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Enabling Business Management with Jira

Working in a mature, established organization can present challenges in adapting Agile practices at the team level, while also collecting and providing information about various projects and initiatives that senior management requires to manage the overall business. Agile frameworks, such as SAFe, may offer a useful way forward, but it may not align directly to existing business planning and management practices. New concepts, such as value streams, are introduced, while traditional concepts such as projects and programs disappear. Learn how we created our own Scaled Agile Framework - managed using Jira - that leverages the best of both worlds — supporting traditional business management practices without hindering the agility of our software development teams!

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Enabling Business Management with Jira

  1. 1. BRIAN BOBRYK | PRODUCT OWNER | BLOOMBERG LP Enabling Business Management with Jira Scaled Agile for Business and Engineering Reporting
  2. 2. Agenda Background
  3. 3. Agenda Side effects of agility
  4. 4. Agenda The road to scaling
  5. 5. Agenda Business planning
  6. 6. Agenda Our framework
  7. 7. Agenda Final results
  8. 8. Background About Bloomberg
  9. 9. About Bloomberg Large & Established Founded in 1981 The company is a 38 year old organization Large organization 19,000 employees in 176 locations around the world 5,000+ technologists and software engineers
  10. 10. About Bloomberg Unique culture Culture is the foundation for success Since the first day Mike created the Company, Bloomberg’s completely unique culture has been the foundation of it’s success All employees are measured on 4 culture values Innovate Collaborate Know Your Customer Do the Right Thing
  11. 11. About Bloomberg Agile adaption The company began adapting agile back in 2013 Agile practices are a natural extension of the existing culture
  12. 12. Side Effects of Agility
  13. 13. • As Agile practices are adopted their efficiencies become apparent • Agile practices appear to be in a juxtaposition with existing business management practices • Traditional management practices become a challenge to align • Collaboration across teams and business areas necessitate a management framework SIDE EFFECTS THE SIDE EFFECT OF AGILITY Laboratory
  14. 14. Road to Scaling
  15. 15. WHERE WE STARTED • Started with a SAFe 4.0® implementation • Jira issue type Initiative used for SAFe Epics • Jira Epics represented Features • A Jira project was used to manage features • Features were grouped by a field • Teams were represented by Jira components
  16. 16. WHAT WE FOUND • Feature management and PI planning were well accepted • Planning was being done consistently • The process facilitated better communication • Grouping of features kind of aligned with traditional projects • Initiatives were not being “managed”
  17. 17. ADDITIONAL OBSERVATIONS • Group features by field did not accommodate for any additional project related data • PI planning was primarily occurring on a quarterly basis • The implementation of the framework provided a natural hierarchical roll-up capability • Impact on the individual Scrum teams was negligible
  18. 18. Business Planning
  19. 19. Business Planning Annual Business Planning Decomposition of the Plan Into Projects Plan Management (Reporting and Adjusting) While the details of a planning process will differ from company to company, the basic process is similar and repetitive
  20. 20. MANAGING AT DIFFERENT LEVELS The level of management details required to manage decreases as the level that is being managing gets higher Initiatives Projects PI / Quarter Sprint Level of management Level of detail required
  21. 21. MANAGING AT DIFFERENT LEVELS Examples of details required at different levels • Initiative level status • Scoped to fiscal year/quarters BU • Project level status • Scoped to fiscal quarters Department • SWAG • Feature status • Scoped to a multiple sprints Group/PI • Story points • Issue status • Scoped to a sprint Team/Sprint Initiatives Projects PI / Quarter Sprint
  22. 22. Our Framework
  23. 23. BLENDING THE TWO PROCESSES • A new issue type of project was created • Mapping between projects and related feature epics was established • Aligning projects to their higher level initiatives, plans and sub-plans was done in the same fashion • Fields that were not used were removed and fields to better support actual usage were added
  24. 24. Before SAFe 4.0® based After Business aligned
  25. 25. Nearly all the best things that came to me in life have been unexpected, unplanned by me. Carl Sandburg
  26. 26. THE UNPLANNED • Eliminated 3 – 4 days of spreadsheet updating • Improvement in data quality/confidence at the top • Communications overall increased • Automation to support usability • Enhancement requests to our internal tools increased • Enhancements requests to the model increased
  28. 28. Strategies Goals Initiatives SUPPORT FOR AUTOMATION Team 1 Team 2 Team 3 Epic/ Feature Story/ Task Subtask Teams will link JIRA tasks to Initiatives Development Plan Reporting (Monthly) JIRA Work Management (Daily) ReportingExecutionandIntake Read Only Hierarchy is pushed down into JIRA Strategies Goals Initiatives Epic/ Feature Story/ Task Subtask Epic/ Feature Story/ Task Subtask
  30. 30. The Final Result
  32. 32. FEATURE MANAGEMENT WORKFLOW Ideation Initial definition of a feature for development Refinement Researching the Feature, estimating the effort, complexity ReadyforPI Feature added to PI Planning backlog, Acceptance criteria is clearly defined Scheduled Feature was scheduled for next PI Implementation Development in Progress, Feature decomposed stories/tasks, have been scheduled for a sprint DevComplete Development is complete awaiting testing Testing Testing is completed, Feature is ready for, or in the process of, rolling out Complete Rollout is complete
  35. 35. % WORK COMPLETE
  36. 36. The Final Result Automation Work managed in Jira aligned with the higher level business management perspective Management Management capability is enhanced at all levels Transparency Full top to bottom transparency and alignment across the business Refinement Iteration and refinement of the model continues