Post on 05-Dec-2014
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Imperatives for Scaling Agile
JUN
17S R V Subrahmaniam
PMP, ACP, CSMPrincipal Consultant
Agile
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Altimetrik
Slide 2
Are Agile practices fractal at Scale?
Principles Scale fractally
Underlying Principles of Transperancy, Visibility, Frequent Inspection and Adaptation, Continous Improvement apply
Practices do not
Iteration ceremonies and roles which work with teams may not work with bigger set-ups
Pythogoras Tree
CONTEXT
A fractal is a natural phenomena and a mathematical set. What they have in common is a repeating pattern that displays at every scale.
Slide 3
When Scaling, the context is different
CONTEXT
Single team Agile at Scale
7-9 > 100sTeam Size
Co-located GlobalGographic Distribution
Single Division Multi-departmentOrganizational Distribution
Less or none
Life CriticalCompliance
Straightforward
ComplexDomain Complexity
Straightforward
Multi-platform / complexTechnical Complexity
Less or none
Upstream / DownstreamIntegration needs
Homogenous
Heterogenous mixEnvironment complexity
Slide 4
Issues come to fore when you scale
Pythogoras Tree
CONTEXT
When you move from a team to Program or Portfolio agility, the organizational fault lines tend to surface and these have no easy solutions.
OUR STRENGTHA diversity of talents working alltogether is our one and uniquestrength.
With large teams, the mechanisms to integrate work and management is key.
Slide 6
TECHNOLOGYTools
EnvironmentContinous Integration
STRUCTUREProjectized set-upsOne Team
Assessing the readiness - Is your Enterprize ready for scaling?
PREPAREDNESS
$ PROCESSESProject / Program ManagementProcess and QualityBudgeting
Slide 7
Technical Compatibility
TECHNICAL PREPAREDNESS
Is the technical environment mature and congenial for integrating work.
Dev. & Test environmen
ts Tools
Automated Build and
Test Set-ups
Slide 8
Multi Stage Continous Integration
Copy from Mainline
Marge to Mainline
TestTe
st
Develo
p
Test & Merge
Stable Code
Merge
Developers merge code to
local team branch
Different teams
merge their code to mainline branch
Stable code at Program Level
http://damonpoole.blogspot.in/2008/01/multi-stage-continuous-integration-part_05.html
TECHNICAL PREPAREDNESS
Slide 9
Extent of Departmentalization
ORGANIZATIONAL PREPAREDNESS
1. Access to specialist resourcesDB, Infrastructure set-up, Testing, Test
automation etc.,2. Stable associationSpecialists spending meaningful time.
4. Processes and SoPs
Are these
supportive of
Agile way of
working
5. ResponsivenessTimely response to situational
context & emerging priority
6. Reporting structureCareer growth, apprisals and training
3. Full time AssociationSpecialists spending meaningful time.
Slide 10
Structure towards Integrated teams - from Role or Skill based teams
ORGANIZATIONAL PREPAREDNESS
High Departmentalization
Organic Structure
Mechanistic Structure
High Vertical & Horizontal Integration
Decision Decentralization
Low Task Formalization
Strong hierarchy
Close Supervision
Fosters Innovation
Fosters Efficiency
Slide 11
Organizational Transformation
SERVICES
CULTURE
PROCESSES
STRUCTURE
Slide 12
Other enablers
ORGANIZATIONAL PREPAREDNESS
Planning and Funding MechanismsRolling wave planning & incremental funding
Orientation of BusinessAmenability to emergent requirements & variable scope
Project Governance set-upsCustomizability of Tools and metrics;Compliance and audits
P & Q processesAre they prescriptive?
Slide 13
ORGANIZATIONAL PREPAREDNESS
Foster a culture supportive of Agile
Culture
Attention to detail
Growth orientation
Outcome Orientation
People Orientation
Team Orientation
Innovation and risk taking
Agile related Neutral
Slide 14
One View of Product and Program
ABOUT US
„ Is the project doing good?
PMO Office
„Is the practices Consistent?
Senior Designer
RequirementsRoadmap, Releases, Modules, Dependencies
Translating Vision into a backlog
Architecture & Technical InfrastructurePiecing together all components into one
One which fosters high cohesion, de-coupled design supportive of emergent design.
QUESTIONS &ANSWERS
Go ahead. Don‘t hesitate.
Slide 16
Let us stay in touch!
CONTACT
Twittertwitter.com/srv_subbu
LinkedInlinkedin.com/in/subrahmaniamsrv
Srv.subbu@yahoo.in
THANKYOUFor your attention!