Upload
scaledagile
View
116
Download
2
Tags:
Embed Size (px)
DESCRIPTION
Case study on Telstra adopting Dean Leffingwell's Scaled Agile Framework
Citation preview
TELS
TR
A T
EM
PLA
TE 4
X3 B
LUE B
ETA
| TELP
PTV
4
ADOPTING LEFFINGWELL'S SCALED AGILE FRAMEWORK: THE THEORY AND PRACTICE
EM CAMPBELL-PRETTY, GM STRATEGIC DELIVERY
@PrettyAgile
www.prettyagile.com
MARK RICHARDS, PRINCIPLE CONSULTANT, RICHDATA
@MarkAtScale
www.agilenotanchy.com
5 Wagile Teams
4 Projects
3PRESENTATION TITLE | PRESENTER NAME | DATE |
THE EDW AGILE RELEASE TRAIN
Average delivery cycle time down from 12 month to 3 months Frequency of delivery increased from quarterly to fortnightly Cost to deliver down 50% 95% decrease in product defects 100% projects delivered on time and on budget Happy project sponsors (NPS 29) Happy teams (Team NPS 43 )
THE AGILE RELEASE TRAIN
• A virtual organization of 5 – 12 teams (50-100 individuals) that plans, commits, and executes together
• Common cadence and normalized story point estimating
• Aligned to a common mission via a single program backlog
• Operates under architectural and UX guidance
• Produces valuable and evaluate-able system-level Potentially Shippable Increments (PSI) every 8-12 weeks
The ART is a long-lived, self-organizing team of agile teams that delivers solutions
Define new functionality Implement Acceptance
Test Deploy
Repeat until further notice. Project chartering not required.
EPICS
FEATURES
STORIES
THE BEST WAY TO START
Train everyone at the same time
Same instructor, same method
Cost effective
Align all teams to common objectives
Commitment Continue training
during planning
Orientation for specialty roles
Open spaces Tool training for teams
Training: SAFe
ScrumXP
Release Planning
Enterprise ScrumMaster
Quickstart
Enterprise Product Owner
Quickstart
Mon Tue Wed Thu Fri
Too
l train
ing
You Are
Agile,Now
When you find the first train, go “All In” and “All at Once”
HOW WE STARTED
STRUCTURING THE AGILE RELEASE TRAIN
Deployment Services
Pipeline Services(connecting, feeding, and shielding the delivery teams. Identification of strategic opportunities)
Development Service(engaged and delivering directly to Epic/Feature Owners)
Leadership Team ‘Loco’+ Specialist Chapters(virtual teams made from the workers themselves)
SD
System Team(identifies, manages, and eliminates bottlenecks)
Team Collaboration
VISUALISE THE PROGRAM PORTFOLIO
SCALING THE SPRINT
RELEASE PLANNING
• Two days every 8-12 weeks• Everyone attends in person if at all possible • Product Management owns feature priorities• Development team owns story planning and high-level estimates• Architects, UX folks work as intermediaries for governance,
interfaces and dependencies• Result: A committed set of program objectives for the next PSI
Cadence-based PSI/Release Planning meetings are the “pacemaker” of the agile enterprise
‘PSI-LITE’ BECOMES UNITY DAY
1515
16PRESENTATION TITLE | PRESENTER NAME | DATE |
THE FOUNDATION IS LEAN LEADERSHIP
16PRESENTATION TITLE | PRESENTER NAME | DATE |
SCALING THE PRODUCT OWNER
Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
SCALING THE PRODUCT OWNER
EPIC OWNER
FEATURE OWNER
PRODUCT OWNER
THE RELEASE BOARD FEATURE LEVEL
CONTINUOUS INTER-TEAM COORDINATION
• Agile team members may visit other team’s…
• Backlog grooming: to see what’s coming next sprint, request adjustments
• Sprint planning: request adjustments
• Daily standups: follow up on execution
• Team Demo: summarize current stage
Agile teams self-manage dependencies and resolve risks
Agile Team 1
Agile Team 2
Dependent story
Join other team scrum ceremony
22PRESENTATION TITLE | PRESENTER NAME | DATE |
SCALING COMMUNICATION:THE DAILY COCKTAIL PARTY
9:00am 9:15am 930am
9:45am
SAFE SCRUM / XP
A LITTLE TASTE OF OUR CULTURE
http://www.prettyagile.com/2013/05/the-power-of-haka.html
QUESTIONS?