Date post: | 20-Aug-2015 |
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Technology |
Upload: | mike-cottmeyer |
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mike cottmeyervice-president, pillar technology [email protected]+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
“I estimate that 75% of those organizations using Scrum will not succeed in getting the
benefits that they hope for from it.”
Ken SchwaberFebruary 2008
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
• Investments across products not level
• Investments across multiple products
• Business case made for each investment
• People vary project to project
• Teams tend to form and re-form as projects spin up
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
• Incremental ongoing investment in a single product
• Investment is pre-approved and scope is negotiated release to release
• Team members tend to be stable across releases
• Teams better able to stay together
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
• Similar in form to product focused
• Teams can stay together
• Investments are level over time
• Characterized by rapid changes to the product backlog based on immediate customer demand
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
• Change is encouraged
• Focused on optimizing business outcomes
• Features vary based on customer input
• Agile is primarily a mechanism for fast feedback from customers on what to build
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
• Change is not as desirable
• Convergence over emergence
• Customer has a clear idea of what they expect
• Agile is primarily a mechanism for rapid risk reduction, and learning
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
• Constantly changing backlog
• Need a way to understand capacity
• Need a way to make and meet short term commitments
• Agile is primarily a scheduling mechanism
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode
teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product
Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well
communicated expectations
• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Pillar Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
mike cottmeyervice-president, pillar technology [email protected]+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer