Big agile - It's not just for small projects anymore

Big Agile It’s not just for small projects anymore

Session# NA13AGL09

Jesse Fewell LeadingAgile

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Jesse Fewell

Enterprise Agility Coach & Trainer

Founder of PMI Agile Community of Practice

Co-Creator, PMI-ACP℠ Agile Certification

Co-Author, Software Extension to PMBOK® Guide

Certified Scrum Trainer & Innovation Games Qualified Instructor

Setting Expectations

Intermediate Level Talk

Will NOT cover agile frameworks

Assume familiarity with large programs

Firehose

What is Big?

“Small Teams Make Better Software”

http://www.mitre.org/work/sepo/toolkits/ippd/StandardProcess/factors/KSF10.html

XP advocates small teams

Scrum advocates small teams

2. Agile Organizations 1. Agile Teams

3. Transformation

1. Agile Teams

For Agile Teams…

What have you seen work?

Teams. Teams. Teams.

“Build project teams around motivated individuals. Give them the environment and support they need, and trust them to get the job done.”

- agilemanifesto.org

Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Clarity Accountability Measureable Progress

Process: Execute Agile Team

Inputs Tools/Techniques Outputs

Clarity Accountability Measureable Progress



•  Roadmap •  Actionable Backlog •  Materials



•  Fully Allocated •  Skillsets •  Small increments



•  Usable output •  High Quality

Less Compressed

•  Longer Milestones

•  Big Scope •  Skillset Silos •  Pieces built

in isolation

More Compressed

•  Shorter Milestone

•  Small Scope •  Tiger teams •  Pieces built

together

Beta

Gamma

Alpha PO

PO

PO

Align Iteration Cycles Alpha

Beta

Gamma

Alpha Alpha

Beta

Gamma Gamma Gamma Gamma

Week 1 Week 2 Week 3 Week 4

Align Iteration Cycles Alpha

Beta

Gamma

Alpha Alpha

Beta

Gamma Gamma Gamma Gamma

Week 1 Week 2 Week 3 Week 4

Beta

Gamma

Alpha

Gamma Gamma Gamma

Alpha

“Scrum of Scrums”

Beta

Gamma

Alpha SM

SM

Facilitate & support team

Gamma

SM

Coordinate issues &

dependencies

PMO

“Scrum of Scrums”

Beta

Gamma

Alpha SM

SM

Facilitate & support team

Gamma

SM

Coordinate issues &

dependencies

! NOT

ENOUGH

For Agile Teams…

What slows them down?

Dependencies Indecision

Priority Conflicts Strategic vs.

Tactical

Agile PM

2. Agile Organizations

Teams. Teams. Teams.

Agile Project Management

Scrum Team

Scrum Team

Scrum Team

Scrum Team

Agile Program Management

Scrum Team

Product Team

Scrum Team

Scrum Team

Scrum Team

Product Team

Agile Portfolio Management

Scrum Team

Product Team

Scrum Team

Scrum Team

Scrum Team

Product Team

Portfolio Team

Enterprise Portfolio Management

Scrum Team

Product Team

Scrum Team

Scrum Team

Scrum Team

Product Team

Strategy Team Support Portfolio

Team

Tier 1 - Scrum User Story Te

ams

Project 6

Project 2

Project 3

Project 4

Project 1

Project 5

v2.0 v3.0 v4.0

v5.0

v6.0

Jun Jul Aug Sep

What problems might arise at this level?

?

Moving Teams to Work

!  Sporadic Delivery

!  Delayed Business Value

!  Strain on resources

!  Overhead of staffing up or down

ü  Discrete SOWs

ü  Commodity Oriented

Project 6

Project 2

Project 3

Project 4

Project 1

Project 5

v2.0 v3.0 v4.0

v5.0

v6.0

Jun Jul Aug Sep

Alpha

Beta Gamma

???

Moving Work to Teams

Jun Jul Aug Sep

v2.0 v3.0 v4.0 v5.0

Project 1b

Project 4a Project 4b

Project 3b Project 3c Project 6

Project 5

!  Slicing scope to fit

! Choosing reliability over

efficiency

ü  Deliver earlier and more often

ü  Predictable schedule

ü  Predictable burn rate

ü  Sustainable Pace

Project 1a

Project 2

Project 3a

Alpha

Beta

Gamma

Program Management Problem

A

B

C

D

E

PM

PM

PM

PM

Beta

Gamma

Alpha PO

PO

PO

Teams Sponsors / Clients

Stakeholders


A

B

C

D

E

PM

PM

PM

PM

Beta

Gamma

Alpha PO

PO

PO


Stakeholders


A

B

C

D

E

PM

PM

PM

PM

Beta

Gamma

Alpha PO

PO

PO


Stakeholders

Stop the Madness !1

Product / Program Team

A

B

C

D

E

Beta

Gamma

Alpha PO

PO

PO


Stakeholders

PO PO PO

PM PM PM PM

A B C D E

Program Team

Story Backlog Task Backlog In Process Task Done Story Done

Grooming Architecture Spikes Build IVV / C&A Deploy

Tier 1 - Scrum

Feature

User Story Te

ams

Proj

ects



Tier 1 - Scrum

Tier 2 - Kanban Feature

User Story Te

ams

Proj

ects

Portfolio Management: Selection

Project Xray

Project Yoyo

Project Zulu

Business Case $10M USD $5M USD $1M USD

Timeline 18 months 12 months 1 month

What is your recommendation?

