AGILE:Highly Regulated Organizations

WELCOME TO CELERITY’S LUNCH EVENT

October 21 2015

TODAY’S PRESENTERS

TODD FLORENCEVP Strategic Accounts

MIKE HUBEREnterprise Agile Coach

Scrum ProfessionalScaled Agile Trainer

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ABOUT CELERITY

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Founded in 2002 and

headquarteredin McLean, VA

Privately owned and operated by entrepreneurs

$84MRevenuein 2014

500+Employees

9 officesin the

United States

Average 30%year-over-yearorganic growth

OUR STORY

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WE’RE A BUSINESS ACCELERATIONCONSULTANCY

DigitalExperience

EnterpriseTechnology

BusinessTransformation

Enterprise TechnologyIntegrate and build complex applications using Agile methodologies

Business TransformationAchieve organizational efficiency with solid business processes, IT security, and project management practices

Digital ExperienceCreate engaging online experiences that extend the reach of your customers

HOW ARE WE DIFFERENT?

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From idea to implementation, Celerity works across the entire digital value stream to speed up execution and delivery

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AN AGILE JOURNEY

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AN AGILE PRIMER

WHAT IS STOPPING YOU?

PAVING THE WAY

GETTING STARTED

TOOLS; FRAMEWORKS; METHODS

GOING FORWARD FROM HERE

CASE STUDIES

AGENDA

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AGILE:PRIMER

NUMBERS, MANIFESTOS, AND BENEFITS – Oh My!

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SINCE 2001, AGILE ADOPTION HAS SOARED FROM 1% TO 88% OF

SOFTWARE DEVELOPERS USING THE METHODOLOGY.

YOU HAVE TO PAVE THE WAY FOR SUCCESS!

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AGILE:PRIMER

AGILE MANIFESTO

‣ Individuals and Interactions over Processes and Tools

‣ Working Software over Comprehensive Documentation

‣ Customer Collaboration over Contract Negotiation

‣ Responding to Change over Following a Plan

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AGILE BENEFITS

Employee Engagement

Productivity

Project Success

Improved Development Cost

Speed To Market

IT & Business Alignment

Project Visibility

Stakeholder Satisfaction

Quality

Decreased Defects

Value Delivered Through Features

+10% +37% +63%

+16% +39% +70%

+28% +42%+568%

+32% +47%

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AGILE:WHAT IS

STOPPING YOU?

‣ THINKING ABOUT AGILE?

‣ TRIED AGILE AND STRUGGLED?

‣ WHAT DO YOU FEEL ARE THE BIGGEST HURDLES TO OVERCOME?

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AGILE:Common

Roadblocks DO ANY OF THESE SOUND FAMILIAR?

AuditDocumentation

PMO

CommunicationDecision Making

Role Uncertainty

“Normal” Metrics

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AGILE:PAVING THE WAY

‣ PAVE THE WAY TO SUCCESS

‣ WORK WITH THE DOUBTERS TO OVERCOME CONCERNS

‣ GET PEOPLE EXCITED

‣ BE TRANSPARENT

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AGILE:PAVING THE WAY

START THINKING ABOUT

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AGILE:GETTING STARTED

TIME TO TAKE ACTION!

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Organize small, dedicated teams focused on delivery

PRODUCT MANAGEMENTMake sure you have a dedicated person to translate business to IT

Create a common vision and charter for shared expectations

COMMON VISION

AGILE:GETTING STARTED

START SMALL

BEST PRACTICES

Build out a backlog that is at least 3-4 weeks of effort

EMPOWERED TEAMTRANSPARENCYBe transparent in your process—you’ll likely start on red and move to green.

Forget Command and Control. Give the team the ability to

determine what’s best

PRODUCT BACKLOG

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4 5 6

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The right team members in the right roles focusing on important items. Team members should be positive, have flexible skillsets and

thrive on challenge and change.

CREATE A CULTURAL BUBBLECreate a “safe” place for the team

to operate. Separate but don’t isolate!

Think about success differently. Incentivize innovation and incremental

change

INCENTIVIZE BEHAVIORS

AGILE:GETTING STARTED

FOCUS ON THE TEAM

COMMON ATTRIBUTES

Take transparency to a new level. Encourage interactions, post

results and promote accountability.

ENHANCE COMMUNICATION LEARN, FAIL, LEARN AGAINAllow the team to learn and try new

things. Failure is ok. We learn fastest from failure and Agile practices

encourage adaptation.

