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Scaling AgilityMasterclass @ Industrie IT Academy
hello!
Beginner Practiced MasterExpert
just starting the journey
a few years, know the concepts
significant experience,
delivered results
let’s learn from each
other
about you
about me• Launched six startups in past 2 years - fashion, recruitment, education, creative tech,
publishing, volunteering
• First Scrum Master at the biggest bank in Australia, beach head agile coach at international bank, responsible for orchestrating one of Australia’s top 10 brands toward agility
• Transformed across industries gaming companies, home loan providers, financial institutions, international tech, government, health organisations - 240% productivity in 6 weeks
• Facilitates Sydney Scrum - biggest and one of the first Agile MeetupsPioneered multi-language offshore scaled agileOrchestrate Industrie IT’s Academy: Agile two-time IMA award winner
CBA innovation award
2011
Let’s design our masterclassAGILITY
• foundational concepts (10m) • inspecting scaling models (10m) • inspecting SAFe & LeSS (10m)
TOOLS AND CASE STUDY• tools and measures (10m) •case study (20m)
YOUR TOPICS
conceptsfoundational
• foundational concepts• inspecting scaling models • inspecting SAFe & LeSS • tools and measures • case study
SCALING 204IIT ACADEMY
wa & harmonyWa (和) is a Japanese cultural concept usually translated into English as "harmony". It implies a peaceful unity and conformity within a social group, in which members prefer the continuation of a harmonious community over their personal interests.
guiding principlesConstant Mura reduction
• fundamental units - stories, sprints, teams • scope - technical integrity • scope - business and technical integration • scope - user & market • quality - Definitions of Ready and Done • people - skills and capabilities • people - cross-team communications • people - team, project and program norms • product & release schedules
SCALING 205IIT ACADEMY
guiding principlesConstant Muri reduction
• scope & prioritisation • people & teams • sprints & schedule
Constant Muda reduction • over planning, over reporting, over scheduling,
over burdening, over documenting, over communicating, over analysing, over discussing, over engineering, over designing, over creating.
SCALING 205IIT ACADEMY
guiding principlesBaked-in constant improvement
• kaikaku at strategic and co-ord levels • kaizen at co-ord and team levels
Descale the organisation
SCALING 205IIT ACADEMY
SCALING 205IIT ACADEMY
successive approximation
SCALING 205
PROCESS FROM PRINCIPLES
PROCESS FROM PRESCRIPTION
IDEAL
Scaling down processes:
stronger change resistance
Coach process, team structure, delivery approaches to tailor to
organisation via successive approximation
scaled agile = descaleWhat do we mean?
SCALING 205IIT ACADEMY
self-tasking
self-managing
self-organising
self-selecting
self-guiding
degree ofautonomytask design
delivery designintra-team design
product contextteam designorg’n.contextorg’n design
scope
business context
scaling modelsinspecting
• foundational concepts • inspecting scaling models• inspecting SAFe & LeSS • tools and measures • case study
Portfolio
Co-Ord
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
KANBANTEAMS
SAFe & LeSS
inspecting
• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS• tools and measures • case study
Scaled Agile FrameworkSAFe
scaledagileframework.com
Large-Scale ScrumLeSS
less.works
XScale Dynamic Systems Development Method (DSDM)
Disciplined Agile Delivery (DAD)
tools
• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS • tools and measures• case study
work
DOING WORK
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
IN
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
IN
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
GOVERNANCE MEETINGS
IN
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
GOVERNANCE MEETINGS
ON
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
GOVERNANCE MEETINGS
ON
IN
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
GOVERNANCE MEETINGS
ON
IN
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
GOVERNANCE MEETINGS
ON
IN
work
DOING WORK
SENSING TENSIONS
as challenges & opportunities
TACTICAL MEETINGS
GOVERNANCE MEETINGS
ON
IN
transform
