Download - Using Agile Principles to Deliver Real Business Value at Scale

© Enterprise Knowledge, LLC

CIO Accelerators

Using Agile Principles to Deliver Real Business Value at Scale


Topics

• Introduction• The Problem• Our Solution• Business Value Teams• Agile Lifecycle– Program Initiation– Development Iterations– Program Close Down

• Questions

2


Joe Hilger

3

Recent Project Experience• GSA – Led a team developing an Enterprise Document

Management strategy business case to support the strategy.

• HHS – Worked with a group of content management SMEs to create a recommendation and roadmap for a new Web Content platform for HHS.

• Wolters Kluwer Law and Business - Led a team in the development of a new product integrating SEC filings with SEC rules and regulations.

• Library of Congress – Led a team commissioned by LoC to improve the way the capture and present Legislative content.

Recent Presentations/Publications• Big Data Meet-up – An Introduction to Big Data –

Washington, DC September, 2013• Webinar – Cultivate your Taxonomies and Content

Management – June 2011• Enterprise Search Summit – Search for Customer

Satisfaction at Standard & Poors – February, 2010• KM Institute – Enterprise Search: Turning Find into

Act – September, 2008• Shared Insights – Portals, Collaboration, and

Content Management Conference – Creative Uses of Enterprise Search – Orlando, FL – April, 2006

• 23 years consulting experience with a focus on knowledge management tools since 2002.

• Agile consultant and Certified Scrum Master.• Consulted to over 50 clients in both public and private industry.• Developed search workshop and led over 30 workshops for clients

in a wide range of industries.• Co-authored EDS’s portal development methodology.


Mark Shima

4

Recent Project Experience• Fannie Mae – developed business case and road mapped

transition to grid computing for statistical analytics• Fannie Mae – organized team structure for systems

development architects to coordinate across divisions• DHS/ICE – modeled agency wide desktop virtualization

approach, plans, and business case• CSC – coordinated development team and processes for

enterprise program monitoring system• Shell Oil Company – automated forecasting system and

processes for all US oil and gas production engineers

Recent Presentations/Publications• CIO Accelerators Blog Series – outlining methods to

use scrums in extraordinary use cases, 2014• Business Case for Fannie Mae Business Analytics

Platform Modernization – co-authored, 2013

• 37 years of consulting, systems development, project management and architecture experience

• Certified Project Manager, ITIL practitioner, and process engineer• Experienced in government and a broad range of industries• Designed training programs and trained thousands of corporate

students in programming, database design, and applications • Developed business cases and managed programs to implement

systems improvements leading to many millions of dollars savings


The Problem

• Failed Project Delivery• Communication Gaps• Unclear / Transient Objectives• Inability to Prioritize• Methodology Wars• Lack of business engagement

5


Our Solution: Agile Development with a Twist

• Agile succeeds three times more often than Waterfall.• 49% of businesses say most of their company is using Agile

development.• 52% of customers are happy or very happy with Agile projects.• The use of Agile project management tools has jumped by 8%.

6

Agile development works. Development teams feel empowered, stakeholders are getting what they want, and business value is being delivered sooner.


The Good• Projects deliver value

sooner• Development teams feel

empowered• Risks and issues are

identified sooner in the project

• Project success rate is much higher (but not good enough!)

The Bad• Agile continues to be

misunderstood• Agile can be difficult to scale• Projects frequently lack

direction• Product Owners feel

overwhelmed• Many projects fail to end

gracefully

7

Agile helps, but problems remain


The Twist: Business Value Teams

8

“A Business Value Team is a group of representatives (stakeholders) who help the Product Owner make decisions about the value of features and functionality for each product.”


Proscription Prescription Path Forward

• Business Value Teams solve problems with past Agile development programs

• Business Value Teams help manage product ownership and deliver real business value– Keep “as few rules as possible” per the best Agile practices– Improves communication with the program management

office– Allows Agile projects to scale for larger initiatives.

9


The Agile Project Lifecycle

10

Development Iterations

Program Initiation

Program Close Down

© Enterprise Knowledge, LLC11

Program Initiation

11


Program Initiation

Program Close Down


Initiation Activities

• Develop the mission and vision statements• Confirm the business case• Finalize and confirm budget• Select and form the development team• Create the initial roadmap• Develop and prioritize initial product backlog


Enhanced (Twisted) Agile Program Initiation

The Business Value Team helps the Product Owner identify and prioritize business objectives and risks in enough detail to

provide program structure

• Product Owner assigns Business Value Team

• Business Value Team– Identifies business values of required

objectives– Assigns value metrics– Product Owner synchronization

• Roadmap Development– Graphical representation of intrinsic

milestones – Business Value Team creates and maintains

updated roadmap– Risks are listed and ranked

• Agile Development Teams– Assigned by Product Owner based on

Business Value and Risks



14


Program Initiation

Program Close Down


Twisted Agile Development Iteration

Roadmap1

Backlog1a

Business Value Team

Product Owner

Development Teama

Business Value Team

Sprint

Backlog1b

. . .Backlog1n

Roadmap2

Backlog2a

Backlog2b

. . .Backlog2n

Development Teamb

Development Teamn

Iterate . . .

The business value team helps the Product Owner steer development teams throughout the program lifecycle

• Roadmaps graphically track progress

• Roadmaps serve as a master communication tool for the Product Owner and Teams– Additional artifacts are used as

needed– For example, architecture

blueprints

• Roadmap and Backlog assignments are updated after sprints as more details develop in program execution


Development Iteration Drill Down

• Staggered meetings ensure rapid decision making and effective communication.

• Roadmap and architecture artifacts carry forward with ongoing business value team involvement and Product Owner oversight

16


Program Close Down

17


Program Initiation

Program Close Down


Program Close Down

• Program Closure– Business Value Team defines minimal acceptable

capabilities– Business Value Team confirms project closure– Business Value Team can allow for early buy outs

• Ongoing cycle of enhancements– Business Value Team identifies value of additional features

that warrant ongoing enhancements

18


Twisted Agile Program Close Down

The Business Value Team helps the Product Owner assess program attainments and choose close down when beneficial

• Product Owner reviews progress vs. Mission / Goals

• Business Value Team– Works with Product Owner to

confirm total business value of attained objectives

– Updates Missions and Goals – Provides recommendation

• Product Owner Decides– Early Buy Out if 80+% Done– Initiates Closure– OR continues development iteration


Agile Tips and Tricks

• Transparency• High Value / High Risk early• Maximum Diversity• Ameliorate the Anchors• Keep the team together• Agile teams doing more than code development

20


The Twisted Agile Path . . . Continues

• Non-Traditional Uses of Agile Methods– Business Value Teams– Requirements Definition Teams– Engineering Teams– Research and Development Teams

• TRIZ Method Teams

21


CIO Accelerators

QUESTIONS?

22


Our Contact Information

23

Joseph HilgerPrincipal ConsultantEnterprise Knowledge, LLCPhone: 571.436.0271Email: [email protected]

Mark ShimaManaging DirectorCIO AcceleratorsPhone: 703.980.9065Email: [email protected]

CIO Accelerators