Value-Driven Governance

Project Xray

Project Yoyo

Project Zulu



Value Ratio (V/T) $0.6M / mo $.04M / mo $1.0M / mo

Does you decision change now?

Portfolio Management: Governance

Project Xray

Project Yoyo

Project Zulu



Value Ratio (V/T) $0.6M / mo $.04M / mo $1.0M / mo Schedule (SPI) +8% -3% +2%

Budget (CPI) +4% -4% +15%

Quality 82% 95% 97%

Now, what is your recommendation?

Incremental Funding Cycles

Q1 Q2 Q3 Q4

Traditionally, reviews happen only during annual

budgeting cycle Instead, executives should review the portfolio

regularly



Inception Elaboration Construction Transition

Tier 1 - Scrum

Tier 2 - Kanban

Epic

Feature

User Story Te

ams

Proj

ects

Pr

ogra

ms

& P

PM




Tier 1 - Scrum

Tier 2 - Kanban

Tier 3 - Kanban Epic

Feature

User Story Te

ams

Proj

ects

Pr

ogra

ms

& P

PM




Tier 1 - Scrum

Tier 2 - Kanban

Tier 3 - Kanban Epic

Feature

User Story Te

ams

Proj

ects

Pr

ogra

ms

& P

PM

3-Tiered Model

Epic

Feature

User Story

Epics collecDons of features, typically 1-‐3 months in duraDon. Epics span releases. Epics can span more than one team. These are the things senior leadership cares about.

Features are smaller than epics, typically 2-‐4 weeks in duraDon. Features are contained within releases. Features are contained within a team. These are what the Product Owner Cares about.

User Stories are the smallest increment of value, typically less than a week. User Stories are contained within sprint. These are the things Engineering Management Cares about.

