© 2009 Trail Ridge Consulting, LLC
Pete BehrensAgile Organization & Process [email protected] 303.819.1809
Agile Program ManagementBest Practices
Wednesday, June 24, 2009
© 2009 Trail Ridge Consulting, LLC 2
Pete Behrens
Agile Organization & Process Coach Certified Scrum Trainer Certified Scrum Coach Guide enterprise organizations in transitioning to an agile
organization implementing agile methods Services for agile assessment, alignment, training and coaching
Previous Experience Led development of the requirements management solution
RequisitePro – a core product in the IBM Rational product line – using the Rational Unified Process (RUP)
Consulted with EDS leading development of large data warehouse solutions using Rapid Application Development (RAD)
Wednesday, June 24, 2009
© 2009 Trail Ridge Consulting, LLC
Program Management
3
Program Management is the process
of managing several related projects
or a portfolio of products
Organization Process Product
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Executive Summary
4
Effective Agile Program Management
has less to do with Process
than it does the Organization
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Executive Summary
5
Organization Processover
Individuals andInteractions
Processand Tools
over
www.agilemanifesto.org - 2001
That is, while there is value in the items onthe right, we value the items on the left more.
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Executive Summary
6
To effectively scale agility to a
large complex programs - the
organization is the key
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When an organization is small...
7
focus communica t ion t ransparency
. . .a re f ree .
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Can’t we just scale it through Program Management?
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ProgramManager
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In large organizations...
FunctionalManager
FunctionalManager
FunctionalManager
PMO
Infrastructure
DBA
UsabilityEngineering
QualityAssurance
Product LineManager
CIO, CTO,VP Engineering
Product LineManager
Product LineManager
. . . focus is cha l lenged.
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© 2009 Trail Ridge Consulting, LLC
In large organizations...
10
0
500
1000
1500
2000
2 6 8 10 30 50C
omm
unic
atio
n Pa
ths
Number of People
. . . communica t ion breaks down.
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In large organizations...
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. . . t ransparency becomes opaque.
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Organization Problems lead to Program Problems
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Lack of Focus Lost Communication Little Transparency
Leads to...
Lack of Predictability Too many Dependencies Unknown Risks Low Quality
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Conway’s Law
13
Architecture
Organization
Organizations which design systems are
constrained to produce designs which are copies
of the communication structures of these
organizations.
http://www.melconway.com/law
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Organizational Flexibility is Key
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Organization communication complexities are manifested in solution design
Organizational flexibility is the key to building effective design solutions
http://www.melconway.com/law
Larger organizations are more rigid
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Agile Context
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Lean and Agile Principles
Scrum Project & ProductLeadership & Team
Practices
XP Development & TestPractices
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Why was Scrum Created?
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TEAMS solve problems better than individuals
Teams solve problems better incrementally in short TIMEBOXES
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Why was Scrum Created?
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TEAM
TIMEBOXWednesday, June 24, 2009
© 2009 Trail Ridge Consulting, LLC
Why was Scrum Created?
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TEAM
TIMEBOX
focus communica t ion t ransparency
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UI Designer
DeveloperTechnicalWriter
Architect
ScrumMaster
Tester
ProductOwner
© 2009 Trail Ridge Consulting, LLC 19
Team members get direction from multiple sources
WorkProducts
WorkProducts
WorkProducts
Best Practices
Best Practices
Best Practices
WorkProducts
Best Practices
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© 2009 Trail Ridge Consulting, LLC 20
Multiple Scrum Teams
UI Designer
DeveloperTechnical
Writer
Architect
ScrumMaster
Tester
ProductOwner
TechnicalWriter
Architect
Developer
ScrumMaster
ScrumMaster
Tester
Tester
Developer
Developer
Developer
Developer
Developer
DeveloperTester
Tester
Tester
Architect
Tester
Architect
ProductOwner
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UI Designer
Developer
ScrumMaster
Tester
ProductOwner
© 2009 Trail Ridge Consulting, LLC 21
TeamFocus
Best Practices
TechnicalWriter
Architect
SingleBacklogPipeline
WorkProducts
TeamCharacteristics• Small• Dedicated• Cross-functional• Co-located• Shared Focus
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Communication
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Fewer Roles
IncreasesCommunication
Source: 2004 Patterns of Effective Organizations by Neil Harrison
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Communication
23Source: 2004 Patterns of Effective Organizations by Neil Harrison
Sharing Work across Roles
IncreasesCommunication
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Transparency
Product & Release Cycle
Sprint & Daily CycleRelease ScopeAnd Boundaries
ReleasePlanning
SprintPlanning
Develop& Test
Review&
Adapt
ReleaseVision
Drives
Feedback
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Transparency
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✓ Define a Quarterly release plan✓ Align team sprint cycles within that plan✓ Share team sprint reviews monthly
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Shared Sprint Review
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Every team in the program presents its sprint results and release update
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APM Case Study Companies
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R&D Organization with over 500 people developing a suite of retail applications installed in most of the largest retail chains across the globe.
IT Organization with over 300 people developing applications to support their B2B office product distribution and warehouse.
R&D Organization with over 250 people developing a SaaS CRM platform and suite of applications supporting many Fortune 1000.
R&D Organization with over 125 people developing a suite of applications for elementary education assessment through PDA devices.
IT Organization with over 40 people developing applications to support their corporate and personal relocation business
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What do we need to do?
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✓ Solidify and focus teams✓ Funnel projects and work items to teams✓ Limit work to available teams
✓ Reduce the number of roles in the organization✓ Share work across all roles more evenly
✓ Create quarterly release plans✓ Align team sprint cycles with a shared review
focus
communica t ion
t ransparency
Wednesday, June 24, 2009
© 2009 Trail Ridge Consulting, LLC
Executive Summary
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APM is taking the high-performing
team environment found in a single
team/product environment and scaling
it across a larger organization and
product portfolio without the loss of
productivity, predictability or quality.
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© 2009 Trail Ridge Consulting, LLC
Summary
Effective Agile Program Management requires...
Focus - Teams that are more stable in structure but more flexible in the work products they produce
Communication - An organization with fewer roles and more distributed responsibility
Transparency - A shared sprint cycle with a regular shared release planning and tracking review
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Wednesday, June 24, 2009
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