Capability Heatmap
“Understand what the business needs most” High Level Planning + Product Roadmapping“Understand what the business needs next” Sprint Planning“Create clarity, focus and energy daily” Board Usage“Work as a high performing team”Cross-skill“Keep our promises” Sprint Review“Articulate value and delivery thereof” User Story Writing“Articulate expectation and bound delivery” Acceptance Criteria Writing“Articulate what’s blocking or slowing us down” Impediment Identification Culture“Solve our own problems” Impediment Removal within team
“Cadence for learning”Short cycle time“Deliver what the business needs most.”Releasable Product“Understand why the business needs value” Voice of the Customer“Scale to descale” Ability to grow“Escalate to and trust management to resolve” Impediment Removal above team“Have a plan to improve & transform” This plan“Build team feeling” Morale“Get better than last time” Retrospective“Communicate as a group” Standups
effective - capability self-improving, driven by understanding of first principles
present - consistently applied with consistency for all of the team; not always from first principles
self-blocking - active attempts to resist creation of capability
insufficient information to assess
some evidence - capability exhibited, yet not consistently and/or without full team participation
not evident - no or little capability exhibited
Capability Heatmap
Capability Area Team A Team B“Understand what the business needs most” High Level Planning + Product Roadmapping
- Team morale is slightly down
“Understand what the business needs next” Sprint Planning
^ focus JIRA education
“Create clarity, focus and energy daily” Board Usage
^ technically sound team
“Work as a high performing team” Cross-skill
org, infra, resource constraints ^ good sprint demo
“Keep our promises” Sprint Review
org, infra, resource constraints - retro could be improved
“Articulate value and delivery thereof” User Story Writing
Slow in making decisions
“Articulate expectation and bound delivery” Acceptance Criteria Writing
org, infra, resource constraints -
“Communicate as a group” Standups
- Team morale is slightly down
“Articulate what’s blocking or slowing us down” Impediment Identification Culture“Solve our own problems” Impediment Removal within team
^ focus JIRA education
“Build team feeling” Morale
^ technically sound team org, infra, resource constraints
“Get better than last time” Retrospective
^ good sprint demo
“Cadence for learning”Short cycle time
^ focus JIRA education ^ technically sound team
“Deliver what the business needs most.” Releasable Product
^ technically sound team ^ good sprint demo
“Understand why the business needs value” Voice of the Customer
^ good sprint demo - retro could be improved
“Scale to descale” Ability to grow
- retro could be improved Slow in making decisions
“Escalate to and trust management to resolve” Impediment Removal above team
Slow in making decisions -
“Have a plan to improve & transform” This plan
-
& reportingmeasures
• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS • tools and measures• case study
PORTFOLIO• RETURN ON INVESTMENT (ROI)• BENEFITS REALISATION• ENVIRONMENTAL INFLUENCES• MARKET PERFORMANCE
PROJECT / PROGRAM
• RELEASE BURN DOWN• TECH DEBT• ADOPTION HEATMAP
TEAM
• VELOCITY• BURN DOWN CHARTS
IMPEDIMENTS
• RISKS• ISSUES• IMPROVEMENTS
OPTIMISATIONS & ALIGNMENTS
• DEVOPS• UX• TEMPLATES
FEEDBACK• CUSTOMER FEEDBACK• INTERNAL FEEDBACK• BUSINESS CASES• ROAD MAP
• MODULATION• RE-USE• ARCHITECTURE• PRIORITISATION
GROOMING• PRIORITISATION• RELEASE PLANNING• OPTIMISATION BACKLOG
QUANTATITVE QUALITATIVE
PORTFOLIO• RETURN ON INVESTMENT (ROI)• BENEFITS REALISATION• ENVIRONMENTAL INFLUENCES• MARKET PERFORMANCE
PROJECT / PROGRAM
• RELEASE BURN DOWN• TECH DEBT• ADOPTION HEATMAP
TEAM
• VELOCITY• BURN DOWN CHARTS
IMPEDIMENTS
• RISKS• ISSUES• IMPROVEMENTS
OPTIMISATIONS & ALIGNMENTS
• DEVOPS• UX• TEMPLATES
FEEDBACK• CUSTOMER FEEDBACK• INTERNAL FEEDBACK• BUSINESS CASES• ROAD MAP
• MODULATION• RE-USE• ARCHITECTURE• PRIORITISATION
GROOMING• PRIORITISATION• RELEASE PLANNING• OPTIMISATION BACKLOG
QUANTATITVE QUALITATIVE
VELOCITY CHART
SCALING 205IIT ACADEMY
BURN DOWN CHART
Standard from JIRA, with manual velocity calculation to figure out average.
