Post on 17-Jul-2015
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Coaching Product and Enterprise Teams
Skiing and Boxing
Sergey Prokhorenko
Agile 2012
2
Company Fact Sheet
9 April 2013
5,300+EMPLOYEES WORLDWIDE
16OFFICES IN 10 COUNTRIES
100+CLIENTS, 30% FROM FORTUNE
500
Large European provider of advanced application and product
development services.
3
Agile business benefits
November, 2011
Agile Software Development for Enterprises
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12
8
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Small 1-10 people
Medium 11-25 people
Large 26-100 people
Extra large 100+ people
Over 1000 Agile
people in 45 projects
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Internal Agile Consultancy
9 April 2013
Request from delivery project
Assessment (2 weeks)
Basic trainings (1-2 days)
Coaching (2-6 months)
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Kick-Off
Drivers of Agile transformation
Current process inefficiencies
Management support
9 April 2013
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Tailored Game Plan
9 April 2013
7
Coaching Effectiveness
9 April 2013
vs
89 April 2013
Case Study:
Travel Website
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Fact Sheet
Record of waterfall process: 10 years
Typical time to market: 12 weeks
“Big bang” integration
Engineers: 50
Timezone difference: 10 hours
Teams organization: feature development teams
– Separate tests automation team
– Separate product development team
Consulting firm hired for on-site teams
9 April 2013
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Time to market Bulky requirements
Low quality of estimates
Quality
Motivation and commitment
9 April 2013
Drivers and Challenges
No TDD/BDD culture
Long regression testing cycle
Developers didn’t put themselves in users’ shoes
Unclear requirements communication chain
119 April 2013
Product Owner as a Sports Coach
Experts in business domain
Good UX expertise
Close collaboration with PO enables team with
excellent understanding of requirements and UX
129 April 2013
Product Discovery Workshop
139 April 2013
TDD and CI Injection
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Time to market 12 weeks shortened to 6 weeks
Plans to go further down to 4 weeks
Quality
Motivation and commitment
9 April 2013
Agile Transition Results
TestNG and Cucumber tests piloted
Strong and opened collaboration
Mutual team trust
159 April 2013
Case Study:
Investment Bank
Risk Mgmt Tool
16
Fact Sheet
Started as a greenfield R&D project
Distributed Scrum (-butt)
Typical time to market: 20 weeks
Engineers: 20
Time difference: 7 hours
Team organization: feature teams
– Proxy Product Owners within teams
– Separate UI prototyping team
Continuous integration process
Internal Agile CoE within bank IT department
9 April 2013
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Time to market
Long communication chain between stakeholders
and developers
Complex business area
Scalability
Case study for Agile adoption
9 April 2013
Drivers and Challenges
Sustainable approach to launch new teams
Bottlenecks in requirements flow
Large amount of legacy waterfall projects
Needed to grow internal expertise in Agile
189 April 2013
Product Owner as a Facilitator
Understands big picture
Has good relationship with stakeholders
Manages backlog priority clashes
Provides team with access to SME
199 April 2013
Enhanced Communication
Weekly video calls with subject matter experts
Cadence for backlog refinement sessions
Business trips between locations
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Chief ScrumMaster Role
9 April 2013
One per location (several teams)
Facilitates inter-team collaboration
Visualizes high-level flow
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Project Level Visualization
9 April 2013
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Time to market Almost 20 weeks shortened to 12 weeks
Plans to go further down to 8 weeks
Scalability
Case study for Agile adoption
9 April 2013
Agile Transition Results
6 offshore teams launched in under 6 months
Project visibility at top management level
Scrum adoption for other products in the same area
239 April 2013
What’s in
Common?
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Joint Coaching Efforts
9 April 2013
+
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Growing Internal Agile Expertise
9 April 2013
Forming
Storming
Norming
Performing
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Sharing Long Term Goals
9 April 2013
27
Built-In Quality
9 April 2013
289 April 2013
What’s Different?
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Direction of Agile Adoption
9 April 2013
Initiated by management
Led by example
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Product Owner vs Product Backlog Owner
9 April 2013
vs
319 April 2013
Communication Channels
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Differ and Blend Techniques
9 April 2013
or
339 April 2013
Questions?
Your
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