Epic

Feature Feature Feature Feature

User Story

User Story

User Story

Taxonomy

User Story

User Story

User Story

Progressive Elaboration

time

Epic

Feature

User Story

Criteria Criteria

Sprint Start

Epic

Several Months Early

Epic

Feature

Several Weeks Early

Epic

Feature

User Story

1-2 Sprints Early

We break items into smaller, more detailed pieces as they gain priority

and schedule proximity

Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy


Epic

Epic




Epic

Epic




Epic

Epic




Epic

Epic

Feature

Feature




Epic

Epic

Feature

Feature




Epic

Epic

Feature

Feature




Epic

Epic

Feature

Spike

Feature




Epic

Epic

Feature

User Story

User Story

Spike

Feature




Epic

Epic

Feature

User Story

User Story

Spike

Feature




Epic

Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature




Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature

Epic

Epic




Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature

Epic




Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature

Epic

Epic




Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature

Epic

Epic

Feature




Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature

Epic Epic

Feature




Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Feature

Epic Epic

Feature




Epic

Feature

User Story

User Story

Task Task

Task

8 16

8

Epic

Spike

Feature

Feature




Epic

Feature

User Story

User Story

Spike Task Task

Task

8 16

8

Epic

Feature

Feature




Epic

Feature

User Story User Story

Task Task

Task

8 16

8

Spike

Epic

Feature

Feature




Epic

Feature

Task

Task

Task

8

16

8 User Story

Spike User Story

Epic

Feature

Feature




Epic

Feature

Task

Task

Task

8

16

8 User Story

Spike User Story

Epic

Feature

Feature




Epic

Feature Feature

Task

Task

Task

8

16

8 User Story

Spike User Story

Epic

Feature




Epic

Feature Feature

Task

Task

Task

8

16

8 User Story

Spike User Story

Epic

Feature




Epic

Feature Feature

Task

Task

Task

8

16

8 User Story

Spike User Story

Epic

Feature Feature




Epic

Feature Feature

Task

Task

Task

8

16

8

User Story

User Story

Spike

Epic Epic

Feature Feature




Epic

Feature Feature

Task

Task

Task

8

16

8

User Story

User Story

Spike

Epic Epic

Feature Feature




Epic

Feature Feature

Task

Task

Task

8

16

8

User Story

User Story

Spike

Epic Epic

Feature Feature




Epic

Feature Feature

Task Task

Task

8 16

8

User Story

User Story

Spike

Epic Epic

Feature Feature




Epic

Feature Feature

Task

Task Task

8

16

8 User Story User Story

Spike

Epic Epic

Feature Feature




Epic

Feature Feature

Task

Task Task

8

16

8 User Story User Story

Spike

Epic Epic

Feature Feature




Epic

Epic

Feature

Feature

Task

Task Task

8

16

8 User Story

Spike

User Story

Epic

Feature Feature Feature

User Story

User Story

Spike Task

Task

Task

8

8




Epic

Epic

Feature

Feature

Task

Task Task

8

16

8 User Story

Spike

User Story

Epic

Feature

User Story

User Story

Spike

Feature Feature




Epic

Feature

Feature

Epic Epic

User Story

User Story

Spike Task

Task

Task

8

8


8




Epic

Feature

Feature

Epic Epic

User Story

User Story

Spike Task

Task

8

8


Task 8




Epic

Feature

Feature

Epic Epic


Spike Task

Task

8

8


Task 8




Epic

Feature

Feature

Epic Epic

User Story Task

Task

8

8


Task 8

User Story

Spike




Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8


Task 8

User Story

Spike




Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8


Task 8

User Story

Spike




Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8


Task 8

User Story

Spike




Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8


Task 8

User Story

Spike




Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8


Task 8

User Story

Spike

Epic

Feature


Spike Task

Task

Task

8

8 Task 8

Task 8

Tier 2

Tier 1

Example: Medical Software

A Word About Tools…

A Word About Methodologies

Scaled Agile Framework®

(SAFe)

Disciplined Agile Delivery

(DAD)

Large Scale Scrum (LeSS) Agility Path™

2. Agile Organizations 1. Agile Teams

3. Transformation

Case Study: John Deere C

onte

xt

World’s largest farming manufacturer Offshore sites

Con

clus

ions

Started with single 150pax program Create “pull” for the change

Case Study: Dotcom IT C

onte

xt

World’s largest online grocery £2.47bn in 2011 UK, India

Con

clus

ions

Balance technical risk and change Dramatic mind shift on business side Leverage your unique assets

Case Study: Telecom C

onte

xt

2009 Merger with Symbian 2000+ staff UK, India, Finland, China

Con

clus

ions

Stakeholder management is key Structured rollout across years rather than months Benefits real but not measurable

Structure

Practices Culture

Commit

Discovery

Enterprise Adoption Model

Big Picture

Thin Vertical

Slice

Check point

Big Picture

Thin Vertical

Slice

Check point

Structure

Governance Metrics

“Top Down Intent”

Thin Vertical Slice

Big Picture

Check point

Form Teams

Teach PracDces Guide Culture

“Bottom Up Implementation”

Checkpoint

Big Picture

Thin Vertical

Slice

Assessment

Targeted Coaching

OperaDonalize

“Make it stick”

Structure

Governance Metrics

Assessment

Targeted Coaching OperaDonalize

Form Teams

Teach PracDces Guide Culture

AgileManifesto.org We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value:

That is, while there is value in the items on the right, we value the items on the left more.

Individuals & interactions Processes & tools

Working product Comprehensive documentation

Customer collaboration Contract negotiation

Responding to change Following a plan Over

Over

Over

Over

(Big) AgileManifesto.org We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value:

That is, while there is value in the items on the right, we value the items on the left more.

Individuals & interactions Processes & tools

Working product Comprehensive documentation

Customer collaboration Contract negotiation

Responding to change Following a plan Supported by

Supported by

Supported by

Supported by

Structure

Practices Culture

Structure Practices Culture

Organization

•  Reorg •  Competency Centers

•  Career Paths

•  Events & Communication

•  Values

Project / Program

•  Release Cycles •  Feature Flow •  Product Owner

Teams

•  Elaboration •  Forecasts & Re-

scoping

•  Product Success

Pilot

•  Cross-Functional Teams

•  Scrum Rules

•  Impediments & Workarounds

•  Track Record •  Stable Velocity

Structure Culture Practices

•  Cross-Functional Teams

•  Scrum Rules

•  Release Cadence

•  Feature Flow •  Product

Owner Teams

•  Reorg

•  CI / TDD •  Team Norms

•  Elaboration, Release Spikes, etc.

•  Budgets & Trim-the-tail

•  Competency Centers

•  Career Paths

•  Track Record •  Stable

Velocity

•  Product Success

•  Broadcast successes & values

•  Organization Norms

Team

Pr

ogra

m

Org

Jesse Fewell

[email protected]

@leadingagile

www.jessefewell.com

Linkedin.com/in/jessefewell

Contact Information

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Technology

Big agile - It's not just for small projects anymore