Increase accuracy of Estimates 1. E0/E1 Estimate Variance Delta <20%/spr • Measure and monitor estimates every sprint, take active role in reducing variance On Time Project Delivery 1. Velocity & Std. Deviation 2. Drag factor 3. Avg Project Request Cycle Time - Requested 4. Avg Project Request Cycle Time - Scheduled 5. Sprint & Release Burndown performance trend deviation 6. Customer Satisfaction –CSAT 7. Avg SPI – Schedule Performance Index 1. Varies/spr 2. <5%/spr 3. #prr/days 4. #prs/spr 5. <10% 6. >6/qtr 7. TBD • Ensure operational measures are collected and collated every sprint, by every sprint team. • Ensure sprint and release burndowns are posted daily (hours for teams, story points for everyone) • Ensure CSAT surveys are created and part of goals • PM to help teams track SPI during the release Decrease Defect RFCs in Production 1. Defects/Story Point 2. Unit Test Coverage 3. System Test Coverage 4. UAT Defects Found 5. Running Tested Features 1. 0 2. >90% 3. >90% 4. 0 5. >90% • Ensure consistent defect management across CRP and INC test teams. • Measure coverage every sprint • Measure running tested features Increase Audit Compliance % 1. PQA Compliance 1. >90% • Educate teams about compliance, SM to help ensure compliance Increase % of agreed scope 1. Story de-scoping index 2. User Story Volatility 1. <10% 2. <5% • IT and Business measure needed. Indication of partnership. Ensure collection and review. Learning and Growth Enable Agile Transformation 1. Increase Agile Utilization 1. >25%/qtr • Transformation team proactively working the roadmap to work toward 100% (of goal) participation. Enable People & Culture 1. Increase Ace Participation ((people/events)/month) 1. >33% • Define and formalize the ACE program and participation opportunities and guidelines.
- 46. 55 Key Agile Metrics Measurement Frequency Target Notes E0/E1 EV Delta Sprint <20% (E1 – E0/E1)*100 Velocity & Std. Deviation Sprint, Release varies varies by team Drag factor Sprint, Release <5% (Actual Effort in story pts unplanned / velocity ) Avg Project Request Cycle Time - Requested Sprint, Release varies days, measure end to end time from the time the request was submitted by the business to the time it goes live in production. Alternatively, can measure the "request to scheduled" cycle time and that can be added to the "scheduled to production" cycle time (below). Value range will vary by request type (maint, s/m/l project), but also want average of all. Avg Project Request Cycle Time - Scheduled Sprint, Release varies days, measure end to end time from the time the request was scheduled by the business to the time it goes live in production. Value range will vary by request type (maint, s/m/l project), but also want average of all. Sprint & Release Burndown Daily varies varies by team Customer Satisfaction -CSAT Sprint >6 Implement for all groups (dev, support, biz functions, etc). Low CSAT indicate less collaboration and potential increase in cycle time and/or duration. Also apps to Scope Defects/Story Point Sprint varies Unit Test Coverage Sprint >90% System Test Coverage Sprint >90% UAT Defects Found Sprint 0 Harder target due to Agile structure and PO involvement. New code going through UAT should have 0 defects. Running Tested Features Sprint 100% Running Tested Features. Cumulative number of tests that are running for tested (non- broken) features. Drives performance to ensure running code and tested code. Should increase steadily on from the first sprint w/tests. Story de-scoping index Sprint >10% (stories descoped / stories planned ) User Story Volatility <5% ((Story pts Descoped + Story pts Added + Story pts Modified)/ Story pts Originally Planned) * 100). This is important for helping track business activities in relation to changing scope. Scope can slip due to development issues, but it also can slip do to a lack of focus and prioritization and changing mindsets on the part of the business. Creates accountability on both sides of the house. Total Earned Value Sprint varies Sum Total of earned value of stories completed. The pre-requisite of this approach is to have story values assigned as part of the demand and prioritization process. Should be tracked by the business. Agile Utilization Month as per roadmap Deliver competitive business value, cost optimization, improved compliance, and strategic business alignment. (% Agile hrs/% total hrs) Get Involved - ACE Participation Sprint >30% (% of people involved in some initiative)