RISKS
• To be listed by Scrum Master in Confluence • e.g. Team A is dependent on team B to deliver component X • e.g. Platform X being built on untested technology
ISSUES
• To be listed by Scrum Master in Confluence • e.g. environment in development not consistently up • e.g. Product Owner availability low
IMPROVEMENTS
• To be listed by Scrum Master in Confluence • Greater velocity could be achieved with automation of testing suite and test execution, but requires a test automation expert
• Team A and B could plan together in order to better co-ordinate
Standard from JIRA
Sprint A Sprint B Sprint C Sprint D
4 12 20 32
PORTFOLIO• RETURN ON INVESTMENT (ROI)• BENEFITS REALISATION• ENVIRONMENTAL INFLUENCES• MARKET PERFORMANCE
PROJECT / PROGRAM
• RELEASE BURN DOWN• TECH DEBT• ADOPTION HEATMAP
TEAM
• VELOCITY• BURN DOWN CHARTS
IMPEDIMENTS
• RISKS• ISSUES• IMPROVEMENTS
OPTIMISATIONS & ALIGNMENTS
• DEVOPS• UX• TEMPLATES
FEEDBACK• CUSTOMER FEEDBACK• INTERNAL FEEDBACK• BUSINESS CASES• ROAD MAP
• MODULATION• RE-USE• ARCHITECTURE• PRIORITISATION
GROOMING• PRIORITISATION• RELEASE PLANNING• OPTIMISATION BACKLOG
QUANTATITVE QUALITATIVE
1.0RELEASE 1.1 1.2 1.3
PRODUCT BACKLOG
1.4
FEATURE ACOMPLETE
FEATURE BCOMPLETE
A
B
C
D
E
FEATURE CCOMPLETE
PREDICTED RELEASE OF ALL FEATURES
Tech Debt can be inserted as epic
OVERALL PROJECT BURN DOWNEPIC-BY-EPIC BURNDOWN POSSIBLE
Team Agile Health Heatmap
SCALING 205IIT ACADEMY
Team A Team B Team C Team D Team EGroomingDoc DebtTech DebtPlanningBoard UsageCross-skillingMoraleImpediment RemovalImpediment EscalationStand upsDefinition of doneReviewRetroVelocity
Legend
SCALING 205IIT ACADEMY
effective - capability self-improving, driven by understanding of first principles
present - consistently applied with consistency for all of the team; not always from first principles
self-blocking - active attempts to resist creation of capability
insufficient information to assess
some evidence - capability exhibited, yet not consistently and/or without full team participation
not evident - no or little capability exhibited
Maturity
BACKLOG HEALTH
SCALING 205IIT ACADEMY
Minutes & Retrospectives
Configurable via JIRA - per team & per epic
CO-ORD RISKS
• To be listed by Project Manager in Confluence • e.g. Team A is dependent on team B to deliver component X • e.g. Platform X being built on untested technology
CO-ORD ISSUES
• To be listed by Project Manager in Confluence • e.g. environment in development not consistently up • e.g. Product Owner availability low
CO-ORD IMPROVEMENTS
• To be listed by Agile Coach in Confluence • Greater velocity could be achieved with automation of testing suite and test execution, but requires a test automation expert
• Team A and B could plan together in order to better co-ordinate
• DevOps Guild Minutes 14/07 • Product Co-Ord Minutes 15/07 • Technical Co-Ord Retro 16/07 • Portfolio Management 17/07 • Team A Retro 18/07 • Team B Retro 19/07 • etc…
Points Ready
(more = better)
Stories Unestimat
ed(fewer = better)
Added to in-flight sprint
(fewer = better)
Dropped from sprint(fewer = better)
Carried to next sprint
(fewer = better)
40 10 2 4 0
PORTFOLIO• RETURN ON INVESTMENT (ROI)• BENEFITS REALISATION• ENVIRONMENTAL INFLUENCES• MARKET PERFORMANCE
PROJECT / PROGRAM
• RELEASE BURN DOWN• TECH DEBT• ADOPTION HEATMAP
TEAM
• VELOCITY• BURN DOWN CHARTS
IMPEDIMENTS
• RISKS• ISSUES• IMPROVEMENTS
OPTIMISATIONS & ALIGNMENTS
• DEVOPS• UX• TEMPLATES
FEEDBACK• CUSTOMER FEEDBACK• INTERNAL FEEDBACK• BUSINESS CASES• ROAD MAP
• MODULATION• RE-USE• ARCHITECTURE• PRIORITISATION
GROOMING• PRIORITISATION• RELEASE PLANNING• OPTIMISATION BACKLOG
QUANTATITVE QUALITATIVE
ROADMAP
SCALING 205IIT ACADEMY
CUSTOMER FEEDBACK• possible only in limited ways with waterfall delivery
INTERNAL FEEDBACK• To be listed by Project Manager in Confluence • e.g. feature x could be improved by Y addition • e.g. We really don’t need feature Z, focus on A instead
PORTFOLIO MEASURES• Environmental report comes from minutes of the portfolio strategic and product co-ord groups.
