Proprietary & Confidential · Who is Zodiac Inflight Innovations Why Tell The Story? Proprietary &...
Transcript of Proprietary & Confidential · Who is Zodiac Inflight Innovations Why Tell The Story? Proprietary &...
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Proprietary&Confidential
UsingLarge-ScaleScrum(LeSS)forOrganizationalTransformationSuccess
BRETT PALMER, CSTMIKE WINSTON
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UsingLarge-ScaleScrum(LeSS)forOrganizationalTransformationSuccess
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WhoWeAre• MikeWinston isaProductOwnerforthe ZodiacInflightInnovations companywith18yearsofexperienceinsoftwaredevelopmentandleadingteamstotheirfullpotential.StartinghiscareerasaSoftwareEngineerataDepartmentofDefensecontractorfollowedbyamovetomanagement,Mike’sAgilejourneystartedin2012whenhereceivedhisCertifiedScrumMastercertification.MikehascontinuedhiseducationandreceivedhisCertifiedScrumProductOwner,CertifiedScrumDeveloper,CertifiedAgileLeadership1andCertifiedLeSS Practitionercertificates.Hehasusedthiseducationtobealeaderinhiscompany’stransitiontoanAgileorganizationutilizingtheLargeScaleScrum(LeSS)framework.
Mike
Brett
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WhoWeAre• BrettPalmer isanenterpriseagilecoach&trainerat RocketNineSolutions withmorethan20yearsexperiencewithbusinessprocessimprovement&reengineeringintechnology,finance,manufacturing,healthcare,&entertainment,withafocusonendusertraining&productadoption.Hedevelopedaward-winningonline&instructor-ledtrainingsolutions,&managedsystemsdevelopment,implementation,releasecoordination&deploymentswithglobally-distributedteams.Previouslycomingfromatraditionalprojectmanagementbackground,BrettnowleverageshisbackgroundinOrganizationandRelationshipSystemsCoaching(ORSC)whenhelpingwithteamsandenterprisesnavigateorganizationalchangetolean-agileapproaches.
Mike
Brett
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WhatisScaling?
Therearemanydimensionsforscaling.
Onlyforthepurposesoftoday’spresentation,wewillsimplifythisdownto:
Scaling=multipleAgileteamsworkingonthesameproduct
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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TheScrumGuide
TheScrumGuidestates:
(pg 15)- MultipleScrumTeamsoftenworktogetheronthesameproduct.OneProductBacklogisusedtodescribetheupcomingworkontheproduct.
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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TheScrumGuide
TheScrumGuidealsostates:
(pg 6)- TheProductOwnerisoneperson,notacommittee.
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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WhatisLeSS?• LargeScaleScrum(LeSS)isScrumappliedtomanyteamsworkingtogether• Whole-productfocus—- OneProductBacklog- OneProductOwner- Oneshippableproduct- OneSprint—regardlessif3or33teams
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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WhatisLeSS?• LargeScaleScrum(LeSS)isdescaling throughorganizationalsimplification.• Reducingthenumberofroles,organizationalstructures,dependencies,architecturalcomplexity,managementpositions,sites,andnumberofpeople.
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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Introduction• InflightEntertainmentandConnectivityCompany• SouptoNuts– Allthehardwareandsoftware• ProductionandManufacturingSoftware• InflightSoftware
• 350personcompany• 40SoftwareDevelopers+60offshore
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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Introduction
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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Introduction
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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Introduction
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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Introduction• Thisisnotauniqueormindblowingstory• Thisiswhateveryonewhogoesthroughalargetransformationwillsee,inoneshapeoranother.• Purpose:toresonateandmakeyouthinkofyouractions.• Whatkindofleaderdoyouwanttobe?
WhatisScaling?
WhoisZodiacInflightInnovations
WhyTellTheStory?
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TheEpilogue
AgileHell(2011)
SingleTeamScrum(2012)
CommandControlImpact
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TheEpilogue• Saneworkweeks• RemovedMeetinghell• I’msold– CSM,AtlassianSummit
AgileHell(2011)
SingleTeamScrum(2012)
CommandControlImpact
• Wefailedtosellthis“process”totheorganization• CouldnotgetbuyinfromExecManagementorProgramManagement
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TheEpilogue• Wearebehindandnothittingduedates• ProgramManagementpissedoff• HowF@#$ing hardisittorunasoftwareteam,evenIcandoit?
