Confessions of a Coach
57
Confessions of a Coach: Agile Adoption War Stories Marko Taipale twitter: @markotaipale Potsdam, Berlin 2013
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19-Oct-2014 -
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3 real life stories and a conclusion as presented in Agile Development Practices Potsdam/Berlin
Transcript of Confessions of a Coach
Confessions of a Coach: Agile Adoption War Stories
Marko Taipale twitter: @markotaipale Potsdam, Berlin 2013
Why?
Sharing is Caring!
You guys are smart - do not repeat my mistakes :)
3Stories
Livin’ on a Prayer
Background: Subcontractor, 3 teams, customer already “agile”
Assignment: “Help us to deliver in Agile way!”
“We need expertise to deliver this on time”
I had to figure out where they are
600 use cases
600 use cases
6 cases / month
600 use cases
100 months of work
6 cases / month
600 use cases
6 cases / month
100 months of work
400% improvement, 600 / 24 = 25 months
600 use cases
100 months of work
400% improvement, 600 / 24 = 25 months
They got 6 months
6 cases / month
What would you do?
What is the purpose of this system?
Customer went crazy... and then Subcontractor
went to denial
“We just need stronger management to push this trough”
I got repositioned
Result: Subcontractor told that they are not going to renegotiate the deal
Lesson: Make them to study the situation and have no agenda
The Goal
Background: 500+ employee software company, some Scrum teams
Assignment: Improve our time-to-market
“We are way too slow!”
Value Stream
Order Prioritise Resource allocation
Dev & Test
Order Prioritise Resource allocation
Dev & Test
8 months
2m 6m1d1d1w 1w
Order Prioritise Resource allocation
Dev & Test
420 5
8 months
160
2m 6m1d1d
Active orders
Waiting for resources Released
1w 1w
I took a look at how they feed the system
DevDirPortfolio
Goal: profit, cost-effective, fast
PO PO PO
What is the priority?
I. RegulationsII. Biz devIII. Customer reqs
DevDirPortfolio
Goal: profit, cost-effective, fast
PO PO PO
What is the priority?
I. RegulationsII. Biz devIII. Customer reqs
DevDirPortfolio
Goal: profit, cost-effective, fast
Sales Dir
Bonus!
How do I get bonus?!
Goal: Growth!
PO PO PO
What is the priority?
I. RegulationsII. Biz devIII. Customer reqs
DevDirPortfolio
Goal: profit, cost-effective, fast
Sales Dir
Bonus!
How do I get bonus?!
Goal: Growth!
Contract
Sanction clause
PO PO PO
What is the priority?
I. RegulationsII. Biz devIII. Customer reqs
DevDirPortfolio
Goal: profit, cost-effective, fast
Sales Dir
Bonus!
How do I get bonus?!
Goal: Growth!
Contract
Sanction clause
HIGH RISK!
What would you do?
What is the purpose of this system?
Connect Development and Sales Directors
“We shall take care of this!”
Result: a new way to control resource allocation (?!)
Lesson: Misaligned goals with incentives destroy the system performance.
There are no “evil” people rather systems that reward counter-productive behavior.
The Whole
Background: International gaming company, TO 100 Meur, 400+ people
Assignment: “Scale up our product development to serve the needs of the business.”
“Our product development is the bottleneck”
After 2 years10+ Scrum teams,
6 week company wide sprints
We’re done, right?
Business Development:
“I do not know what have you done, but we have not improved a bit...”
Development
2m (6m)
Development Deployment
2m (6m) 3w
IdeaInternalapproval
Customerapproval Resourcing
Design Development Deployment
2h 2h
2m (6m) 3w1m
1d
Idea
35
Internalapproval
Customerapproval Resourcing
Design Development Deployment
1215
2h 6m
6m 6m
1w
2h
2m (6m) 3w1m
1d1m2d
3m24m
Idea
35
Internalapproval
Customerapproval Resourcing
Design Development Deployment
1215
2h 6m
6m 6m
1w
2h
Scrum!
2m (6m) 3w1m
1d1m2d
3m24m
Idea
35
Internalapproval
Customerapproval Resourcing
Design Development Deployment
1215
2h 6m
6m 6m
1w
2h
Scrum!
2m (6m) 3w1m
1d1m2d
3m24m
Thanks to Henrik Kniberg taking the shot! :)
What would you do?
What is the purpose of this system?
Development Director
“You shall not show this to anyone...”
Why?
Development
3m3-6
0-3kkIdeas..
After some drastic changes...
Result: Time-to-Market 24 months to 3 months
Lesson: • Beware suboptimization -> Optimize the whole• Showing it does not mean fixing it• Find a way to get commitment
What can we learn from this?
Thinking
System
Performance
Thinking
System
Performance
Analysis Change
Purpose
Metrics
Permission
Change
Context
Purpose
Metrics
Permission
Change
Clarify the purpose of the company (from customer point of view)
Measure how the system fulfills it’s purpose
Context
Get the permission (and commitment) for change
Understand the boundaries and SWOT
Change the system, only implement changes that are relevant to the purpose
Purpose
Metrics
Permission
Change
Context
Coach the management to do this
Purpose
Metrics
Permission
Change
Context
PDCA cycles
It is not about agile or lean...... nor transformation
It is not about agile or lean...... nor transformation
It is about the system...
... and fulfilling the purpose of the system
It is not about agile or lean...... nor transformation
You are not going to change a thing...... but you can initiate the change
It is about the system...
... and fulfilling the purpose of the system
Marko Taipale• Principal consultant with agile/lean mindset, CTO, Advisor
• 15+ years of software development
• Capabilities to deliver products from concept to cash
• Tens of public speaking appearances
International online gaming company (TO 100+ Meur) improved time-to-market from 24 months to 3 months
Energy company purchased process control system and got the delivery 4 times faster than expected. The system secured the business for next 2 years.
Software company validated new business model for new product in 2 months.
Software product company saved 1,3 Meur / year in management and administration.
Please evaluate my presenta/on by using the evalua/on booklets which you can find in your conference bag.Thank you!
