Scaling The Heights of Agile (aka Scaling and Measuring Agile)

1. Scaling The Heights of Agile (aka Scaling and Measuring Agile)

2. Damon Poole • Chief Agilist, Eliassen Group’s Agile Practice • Coaching: Transformation and Tune-ups • Training • Staffing • 20 years of process change ranging from small co-located teams to multi-hundred team global enterprises • Founder and past CTO and CEO of AccuRev • Creator of multiple Jolt-award winning products • Past President of Agile New England • Author of “DIY Agile Kickstart”

3. Agenda • Scaling Agile • Institutional Headwinds and Tailwinds • Measuring Success

4. Scaling Agile

5. “Scaling” • What do we mean by “scaling?” • A typical definition of scaling: • Adding more resources adds proportionally more capacity for doing work • Does traditional development scale?

6. Each Feature is Comprised of Many Aspects ✔ #define a b /* * This is great code. */ booldoStuff ( ) { index++; }

7. A Typical Iteration 5 2 3 1 2 3 Admin wants a report of site-wide activity Traveller wants to see their upcoming trips Traveller wants to edit a booking Traveller wants to enter a booking Traveller wants to delete a booking Traveller wants to register with the system Tom Tom Bob Bob Sue Sue #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; }

8. “One Piece Flow” Done! Done! Done! #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } #define a b /* * This is great code. */ booldoStuff ( ) { index++; } Done!

9. Agile in Action Product Mgmt $ Customers / Market

10. One piece flow across multiple teams Product Mgmt $ Customers / Market

11. Inspect and Adapt (Self-healing) • Organizations, people, projects, markets are constantly changing • Healthy Agile requires constant monitoring and adjustment • Typical inspect and adapt mechanisms • Standups • “Scrum of Scrums” • Retrospectives • Stop the line

12. Escalation Tree Daily standup Management involvement Rapid turnaround. S2 09:30am – 09:45am S1 09:00am – 09:15am

13. Escalation Tree Frequent Retrospective 1 hour 1 hour

14. Institutional Headwinds and Tailwinds

15. Traditional Agile

16. Traditional Agile

17. Traditional Agile

18. Silos by Role – Focus on Operational Efficiency Specialization and cost reduction Architects Devs Testers ProjectManagers BA’s / ProductManagers

19. Misaligned Goals FunctionalGoals ✔ ✔ ✔ ✔ ✔ ✔ Late, missing scope Not as relevant as hoped Project A Project B

20. Moving to Managing Business Value Delivery • Switch to business value delivery metrics • Align everyone connected to a line of business or product to the same goal: delivering of business value • Examples: • Old • number of defects found per release • coding tasks completed • New • test coverage per new user story • # of story points associated with done stories

21. Fully Aligned Goals Project A Project B PrimaryGoals ✔ ✔ Secondary Goals ✔ ✔ ✔ ✔ ✔ ✔

22. One Solution: Organize around Business Value Delivery Products, lines of business, and maximizing business value

23. Faux Teams vs Real Teams

24. Faux Teams vs Real Teams

25. Faux Teams vs Real Teams

26. Top Ten Self-Reinforcing Patterns

27. Measuring Success

28. Measuring Success • Net Promoter Score • Profits • Anecdotes related to business value

29. Agile Organization Metrics

30. Additional Metrics • Shippability • Work in Progress • Cycle time

31. Cycle Time 2 years 3 months Integration and testing Preparation Development 6 1 3 5 7 2 4 months

32. Cycle Time Prep Prep Prep Prep Prep Prep Do Do Do Do Do Do Ship Ship Ship Ship Ship Ship 6 1 3 5 7 2 4 1 month iterations

33. Cycle Time Cycle Time Prep Do Ship 6 1 3 5 7 2 4 1 month iterations

34. Email:dpoole@eliassen.com Web:www.eliassen.com Twitter: @damonpoole Blog:damonpoole.blogspot.com Q&A