• 2Monthslater• ThatProgramManagerisnowtheSeniorDirectorofSoftware
AgileHell(2011)
SingleTeamScrum(2012)
CommandControlImpact
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ConstructiveFriction• NewDirectordidnotunderstandScrumorAgilePrinciples• Constantconflictbetweenus• Argued,toldhimhewaswrong…hedidn’tgettheadvantage• Thinking:Iamright,heisanidiot• Icanthinkfasterthaneveryoneelseandalwayshavetherightanswer• AgileAdvocate,notleaderyet
ChangeisHard
Beliefs
Advantages
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ConstructiveFriction• Youhavetostandupforyourbeliefs,eventoyourboss
ChangeisHard
Beliefs
Advantages
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AnotherCommandDecision• Outoftheheavens…comesRocketNineSolutions
TheMiracle
TigerTeam
AnotherLeadershipOpportunity
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AnotherCommandDecision• CEO,CMO,SrVPofEngineering- Createa“tigerteam”togodothisAgileThing
• Why?- TakingyearstogetfromDemotoMarket- Missingdeliveries- Weneedtoproducemorewithoutincreasingourstaff
-Whoonthistigerteam?- VPs,Execs,CTO,etc.
TheMiracle
TigerTeam
AnotherLeadershipOpportunity
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AnotherCommandDecision• Thiswasreallyhardforme.Iwasthe“smartest”guyintheroom.- Icouldn’tjusttellthemhowtodoit,theyhadtoownit
- Ialsorealizedthatmyhistorywastaintedbymysituationsandknowledge.Thiswasanewsituationandwewouldneedtocometothedecisiontogether.
TheMiracle
TigerTeam
AnotherLeadershipOpportunity
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Whatdidwedo?• CalledourselvestheAgileLeadershipTeam• RemovedthedirectiontogoAgileandchangedourchartertodecideifweshould
Initialize
Trained
Defined
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Whatdidwedo?• QuickScrumtraining• ReadLargeScaleScrum:MorewithLeSS byCraigLarmanandBasVodde- Itwasveryevidentforfewmembersthatdidnotreadit.
• Discussedthereadingsandconcepts- Howdidtheyapplytous
• DecidedthatLeSS wasthewaytogoforpartsofourbusiness
Initialize
Trained
Defined
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WhyLeSS andnotSAFe?
WhyLeSS ¬SAFe?
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WhyLeSS andnotSAFe?
WhyLeSS ¬SAFe?
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WhyLeSS andnotSAFe?
WhyLeSS ¬SAFe?
• RocketNineSolutions(Scott&Brett)werefrustratedwithhavingworkedwithSAFe implementationswithpreviousclients- Existingorgstructureslimitedthechangespreviousclientswerewillingtotakeon- PeoplemaptheirexistingrolesintoSAFe structuresand“checkthebox”- Peopletendmoldatitleintowhattheyalreadydo
- Zodiacissmallerand1product- Fewerroles;justfeltlessrigid
• Whenwekickedthisoffayearandahalfago,otherscalingoptions(besidesSAFe)weren’tmatureenough
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Whatdidwedo?• DefinedourProduct• PickedourProductOwner- Informedexecoffice,theysaidno.Wesaidweareserious.Theysaidno.Wesaid,youdon’tunderstand,hereiswhy.Theysaidyes.
Initialize
Trained
Defined
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Success
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6monthslater• Westillhaven’tstarted
NotStarted
Whynot?
Coaching
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6monthslater• Asleadersweweretryingtofigureeverythingoutsowecouldtelltheteamshowitwouldwork• Weletconversationsrunamuck- Advice:CreateWorkingAgreements
• Wedidn’teatourowndogfood– Nobacklogorprioritizationonthethingswewantedtodo• Tigerteammemberwhoneverseemedtobeonthesamepage.Noonesaidanything.Hehadapointhewantedtomakeandwouldnotrestuntilitwassaid,heardandothersfinallyjustgavein- Advice:Lookforpeoplewhoarecausingconflictandadjust.Notjustlackofunderstanding,buttrueconflict
NotStarted
Whynot?