Rinse, repeat. Look at what’s working and what’s not and allow

the team room to continuously improve and adapt.

IMPROVE

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AGILE:TOOLS

METHODSFRAMEWORKS

SO MANY OPTIONS

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Choose an Application Lifecycle Management tool that can create the metrics you need AND is suitable for

your Agile teams

Dashboards

Pull the data from your ALM and create visual metrics dashboards for

your stakeholders

Automate your testing. Unit, integration, and system testing can

and should be automated.

Automated Testing

AGILE:Tools

MethodsFrameworks

Agile ALM

HANDY DANDY TOOLBOX

Integrate your code frequently. At least daily to ensure functionality

is stable and quality is high.

Continuous Integration XP

Extreme Programming. Multiple practices to increase

efficiency and collaboration during development.

Test Driven Development.Test first mentality. Write the test

then write the code to pass the test.

TDD

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AGILE:The Afterglow of

Success

SO YOUR PILOT WENT WELL…NOW WHAT?

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Retrospective with stakeholders, management, and impacted groups.

Make sure you are all still on the same page with where this is headed.

EXPAND THE BUBBLEExpand the boundaries of the

culture bubble. Get more people involved in the Agile process

How big is it going to be? There are multiple scaling options to choose

from. Scrum, SAFe, LeSS, DAD, Nexus

SCALING

AGILE:Going Forward

REFLECT

NOW WHAT

Got the scaling framework figured out? Make sure you have plenty

of motivated people to be successful

PROJECT / TEAMS BUDGETINGStart socializing Lean Budgeting. Budget a product not individual

projects.

Rinse, repeat. Look at what’s working and what’s not.

Kaizen mindset!

IMPROVE

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Everyone comfortable with the Agile reporting metrics? Work to keep only

what is needed.

AUDITHow are your Auditors feeling about

all this. Work with them. Keep them involved.

Starting small keeps the process at a micro level. Is everything ready for the

macrocosm?

PROCESS

AGILE:Going Forward

METRICS

NEW CHALLENGES

More lines of communication for each leap towards Enterprise Agile.

COMMUNICATION INFRASTRUCTUREDo you have the back end systems in place, are your Agents getting trained

on the new features? Are your environments configured and stable?

How much do you owe!

TECHNICAL DEBT

CLIENT USE CASES

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TOP 10 NATIONAL

BANK/CREDIT CARD

PROBLEMMature Agile financial services organization needed capacity for 6-24 months.

SOLUTION‣ Provide Agile Pod teams using value-based pricing.

‣ Work within clients’ Agile framework (directly with Product Owners) to groom and prioritize backlog.

‣ Deliver 5-6 Scrum Teams annually (35+)

BENEFIT‣ Achieve high productivity in short periods of time.

‣ Flexibility to rapidly expand and get new products to market faster

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MAJOR ENERGY PROVIDER

PROBLEMSales personnel not able to use complex back-end systems.

SOLUTION‣ Deployed Scrum team to manage, run, and develop an integrated solution.

‣ Developed and managed evolving product backlog based off stakeholder feedback.

BENEFIT‣ Successfully deployed a mobile friendly, externally available web application on time

and below budget.

‣ Coached the organization on Agile best practices.

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GLOBAL INSURANCE

COMPANYPROBLEMNeeded additional capacity for rapidly growing product backlog (Scrum).

SOLUTION‣ Deployed Scrum team to provide additional velocity.

‣ Independently managed Product Backlog while soliciting needs of stakeholders.

BENEFIT‣ Refactored a major feature of the system to ensure application’s future scalability

‣ Trained and coached the client on Agile scaling philosophies.

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NATIONAL PETROLEUM

ASSOCIATIONPROBLEMLack of Agile expertise in-house.

SOLUTION‣ Deployed 2 full Scrum teams to run development projects from multiple locations.

‣ Developed and prioritized a product backlog based on client interviews.

BENEFIT‣ Delivered major code release for customer applications over eight 3-week sprints.

‣ Trained and coached the client during the process on Agile best practices.

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LARGEST U.S. NEWS

PUBLISHERPROBLEMNeeded to meet a critical deadline but lacked the necessary Product Development bandwidth.

SOLUTION‣ Digital Product Design team embedded with the client’s Product Owner.

‣ User-centered design process to ensure quality.

BENEFITConcepted, designed and developed complex web-based membership service in just 5 months.

