Agile transformation approach by first consulting

Agile transformation approach by first consulting

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  Agile transformation approach Increasethe speed-to-market May 2016, The Netherlands Roel van Overdam
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  2 What is agile Agileis a delivery method that favors frequent iterative releases over traditionally long phased releases ■ First and foremost: satisfy the customer. Deliver working and valuable software early and frequently. ■ Measure progress primarily by working software. ■ Have business people and developers work together daily. ■ Welcome changing requirements. ■ Create a self-organizing team of motivated individuals. ■ Communicate using face-to-face conversation. ■ Maintain a sustainable pace of development. ■ Attend continuously to good design. ■ Retrospect and adjust regularly. “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: ■ Individuals and interactions over processes and tools ■ Working software over comprehensive documentation ■ Customer collaboration over contract negotiation ■ Responding to change over following a plan The Agile Manifesto The Agile Principles
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  3 Key differences Agile workswith an iterative workflow Agile Approach Working Software (Incremental delivery, Bugs impact is less) Customer Collaboration Leadership and Collaboration Responding to Change (Response to change is more timely and free flowing) Iterative Workflow (Small releases of software – modular nature, Activities will occur in parallel) Informal Communication Adaptability Traditional Project Management Comprehensive Documentation (Major release, Bugs impact is very high) Contract Negotiation Command and Control Following a Plan (There is no going back) Linear and Sequential Approach (Main Release, Activities follow a linear sequence) Formal Communication Predictability
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  4 Key differences Within agilemultiple roles are combined (multi skilled team) Planning Requirements Gathering & Analysis Design Code Test Deliver Project Manager Business Analyst(s) Architect(s) Developer(s) Tester(s) Customer Product Owner Scrum Master TeamCustomer Internal Stakeholders AgileTraditional Project Management Initiate Sprint Deploy Maintain Hierarchical & Structural Interactive & Iterative
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  5 Safe framework All traditionalbusiness processes are applicable. Difference is the light weighted design (less governance, focus on high level guidelines and empowerment) Portfolio  Portfolio management processes  High level strategy  Define value streams and allocate budget Program  Agile Release Train (ART) is the primary value delivery construct in SAFe  Empowerment  Fixed capacity per ART  Cross functional teams – T profile  No dependencies between teams  CICD need to be in place  Teams need to work on same heart beat Safe principles Team  Scrum teams  Daily execution, development, testing, releasing  Backlog priorities by business product owner
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  6 Governance model (target) TheIT operating model will change over time with agile. A shift towards business is needed  A shift towards business and IT integration is a pre-requisite  This requires a new mind set (principles), including roles & responsibilities and processes/procedures  Because of the multi country/product business a clear governance need to be drafted  A key step is to define and install a Value driven management team (VMT) in which the value stream is managed. VMT members are business representatives and IT) Old IT TOM New IT TOM IT DeliveryBusiness Demand management Supply management Business Demand Supply Delivery  Business uses IT for daily operations  Business defines need for changes and liaises with the demand organization  Ideally teams are physically located nearby  Business owns the IT budget and is responsible for priority setting in IT change and run  Demand and supply are (more) integrated in the business  Actively involved with scrum team in the role of Product Owner  Business and IT are both managed in a KMT  All IT projects can be considered business projects  Supply teams do the coordination towards vendors  Based on available, budget, backlog and capacity work is organized in the agile teams  Train and facilitates scrum teams  IT is responsible for IT Operations, like network, infrastructure, data centres
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  7 Transformation approach (example) An‘integrated, controlled and phased approach’. The pilots should contribute to growth towards the maturing phase 7 Plan the end-to-end technology implementation Design the end- state solution Build the end-state solution Implement, test and deploy the end- state solution Monitor the solution after Implementation Plan Design Build Implement Monitor TRADITIONAL Planning ■ Product owner Monitoring Product Backlog (features) Sprint Backlog (tasks) Shippable Product Sprint Retrospective Sprints (2 to 4 Weeks) Sprint Demo Release Planning Iteration Planning User Stories Definition of Done Estimates/ Story Size Agile FAT UAT x weeks X weeks Freeze x week Aftercare LIVE 2 weeks Planning ■ Product owner Monitoring Product Backlog (features) Sprint Backlog (tasks) Shippable Product Sprint Retrospective Sprints (2 to 4 Weeks) Sprint Demo Release Planning Iteration Planning User Stories Definition of Done Estimates/ Story Size Agile FAT UAT X – y weeks Freeze Aftercare LIVE 2 weeks Preparation Prep Operations (AMS) managed in parallel Operations (AMS) managed in parallel Phase 1 Shaping Phase 2 Maturing x weeks X-y Current operating model designed based on waterfall principles Phase 1 is about structural piloting and learning. In practise a more ‘agilefall’ we be effectuated Phase 2 the key impediments are mitigated. The business involvement is organized in KMT’s, where possible automation has increased and all activities are done within a sprint Change and run still managed in parallel Exception
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  8 Transformation approach (example) Theend state situation need to be further defined, based on the ambition Planning ■ Product owner Monitoring Product Backlog (features) Sprint Backlog (tasks) Shippable Product Sprint Retrospective Sprints (2 to 4 Weeks) Sprint Demo Release Planning Iteration Planning User Stories Definition of Done Estimates/ Story Size Testing Agile Aftercare 2 weeks Prep Operations (AMS) managed in parallel Planning ■ Product owner Monitoring Product Backlog (features + operations) Sprint Backlog (tasks) Shippable Product Sprint Retrospective Sprints (2 to 4 Weeks) Sprint Demo Release Planning Iteration Planning User Stories Definition of Done Estimates/ Story Size Testing Agile Phase 3 Agile on Scaling Phase 4 Complete In phase 3 Agile can be scaled based on value streams. New operating model applies (new roles and responsibilities defined and effectuated) CICD capabilities are matured over the domains All activities are done within the agile sprint (dev, testing, deployment) In phase 4 change and operations will be integrated No additional preparation is needed (end to end processes applicable). This also applies for the aftercare An ‘integrated, controlled and phased approach’
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  9 Contact details Roel vanOverdam +31 6 5136 7336 [email protected]