Coaching
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WhatKindofCoaching?• Atameta-level,ifhiringexternalhelp,thinkaboutwhatkindofcoachingengagementyou’reafter- Advice:DesigntheCoachingAlliance;who’sleading?NotStarted
Whynot?
Coaching
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WhatKindofCoaching?
NotStarted
Whynot?
Coaching
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ImpacttoSWTeam• Havenoideahowthiswillimpactthem• Managementislostanddoesn’tunderstandtheirfutureImpact
Co-Director
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ImpacttoSWTeam• MyCo-Directoriskeptinthedark- Hefeelsoutoftheloopandidle- Veryfrustrated
• Endsupbeingmybiggestadvocate- TakestheLeSS workshopandis100%in- StandsupinthevariousceremoniesandpromotingtotheSWteamtheprinciples- TakescontroloftheManagersandhasthemjustifyeverythingtheydotomakesurethereisvalue
Impact
Co-Director
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Wehaveliftoff– Juststart• Onewholedayoftraining- ScrumBasics- Offsite- 80+people
• Fun• Energetic
Training
TeamFormation
Results
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Wehaveliftoff– Juststart• Invitation-BasedOpenSpace
Training
TeamFormation
Results
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Wehaveliftoff– Juststart• Invitation-BasedOpenSpace(includedremotefolks)
Training
TeamFormation
Results
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Wehaveliftoff– Juststart• TeamFormation– Amazing
Training
TeamFormation
Results
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Wehaveliftoff– Juststart• TeamFormation– Amazing
Training
TeamFormation
Results
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Wehaveliftoff– Juststart• Training- Neededbasicandadvancedtraining- NeededLeSS trainingaswell– HowisthisdifferentthanOneTeamScrum.
• DidnotletteamsprepareforbeingAgile- Automatedframework,stablecodebase,etc.
Training
TeamFormation
Results
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HowLeadership&ManagementMustChangeWaysseniorleadership&managementmustchangetosupportanagiletransformation:1. Flexibleorgchart- “Thisisourorgchart.Consideritinfluxforthenextsixmonths.”–VPofEngineering- “Ourjobisn’ttomapourcurrentduties.WeshouldstartwithablankslateandjustifyeachandeverythingwedointhisnewworldasAgileManagers.”–DirectorofEngineering
Flexibleorgchart
ManagementSupport
ManagementTraining&Coaching
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HowLeadership&ManagementMustChangeWaysseniorleadership&managementmustchangetosupportanagiletransformation:2. Managementsupportsandteachesthinkingtools
(systemsthinking,causalloopdiagrams)
Flexibleorgchart
ManagementSupport
ManagementTraining&Coaching
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HowLeadership&ManagementMustChange
Flexibleorgchart
ManagementSupport
ManagementTraining&Coaching
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HowLeadership&ManagementMustChangeWaysseniorleadership&managementmustchangetosupportanagiletransformation:3. Managementgets
Training&Coachingthemselves.- Theywenttoalmostalltheclasses,anddozensofone-on-ones
Flexibleorgchart
ManagementSupport
ManagementTraining&Coaching
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AgileLeadership– TakeaStand• Wantedtooutsourcespecificprojects• WantedaquickagreementfromPOthatthesewerethecorrectprojects• Wewenttotheteamstodiscusstheproblemandwhichprojectstogethelpon• Sameresults,butwhatisthedifference?
SVPEngineering
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CommonTransformationPitfalls
Topcommonpitfallsinagiletransformationswesee…
CommonPitfalls
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CommonTransformationPitfallsTopcommonpitfallsinagiletransformationsweseeare:1. Managers,testers,
engineersNOTadoptingorembracingournewagileculture• “Culturefollowsstructure”saysCraigLarman• Advice:Movetofull-stackfeatureteamsandawayfromspecializedcomponentteams
CommonPitfalls
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CommonTransformationPitfalls2. Leadershipunderestimates
thelevelofeffortinvolvedintransformingtheorganization&doesn’tunderstandhowtheirrolemustchange• Advice:“InformedConsent”workshop• Advice:GetleadersintoCertifiedAgileLeadershipclass(CAL)• Advice:Mandatory1:1’swithleadership
CommonPitfalls
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CommonTransformationPitfallsRecommendedBooks:• Avery,ChristopherM.,andHenryKimsey-House. TheResponsibilityProcess:UnlockingYourNatural
AbilitytoLiveandLeadwithPower.Partnerwerks,Incorporated,2016.