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GLOBAL MEDIA NONPROFIT

PROBLEMDidn’t have the capacity needed to execute overflowing backlogs.

SOLUTIONEnterprise Scrum Team supports 7 overlapping digital products/services.

BENEFIT‣ Transparency of progress with client through demos and standup meetings.

‣ Average of 8 production deployments per mo. (vs. an average of 2 from other teams).

‣ Cost determined by value provided.

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QUESTIONS?

#AgileNow

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AGILE eBOOK

WANT TO LEARN MORE?

AGILE BUYER’S GUIDEAGILE DICTIONARY

AGILE ASSESSMENTAGILE BLOGSITE

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APPENDIX

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A NEW FOCUS ON QUALITY

OUTSOURCED ONSHORE DEVELOPMENT

(scale/cost savings)

AGILE METHODS (speed/quality)

Added layer of governance, reporting, and process controls

“Culture of Excellence” social integration

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BENEFITS OF AN ONSHORE AGILE MODEL

FLEXIBLE DEVELOPMENT CAPACITYPlug our team into your Product Development Lifecycle

GET MORE, FASTERWe’ll get your strategic products to market faster, better

BE CLOSER TO YOUR DEVELOPMENT TEAMCentrally-located development centers or on-site teams

GUARANTEED DELIVERYShared delivery risk and guaranteed quality with a proven governance framework

WE CALL THIS “AGILENOW”

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WHEN TO CONSIDER

AGILENOW ™ There are 3 primary use cases for considering AgileNow ™

‣ You need more development resources

‣ IT talent is difficult to find/retain

‣ Offshore is not a fit

‣ Customer demands are not being met

‣ Critical deadlines are missed

‣ Cost-Quality-Speed equation is off balance

‣ Agile adoption is floundering

‣ Marketing, IT & Product are misaligned

‣ The product is complex

A. TALENT IS TIGHT B. QUALITY IS LACKING C. EFFICIENCY CHALLENGES

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AGILENOW: HOW IT WORKS

Assess DevelopmentEnvironment

Design Engagement Model

Select Teams & Skill Sets Select Work Location(s)* Design Governance & Reporting Standards

Monitor Continuous Improvement Plans

Manage Development & Testing Process

Celerity Customer

Manage Scope/Backlog

*Location Options: Celerity on-shore delivery center, customer site, or a combination of the two.

CELERITY’S AGILENOW

APPROACH

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TEAM STRUCTURE

TEAM 1:Senior .Net Developer

.Net DeveloperQA Tester

TEAM 2:Senior .Net Developer

.NET DeveloperQA Tester (Selenium)

Business Analyst/Proxy Product OwnerScrum Master

Delivery Director

10 HOURS/SPRINT SME SUPPORT(Architect, Art Director, Scrum Coach, UX, Content Strategist, Process)

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OnboardingGather RequirementsEstablish Processes

OPERATE

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Begin ExecutionDevelopDeliver

ManageAlign

Evaluate

RUN

ENGAGEMENT APPROACH

KICKOFF

Approach will focus on quick response and build to demand

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ENGAGEMENT APPROACH

‣ Kickoff / Engagement Assessment

‣ Operationalize AgileNow

‣ Structured Methodology

‣ Ongoing Sprint Execution

‣ Sprint Deliverables

‣ AgileNow Team Composition

‣ Onboarding/Ramp Up Timeline

‣ Remote/Onsite Management

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SPRINTS

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SCRUM TEAM LEVEL QUALITY

CONTROL

PRE-SPRINT

‣ User Story Refinement‣ Acceptance Criteria ‣ Definition of Done ‣ Non-Functional Requirements

DURING SPRINT

‣ Just in Time Reviews, “Fail Forward Fast”‣ Automated Unit and Integration Testing ‣ Continuous Integration

POST SPRINT

‣ Sprint Review, Demos‣ Retrospectives ‣ Full functional & automated regression testing

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MANAGEMENT CHANGE AT SCRUM

TEAM LEVEL

PRE-SPRINT

‣ UX visuals and wireframes‣ Prioritization (User Story & Features)‣ Acceptance Criteria‣ Sprint backlog is sized and closed

DURING SPRINT

‣ Just in Time Review, “ Fail Forward Fast”‣ UX/BA Forward Thinking‣ Risk/Implementation Elevation Plan‣ ALM tool to show real-time progress

POST SPRINT

‣ Full Feature Sprint Review, Demos and Sign Off‣ Retrospectives‣ Shippable Product Increment