Methodologies 2: Scaling Agile
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A tutorial by Dr. Sriram Rajagopalan, presented at InflectraCon 2019, in Cincinnati, OH on September 10, 2019
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Methodologies 2: Scaling Agile
- 1. Best Practices Scaling Agile Projects @Inflectra | #InflectraCon
- 2. Dr. Sriram Rajagopalan Education Work Experience Training & Certification Teaching & Training PhD, MBA, MS, BE PfMP, PgMP, PMP, SP, RMP, ACP, CSM, CSPO, ACC, CSD, SCT, CSOXP, SSBB, Instructional Designer, Speaker, Writer, and Author Software Engineer, Team Leader, Business Analyst, Project Manager, Scrum Master, Agile Coach, Director, Vice President US, Canada, India, Vietnam, Belgium, Ireland, Greece, & Switzerland
- 3. Our Time Today Review of Ten Commandments Scaling Agile Features of SpiraPlan® Summarize with Q & A
- 4. Review of Ten Commandments
- 5. Ten Commandments A. Establish Product Roadmap 1. Engage with Stakeholders gathering & reviewing Requirements 2. Align functionality based on Strategic Value Alignment 3. Prioritize and Groom Product Backlog for at least N+2 iterations B. Estimate as a team 1. Increase backlog transparency to justify team-estimates 2. Use Themes as main goals 3. Plan for risk in Estimates by limiting hours/day for iteration C. Manage the Agile Process 1. Manage flow and predictable team velocity commitments 2. Centralize and Accelerate task and testing transparency 3. Automate creating agile charts 4. Triage defects without breaking iteration commitments
- 7. More Awesome Value Very Good Value Awesome Value Projects Outputs Produce Capabilities Portfolio Realized Benefits Meets Strategic Objectives Programs Outcomes Generate Benefits Relate to the Essential Needs
- 8. Scaling Agile ISN’T JUST about Requirements Business Case CharterRoadmap Benefits Register Justifies decision with formal benefits and future opportunities Authorizes the person to manage work and use resources Identifies specific benefits, time period, measures Visual view of functionality, dependencies, and milestones
- 9. Scaling Agile ALSO Spans Four Dimensions People Process Organization Technology People Management Leadership Benefit Delivery Retention Engineering Architecture Code Coverage Requirements Traceability Quality Improvement Strategy & Value Product Roadmap Product Backlog Customer Satisfaction Risk Management Integration Management Stakeholder Management Change Management
- 10. Skills and Competencies Enterprise • Accountable for Strategic Leadership to transform organizations through change management • Focus on Product Leadership through differentiation, price, innovation to generative competitive edge • Prioritization of Value through Voice of Customer, Voice of Business, and Financial Considerations Program or Portfolio • Accountable ownership on benefit delivery and sustenance through product management and marketing • Enhanced “Fast and Furious” feedback collection with focus on benefit maximization • Process & Tool improvements for operational excellence Team • Accountable for team level objectives with expertise over multiple functions • Adoption of stable, sustainable, and scalable processes to support continuous delivery • Evaluate and implement tools that focus on application lifecycle management for frequent releases
- 11. Skill & Competency Map Coding StandardsUser Experience XP Practices TDD Lean Process CI Code Optimization Engineering Architecture Responsive Design HoQ CD Agile Scaling Cloud Tools Cloud Tools ComplianceATDDBDD Big Data Prescriptive Analysis Security Individual Team Enterprise Automation TechnicalProjectProgramPortfolio Management by Project Scrum Product OwnerProduct Manager Product Manager Project Manager Program ManagerKanban Lean TQM TQM 6σ - GB Release Train Enterprise Coach SAFe Team Coach SAFe Coach Portfolio Manager * For Illustrative Purposes Only
- 12. Scaled Agile Framework Scaled Agile (n.d.). Retrieved from https://www.scaledagile.com/enterprise-solutions/what-is-safe/
- 13. Nexus Model Nexus Framework (n.d.). Retrieved from https://s3.amazonaws.com/scrumorg-website-prod/drupal/2016-09/NexusPoster17x11.pdf
- 14. Spotify Model Spotify Tribe Engineering Model (n.d.) Retrieved from https://medium.com/@media_75624/exploring-key-elements-of-spotifys-agile-scaling-model-471d2a23d7ea
- 15. Basics of Scaling Agile Always start with a strategic MVP Build an adaptive team culture Centralize an unified transparent product backlog Develop an agile methodolgoy that fits Explore Kaizen mindset
- 16. Scaling Agile with SpiraPlan
- 17. Always start with a Strategic MVP Idea Epic 1 Theme A Theme B Epic 2 Theme C Theme D Feature I Feature II Need a Need b Need c T0 T10 T50 Time Dreams Castles Granularity Big House Maintainable Home 2 BR, etc. Package Component Requirements Various types of Requirements to suit program or project needs Support for scenario steps and workflow for every type of requirement
- 18. Building an adaptive team culture starts with stakeholders Helps with business value prioritization and alignment Realizes DEEP property with more clarity
- 19. Centralize task and testing transparency Number of tasks (4) the team has identified to address this requirement Number of test cases (4) the team has identified for acceptance testing. Visibility to fewer tasks and test cases mean trouble!
- 20. One STOP to More Traceability
- 21. Develop an Agile methodology that fits You! Custom Options Risk Management Several workflows Custom Notifications Numerous System Configs Product Specific Management Numerous Integration Options Report Config Options
- 22. Explore Kaizen Mindset Plan Releases and Iterations managing flow as lessons are learned Manage a project for retrospectives to increase productivity
- 23. Explore Kaizen Mindset Identify and address risks before risk manages your project!
- 24. Summary • Always Start with a Strategic MVP • Build adaptive team culture with stakeholders • Centralize task and testing transparency • Develop an agile methodology that fits you • Explore Kaizen Mindset