• Joiner,Bill,andStephenJosephs. LeadershipAgility:FiveLevelsofMasteryforAnticipatingandInitiatingChange.Jossey-Bass,2007.
• Kegan,Robert,etal. AnEveryoneCultureBecomingaDeliberatelyDevelopmentalOrganization.HarvardBusinessReviewPress,2016.
• Laloux,Frederic. ReinventingOrganizations:aGuidetoCreatingOrganizationsInspiredbythenextStageofHumanConsciousness.NelsonParker,2014.
• Larman,Craig,andBasVodde. Large-ScaleScrum:MorewithLeSS.Addison-Wesley,2017.
• Larman,Craig,andBasVodde. ScalingLean&AgileDevelopment:ThinkingandOrganizationalToolsforLarge-ScaleScrum.Addison-Wesley,2009.
• Mamoli,Sandy,andDavidMole. CreatingGreatTeams:HowSelf-SelectionLetsPeopleExcel.ThePragmaticBookshelf,2015.
• McChrystal,Stanley. TeamofTeams:NewRulesofEngagementforaComplexWorld.Portfolio/Penguin,2015.
• Mezick,DanielJ.,andHarrisonOwen. TheOpenspace AgilityHandbook:theUser'sGuide.NewTechnologySolutions,2015.
• Rød,Anne,andMarita Fridjhon. CreatingIntelligentTeams.KRPublishing,2016.
CommonPitfalls
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CommonTransformationPitfallsMezick,DanielJ.,andHarrisonOwen. TheOpenspace AgilityHandbook:theUser'sGuide.NewTechnologySolutions,2015.Goto:DanielMezick.com
CommonPitfalls
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CommonTransformationPitfalls3. Lackoftraining– “onesizefitsall”
orlackofsameunderstandingonwhatagileisandwhygoagileacrosstheorganization• Advice:Workwiththewilling;invitation-based
• Advice:EstablishAgileTransformationteamandrecruitpeoplefromalllevelswithintheorganization(notjustmanagers)
• Advice:Runsmallpilotstogetmomentum
• Advice:Helppeopleunderstandbenefitsforchange(“What’sInItForMe”)
CommonPitfalls
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Wherearewenow?• MobProgramming• TeamtakingownershipofMulti-TeamProductBacklogRefinement(MPBR)sessions• Sprintcompletionratesraisedfrom~40-60%toofabove90%(evenhada100%)- Ironicallythevelocitydidnotdropmuch
• Backlogtransparencywithsizes
Wins
Challenges
Culturefollowsstructure
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Wherearewenow?• Backlogtransparencywithsizes• Retrospectivesarestillweak- PartsfeellikePOversusteams- Improvementareasarenotveryinternal(onthesurface)
• ScrumMastersarenotverystrong- Theydon’thaveastrongvoice
• ExecManagementstilltroubledbyconsensusdecisions• ExecManagementstilltroubledbytheperceivedslowness
Wins
Challenges
Culturefollowsstructure
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Wherearewenow?• Wemovedtoanewbuildingthathasanopenspace• Eachconferenceroomisnowsetupwithvideoconferencingequipmentandreadytojuststartworking• Ourremoteofficehasbeencloseddownandteammembersrelocated- Stillhavesomeremoteemployeesandoffshorestaff.
Wins
Challenges
Culturefollowsstructure
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SummaryqTakeaStand• BePersistent
qCreateWorkingAgreementsqWatchforunnecessaryconflictqGivetheteamstheopportunityandtimetosucceed• Setrealisticexpectationstoexecmanagement
qCulturefollowsStructure
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ThankYou!