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Similaire à 2012 04 18 Knoxville Agile Adoption&Adaptation
Similaire à 2012 04 18 Knoxville Agile Adoption&Adaptation (20)
2012 04 18 Knoxville Agile Adoption&Adaptation
- 1. CONSIDERATIONS IN AGILE ADOPTION AND ADAPTATION A PRESENTATION TO THE AGILE KNOXVILLE SOFTWARE GROUP April 18, 2012 Meeting Presenter: Alston E. Hodge, CSP, PMP
- 3. AGENDA • Agile vs. Scrum • Principles vs. Practices • Risks and consequences • Case Studies in Adoption and Adaptation • Summary
- 4. AGILE VS. SCRUM • Agile – an umbrella term for all iterative and incremental development approaches • eXtreme Programming • DSDM • Crystal Orange • Scrum • Scrum – an Agile project management framework • Over 70% of “Agile” companies use Scrum or Scrum/XP
- 5. COMPARISON OF AGILE TOOLS
- 6. PRINCIPLES AND PRACTICES Core Principles Core Practices • Early and continuous delivery • 3 roles • Short duration iterations • 4 ceremonies • Business and developers together • Small cross-functional teams • Empowered teams • Knowledgeable PO • Face to face conversations • Senior level championship • Working software is the metric • One project at a time • Emergent architecture & design • Time-boxed • Continuous improvement • Design-Build-Test-concurrently
- 7. ADOPT OR ADAPT? Is it OK to adapt Scrum to fit our culture and work environment? • Adopt the values and principles – these are foundational. • Adapt the practices and techniques – make accommodations to match current reality But realize the work and our world are constantly changing, so we need to change (adapt) our practices accordingly.
- 8. BUT UNDERSTAND THE RISKS
- 9. UNDERSTAND THE CONSEQUENCES: CASE STUDIES REVIEW
- 10. CASE STUDY: NGO • Introduced Scrum 4 years ago • One 40-member team Five 8-member teams • 16 offshore people (QA Testing, Production Support) • Mini-waterfall (Scrum-lite) • High turnover • No acceptance criteria, no definition of done • Stakeholders do not attend Demos • Stories injected mid-sprint • Most managers/leads work 60 hr weeks • Frustrations at all levels, organization polarized • CST refused to give certificates to participants in training
- 11. ADOPTION/ADAPTATION CHALLENGES: NGO • No ScrumMaster • PO served as SM • No one protecting the team • No checks and balances • No retrospectives • Agile Champion = Theory X Vice President • Highest number of HR complaints • Injects stories without informing PO • Threatens employees with termination • Training incomplete • Managers heckled trainer • Trainer left after completing 75% of training
- 12. NGO: PRINCIPLES AND PRACTICES VIOLATED Core Principles Core Practices • Early and continuous delivery • 3 roles • Short duration iterations • 4 ceremonies • Business and developers together • Small cross-functional teams • Empowered teams • Knowledgeable PO • Face to face conversations • Senior level championship • Working software is the metric • One project at a time • Emergent architecture & design • Time-boxed • Continuous improvement • Design-Build-Test concurrently
- 13. CASE STUDY: EMERGENCY MEDICAL SERVICES • Fast-pace work environment • Four Product Owners • High-turnover • Stories injected mid-sprint • Mini-waterfall (Scrum-lite) • Offshore QA testing
- 14. ADOPTION/ADAPTATION CHALLENGES: EMERGENCY MEDICAL SERVICES • Certified ScrumMaster replaced by IT director • Uncomfortable with cultural diversity • No lead Product Owner • Business side not trained in Agile • No retrospectives
- 15. Product Owner Team Scrum Master Simple Scrum
- 16. Product Owner 4 Product Owner 3 Product Scrum Owner 2 Team Scrum Master Product Owner 1
- 17. EMS: PRINCIPLES AND PRACTICES VIOLATED Core Principles Core Practices • Early and continuous delivery • 3 roles • Short duration iterations • 4 ceremonies • Business and developers together • Small cross-functional teams • Empowered teams • Knowledgeable PO • Face to face conversations • Senior level championship • Working software is the metric • One project at a time • Emergent architecture & design • Time-boxed • Continuous improvement • Design-Build-Test concurrently
- 18. CASE STUDY: VACATION OWNERSHIP COMPANY • New to Scrum • $24M program • Director was senior developer promoted, XP experience • PMO director ex-military officer • Recent down-sizing then re-hiring • Big-bang Agile implementation • Big up-front requirements gathering • Big up-Front design effort • Highly specialized team members • Off-shore testing
- 19. VACATION OWNERSHIP: ADOPTION/ADAPTATION CHALLENGES: • Lack of Scrum training • SMs go to director for all issues and ideas • Reluctance to start until all requirements known • 60% contractors with different opinions of Scrum/XP • 4 different contract companies working on one team • Contracts dis-allow cross-functional development • Command/Control leadership • Leadership not on same page (IT, PMO, Business)
