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www.rallydev.com
Next Level Agile
Ryan Polk
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
What Was Rally’s Original Name?
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
The Companies
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
Overview:
• 10,000+ engineers
• 10+ years of Agile
• Hundreds if not thousands of teams
• Long history of very team-focused Agile practices
• Strong resistance to Agile at scale and product management practices
Results:
• Almost complete lack of ability to manage work across the organization
• Almost no visibility into work, even at the team level
• Regressed Agile practices to the degree of Agile anarchy
• Agile dogma wars
• Team-level Agile practices that are barely recognizable as Agile
• Strong organizational resistance to any new practices
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Large Internet Property
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
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 year over year
Results:
• Resistance to any management of work across the product lines
• Evolution to the easy
• Agile is for an engineer’s mindset
• Team-level Agile practices that are barely recognizable as Agile
• Strong organizational resistance to Agile coaching
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Midsize SaaS Company – Early 2014
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
Overview:
• 200+ engineers
• 2+ years of Agile
• 18 teams
• Launched their Agile rollout with a focus on total transformation
• Open and honest retrospection on their practices / processes and a willingness to commit to organizational change
• CIO / head of the business completely aligned on mission to improve how they deliver products
Results:
• Total organizational buy-in into Agile principles and practices
• 2+ years of Agile development with considerable improvements in quality, velocity, and customer satisfaction year over year
• Consistent team-level Agile practices
• Consistent organizational practices that align delivery work to the highest-value business priorities
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Midsize 120+ Year Old Insurance Company
How Does This Happen?
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
The Problem
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved. - 9 -
Evolution To the Easy
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Developer-only Agile
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Who Needs Management?
Software developers:Unemployment < 3.5%
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Eschewing Commitment
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Managing the Matrix
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Moving Resources
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• Hidden work
• High Work In Progress (WiP)
• Lack of focus
• Or purposeful focus away from vision
• Learned helplessness
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The Tyranny of the Now
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
The Solutions
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved. - 17 -
First Things First – Back To Basics
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
SAFe, Scaled Agile, and Scaled Agile Framework are trademarks or registered trademarks of Scaled Agile, Inc.
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Transform at Scale
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Manage – Program / Product Manage
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Limit WiP
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Manage – Program / Product Manage
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Big Room Planning
Organize for the Work
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Intelligent Design?
Agile Center of Excellence
(CoE)
Coa
chin
g
Organizational change
Training
Com
munity
Platform
Proc
ess
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Continually Measure and Transform
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The Next Level of Agile
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved. - 27 -
Starts at Scale
SAFe, Scaled Agile, and Scaled Agile Framework are trademarks or registered trademarks of Scaled Agile, Inc.
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
Organized for the Work
Agileteam
Agileteam
Agileteam
Agileteam
Product manager
Delivery director
SM
SM
PO
PO
PO
PO
Deliverymanager
Deliverymanager
Communities Of Practice
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved. - 29 -
Makes and Meets Commitments
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Always Transforming
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Lead
Agile Center of Excellence
(CoE)
Coa
chin
g
Organizational change
Training
Com
munity
Platform
Proc
ess
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Delivers the Original Promise of Agile
Remember Company 2?
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www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
Overview:• 160+ engineers
• 14+ years of Agile
• 15 teams
• Re-baselined Scrum Agile practices
• Big Room Planning
• 1 Agile Release Train
• 1 product (feature-based) roadmap
Results:• X2 feature output
• Average 95% commitment / acceptance ratio
• 100% delivery of roadmap commitments
• Considerable Productivity and Predictability gains
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Midsize SaaS Company – Early 2015
Thank you
www.rallydev.comConfidential Do not copy or distribute without express permission of Rally. ©2015 Rally Software Development Corp. All rights reserved.
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