Alan Padula and Joumana Youssef - Agile Alliance€¦ · • Release Team, Deployment Team, Project...

Climbing the Mountain to Enterprise Agile at IntuitAlan Padula and Joumana YoussefAugust 11, 2011

Agile 2011 ConferenceSalt Lake City, Utah

people

Agenda

• What is Enterprise Agile?• Intuit Financial Services (IFS) Journey Line to Agile• The Agile Mindset – “the difference that makes the difference”• The Kotter Model of Change

1. Increase Urgency 2 Build Guiding Teams

Intuit Proprietary & Confidential

2. Build Guiding Teams3. Get the Vision Right4. Communicate for Buy In5. Enable Action6. Create Short-Term Wins7. Don’t Let Up8. Make it Stick

• Lessons Learned

What is Enterprise Agile*

1. Offering Level• Executive Steering Committee Investment Decisions• Product Management Initiatives• Architecture• User Research


2. Release Level• Release Team, Deployment Team, Project Management Office, Roadmaps

3. Team Level• Feature teams• Platform Teams

* Adapted from Dean Leffingwell, Agile Software Requirements

Intuit Financial Services (IFS) Agile Journey Line

Coach Team Established &

Trained

Start Using Agile & Set Goal of

Reducing Cycle Time by 20%

Launch Action Team, Learn About

Agile & Design Agile for IFS

Test Agile on Two Teams

Completed Roll Out & Started

Planning for FY12


2009 2010 2011

Challenges with Training Provider & Getting the Training

Content Right

Team Overwhelmed with Feedback & Unsure

of Next Steps

Challenges with Coach Bandwidth

Attribution: roger436

Where we were

BestPractices


Past

PresentState

Not Fast Enough

Future

The Agile MindsetDifference

BestPractices

FutureStateVision


Past

PresentState

Too Slow

A Change Model to use: Kotter’s Eight Steps*

6. Create short-term wins

7. Don’t let up

8. Make it stick

Engaging &

Implementing & Sustaining

Change


*John P. Kotter, Leading Change

1. Increase urgency

2. Build guiding teams

3. Get the vision right

4. Communicate for buy-in

5. Enable action

Creating a Climate for

Change

Enabling the Organization

IFS Agile Rollout: Based on Kotter’s* Framework

1. Increase urgency

2. Build guiding teams

3. Get the vision right

4. Communicate for buy-in


y

5. Enable action

6. Create short-term wins

7. Don’t let up

8. Make it stick

1. Increase Urgency

Intuit Proprietary & Confidential9

2. Create Guiding TeamsEnabling

Execn

an

ce

Intuit Proprietary & ConfidentialAssessment

cutio

nG

overn

3. Get the Vision Right

Wall Street Journal Visioning Exercise – March 2009


4. Communicate Change for Buy-In


Behavior & Mindset

Benefit Resistance& Response

Communication Plan

Recognition Plan

Training Plan

Resource Plan

Sponsors

1st Level Managers

Developers

… etc

Wh

o

5. Enable Action: Transition Elements

StateDescription

TransitionElements

Currentstate

DesiredState 1

DesiredState 2

FutureState

•••

••••

•••

••••

•••

•••

••••

The What

The How


Measures

Business &Personal

Value

• • • •

•••

•••

•••

••

••

••

The Evidence

The Why

5. Enable Action: Transition ElementsFY10 Q4 FY11 Q1 FY11 Q2 FY11 Q3 FY11 Q4

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Enabling ID Teams Pilot ST & PO Training Create & Execute ST & PO Training Plan

Train coaches

Performance Goals & Agile Quiz

Pilot Release Team Trng Train all Release Team Members

Create Leader Trng Plan Train all IFS Sr. Leaders

Train Coaches

Agile Values Poster Contest

PM Panel IPM Panel II

Monthly Snack & Learn Sessions


Execution

Assessment

Governance

ID tool

Resource Allocation Guidelines for Different Roles to Support Agile (Rolled out team by team)

Create Parallel Tstg in Dev Guidelines

Define key measures & baseline

NFR process defined & tested

Support External Audit

Continue improving SDLC methodology & artifacts to support Agile

Convert Users

Roll out Parallel Testing in Dev Guidelines Team by Team

Purchase Tool

Launch metrics for all team (rolled out team by team)

Improve NFRs & Rollout to All Teams

Create Best Practices for Business Requirements & Cascade

Create Best Pract. for Tech Spec & Cascade

5. Enable Action: Training Plan

Agile Sr. Leader

Workshop

Agile Manager

Product Owner

Learning

Q1 FY11 Q2 FY11 Q3 FY11 Q4 FY11 Q1 FY12

Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

15

35

55

Students


O e

Scrum Team

Release Team

Agile Coaches

Special Topics

200

125

25

Classroom

Snack & Learns/Tech Talks

Unlimited

Recorded Session (view later)

6. Short Term Wins: Hearts & Minds

Awareness Interest Adoption


Curiosity Understanding

7. Don’t Let Up – FY12 Plans


8. Making it Stick: Intuit Agile Coaches

Big ROI products with the right requirements,by learning from customers & real data

Repeatable, lower-risk projectsby selecting & customizing the right process

Business Value & Coach Contribution

“Do not solvefor theperfect

process!”

•


“Work with & support the teamin achieving their project goal”

© 2009 Intuit Inc. All rights reserved.18

g p

Improved quality & schedule confidence by executing the process right

Greater productivity, fewer obstacles, and lower costs by doing what works & avoiding what doesn’t

8. Making it Stick: Measuring our Status of Agile Rollout by Group

Consumer Teams

Some Agile Today?

Scrum Team Trained?

Parallel Testing in Dev?

Following Resource Allocation Guidelines?

Measuring Velocity?

Measuring cycle time?

Measuring business value?

Employee Assessment of Agile Adoption

Agile Coach Engagement

Team 1

Team 2

Team 3

Team 4

Team 5 N/A N/A N/A N/A N/A

Team 6

Team 7


Team 8

Team 9

Team 10

Team 11

Team 12

Team is doing today and results look good

Team is scheduled to start or is doing with success but needs to fill gaps

Team is not scheduled/doing yet or is getting poor results

Lessons Learned

• Don’t spend too much time trying to convert naysayers –concentrate on promoters

• Make sure that your action team is properly allocated and has support from their leaders to spend the time necessary

• Invest in training and internal coaches


Invest in training and internal coaches

• Find a leader to make the rallying cry

• Find a frontline leader to drive the change

• Accept that it takes a long time to make a mindset change

• Use an expert Agile coach advisor who is masterful at change leadership to drive the definition of the vision and roadmap

Alan Padula

[email protected]

Joumana Youssef

[email protected]


Alan Padula and Joumana Youssef - Agile Alliance€¦ · • Release Team, Deployment Team, Project...

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