• Without a testable product in market throughout delivery, there is little reporting possible on: benefits realisation, market performance (zero throughout delivery), or return on investment (increasingly negative throughout entire delivery cycle and well beyond release)
TIME NOW
EPIC A
epic B overrunEPIC B
Epic C de-scopeEPIC C
EPIC D
EPIC D
brought forward
EPIC D
next:future businesses
thank you!
studycase
• foundational concepts • inspecting scaling models • inspecting SAFe & LeSS • tools and measures • case study
SCALING 205IIT ACADEMY
Portfolio Strategy
Product Co-Ord Technical Co-Ord
Scrum of Scrums
Scrum A Scrum B Scrum C Kanban D
Recommended Target Operating Model
SPONSOR
PORTFOLIO MANAGER
SENIOR ARCHITECT
PRODUCTMANAGER
AGILE COACH
DELIVERY MANAGER
PRODUCT OWNER
SCRUM MASTER
each element represents a single recommended body
GuildsGuildsGuilds
Portfolio StrategyCharter: Direct the strategic capability of the program of work
Typical Agenda: macro-level organisational and inter organisational concerns. Expresses work via strategic architecture, capability roadmap, benefits and measures of program’s value, kaikaku (see capability).Typical Attendees: Sponsor, Portfolio Manager, Capability Consultant, others as required (see involvement).Typical Frequency: fortnightly pre-delivery, weekly during execution and handover, fortnightly during operations.Typical Duration: 1 hour
SCALING 205IIT ACADEMY
Strategic Capability Checklist
SCALING 205IIT ACADEMY
Has a first-pass been done to initialise this?
Is there a group to manage ongoing? Which group?
Does the group maintain the deliverables?
Vision & Charter During inception Portfolio Mgmt - quarterly yes
Strategic Architecture During inception Portfolio Mgmt - fortnightly yes
Capability Roadmap During inception & each FY Portfolio Mgmt - fortnightly yes
Benefits & Measures During inception & each FY Portfolio Mgmt - monthly yes
Kaikaku Part of strtgc. arch. Portfolio Mgmt - quarterly yes
InvolvementSenior Sponsors & Executives Senior Architect Portfolio Manager Capability Consultant Product Manager
Muri(?) Are there groups of 5-7 people? (?) Are all the people required in the group as active contributors? (1) Are there as few groups as possible to cover off these capabilities? (?) Does the frequency of the meetings match the cadence of the work?
SCALING 205IIT ACADEMY
Portfolio Strategy
Product Co-Ord Technical Co-Ord
Scrum of Scrums
Scrum A Scrum B Scrum C Kanban D
Recommended Target Operating Model
SPONSOR
PORTFOLIO MANAGER
SENIOR ARCHITECT
PRODUCTMANAGER
AGILE COACH
DELIVERY MANAGER
PRODUCT OWNER
SCRUM MASTER
each element represents a single recommended body
GuildsGuildsGuilds
Product Co-OrdCharter: Co-ordinate the product backlog to maximise ROI
Typical Agenda: Groom and reprioritise backlog at macro-level. Inspect incoming requests, scope against roadmap and market, current backlog state and velocities to balance scope vs. schedule, kaikaku and kaizen.Typical Attendees: Product Owners, and others as req.Typical Frequency: weeklyTypical Duration: 2 hours
SCALING 205IIT ACADEMY
Technical Co-OrdCharter: Co-ordinate architectural vision to achieve technical excellence and good design in the program. Manage technical conditions to ensure team delivery.
Typical Agenda: Team-originated technical impediments, environments/infrastructure/release co-ordination, technical scope to be placed into the backlog, kaikaku and kaizen.Typical Attendees: Architects, SME Leads, others as required.Typical Frequency: fortnightly pre-delivery, weekly during execution and handover, fortnightly during operations.Typical Duration: 1 hour
SCALING 205IIT ACADEMY
Scrum of ScrumsCharter: Serve delivery teams via impediment removal
Typical Agenda: Team-originated impediments, scope negotiations, reporting, co-ordination of co-ordination groups, scheduling, kaikaku and kaizenTypical Attendees: Delivery Managers, Product Owners, Scrum Masters, others as required.Typical Frequency: two times per week + one retroTypical Duration: 30 minutes/1hr retro
SCALING 205IIT ACADEMY
Delivery Co-Ord
SCALING 205IIT ACADEMY
Portfolio Strategy
Product Co-Ord Technical Co-Ord
Scrum of Scrums
Scrum A Scrum B Scrum C Kanban D
Recommended Target Operating Model
SPONSOR
PORTFOLIO MANAGER
SENIOR ARCHITECT
PRODUCTMANAGER
AGILE COACH
DELIVERY MANAGER
PRODUCT OWNER
SCRUM MASTER
each element represents a single recommended body
GuildsGuildsGuilds
GuildsCharter: manage knowledge via avoiding rediscovery, reduce cross-team variation. Consider opportunity for organisation-wide.