- 20. VACATION OWNERSHIP: PRINCIPLES AND PRACTICES VIOLATED Core Principles Core Practices • Early and continuous delivery • 3 roles • Short duration iterations • 4 ceremonies • Business and developers together • Small cross-functional teams • Empowered teams • Knowledgeable PO • Face to face conversations • Senior level championship • Working software is the metric • One project at a time • Emergent architecture & design • Time-boxed • Continuous improvement • Design-Build-Test concurrently
- 21. CASE STUDY: HEALTHCARE SERVICES COMPANY • Introduced Scrum 4 years ago • Heavy offshore utilization • Common practice to have 3 to 4 projects per sprint • Only 55% of teams adopting Scrum • Sprints vary from 2 to 10 weeks
- 22. ADOPTION/ADAPTATION CHALLENGES: HEALTHCARE SERVICES • Business Partners not part of early adoption • Various Sprint models • In-effective retrospectives • Large scale adoption not coordinated
- 23. Product Owner Team Scrum Master Simple Scrum
- 24. Product Owner 4 Product Owner 3 Business PM Product Scrum Owner 2 Team IT PM Scrum SME/Arch Master Product Owner 1
- 25. Product Owner 4 Product Owner Product 3 Owner 2 Business PM Lead Product Owner Scrum Team Scrum Master SME/Arch IT PM
- 26. Sprint Models Model S DEV-SIT-UAT DEV-SIT-UAT DEV-SIT-UAT …. Model DS-U DEV + SIT UAT DEV + SIT UAT DEV + SIT UAT Model D-D-D-S-U DEV DEV DEV …. SIT UAT Model D-S-U DEV SIT UAT Defects Defects DEV SIT UAT Defects Defects DEV SIT UAT
- 27. Projects/sprint 5 4.5 4 3.5 3 Team Size 2.5 14 2 12 1.5 1 10 0.5 8 0 Failing Struggling Healthy 6 4 2 0 Failing Struggling Healthy
- 28. True sprint length (wks) 8 7 6 5 4 3 2 1 0 PO Experience (yrs) Failing Struggling Healthy 10 9 8 7 6 5 4 3 2 1 0 Failing Struggling Healthy
- 29. HEALTHCARE COMPANY: PRINCIPLES AND PRACTICES VIOLATED Core Principles Core Practices • Early and continuous delivery • 3 roles • Short duration iterations • 4 ceremonies • Business and developers together • Small cross-functional teams • Empowered teams • Knowledgeable PO • Face to face conversations • Senior level championship • Working software is the metric • One project at a time • Emergent architecture & design • Time-boxed • Continuous improvement • Design-Build-Test concurrently
- 30. WHY ADAPTATION OCCURS • Scrum viewed as methodology rather than framework of processes • Reluctance to be truly transparent (risky) • Reluctance to address organizational impediments (territorial) • “That’s just how we do things here” (culture) • Viewed as threat to hierarchical & command/control organizations • Difficult to transition from process to product mindset
- 31. ADAPT, BUT REMEMBER … • The closer you follow true Scrum, the less risks • Don’t rest on your laurels • Always room for improvement
- 32. TIPS AND TRICKS • “If at first you don’t adopt, try, try again.” • Track impediments • Conduct regular organizational retrospectives • Create and promote a culture of continuous improvement • Lean IT • SixSigma • Agile • Community of Practice
- 33. SUMMARY • Adopt, then adapt. • Stop. Inspect. Adapt. Everyday. • Take risks. Early.
Notes de l'éditeur
- Here’s a sampling of some of the companies I’ve assisted in the past. They represent a spectrum of Agile maturity and successes. Some are just starting in Agile adoption, and some have over 10 years of Agile experience.
- From an organizational team structure, the scrum team is made up of a the core team, a product owner and a scrum master. With a small, cross-functional and dedicated team structure, and a dedicated SM and PO, the team is in a position to deliver regularly and with high quality. And at regular periods they stop, inspect their progress, identify impediments, and adapt their practice, making them even more productive in the next Sprint.By following this simple model and mindset, they have the potential of becoming a hyper-performing team.
- Now, imagine a scenario at Humana where a team has 4 projects concurrently running in a sprint, each with its own Product Owner. Add to that an IT PM, an Business PM, and an SME or Architect.If you were a member of the team, who do you take directions from? Who has final decision power. Who trumps who?
- From an organizational team structure, the scrum team is made up of a the core team, a product owner and a scrum master. With a small, cross-functional and dedicated team structure, and a dedicated SM and PO, the team is in a position to deliver regularly and with high quality. And at regular periods they stop, inspect their progress, identify impediments, and adapt their practice, making them even more productive in the next Sprint.By following this simple model and mindset, they have the potential of becoming a hyper-performing team.
- Now, imagine a scenario at Humana where a team has 4 projects concurrently running in a sprint, each with its own Product Owner. Add to that an IT PM, an Business PM, and an SME or Architect.If you were a member of the team, who do you take directions from? Who has final decision power. Who trumps who?
- The first issue to address is that of Product Ownership.With multiple product owners, the team MUST have a single point of contact. For this particular example, the Product Owners decided to form a Product Owner team with a single voice for the team.