Typical Agenda: alignment of the concerns of the practice, good practice showcases, establish practice standards, advise technical & product planningTypical Attendees: self-selected members of the practice, at least one per team, per practiceTypical Frequency: weeklyTypical Duration: over lunch or semi-casual event
SCALING 205IIT ACADEMY
one per practice
Co-ordination Capability Checklist
SCALING 205IIT ACADEMY
Has a first-pass been done to initialise this?
Is there a group to manage ongoing? Which group?
Does the group maintain the deliverables?
Release Management During inception Technical Co-Ord yes
Architecture & Tech Debt High-level architecture during inception Technical Co-Ord yes
Prioritisation Prioritised backlog done upfront Product Co-Ord yes
SMEs & Practice Guilds Groups established Guilds yes
Kaikaku & Kaizen Regular meetings setup, Agile Coach identified All Co-Ord Groups all
InvolvementProgram Manager SMEs Senior Architect Release Manager Product Manager Agile Coach
Muri(?) Are there groups of 5-7 people? (?) Are all the people required in the group as active contributors? (4) Are there as few groups as possible to cover off these capabilities? (?) Does the frequency of the meetings match the cadence of the work?
Scrum & KanbanFollow standard scrum and kanban practice, as appropriate for the team.
SCALING 205IIT ACADEMY
Team Capability Checklist
SCALING 205IIT ACADEMY
Grooming - conducted to produce fit-for-purpose scope prior to sprint Doc Debt - proactively identified and addressed Tech Debt - proactively identified and addressed Planning - effective collaboration and clarity on sprint achieved Board Usage - effective, 3 column, information-radiating, team-owned Cross-skilling - conscious, consistent and widespread cross-skilling Morale - team exhibits high morale Impediment Removal - proactively identified and addressed daily Impediment Escalation - proactively identified and reported daily Stand ups - achieves clarity, focus and are energising for team Definition of done - includes all steps to automated, non-event dev-to-
production quality at a cycle time matching or exceeding a sprintReview - produces showcase-able iterations, inspects all sprint scope Retro - effectively self-identifies impediments, commits to a small
number of most fundamental improvements first. Velocity - self-referencing, not artificially set, sustainable?
effective - capability self-improving, driven by understanding of first principles
present - consistently applied with consistency for all of the team; not always from first principles
self-blocking - active attempts to resist creation of capability
insufficient information to assess
some evidence - capability exhibited, yet not consistently and/or without full team participation
not evident - no or little capability exhibited
MaturityCapabilities
Typical Calendar
SCALING 205IIT ACADEMY
1 2 3 4 5 6 7 8 9 10
Co-OrdPORT.
STRTGY. (1hr)
PROD. CO-ORD.
(2hr)
DELIV.CO-ORD.
(1/2hr)
TECH. CO-ORD.
(1hr)
DELIV.CO-ORD.
(1/2hr)
PORT. STRTGY.
(1hr)
PROD. CO-ORD.
(2hr)
DELIV.CO-ORD.
(1/2hr)
TECH. CO-ORD.
(1hr)
DELIV.CO-ORD. RETRO
(1hr)
TEAMS TEAM A CEREMONIES
TEAM B CEREMONIES
TEAM C CEREMONIES
TEAM D CEREMONIES
TEAM E CEREMONIES
TEAM F CEREMONIES
further reading
appendix
further reading1. TEDTalk: Drive: The Surprising Truth About What Motivates Us
iit.life/drive2. TEDTalk: How Great Leaders Serve Others
iit.life/david-marquet 3. Book: Coca Cola: Design to Grow with Scale and Agility
iit.life/coke 4. Slide Pack: The Netflix Culture
iit.life/netflix 5. Website: The Agile Manifesto
iit.life/agilem
capabilitiesAppendix
in depth
strategic capabilities
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Vision & CharterAn interaction of the strategic level people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum for revisiting this charter
This is documented in an inception deck: • Why are we here? • Elevator pitch • Product Box / Not in scope • Community • Tech solution
SCALING 205IIT ACADEMY
• Risks, Issues, Impediments • A-team identification • High level sizing • Trade-off sliders • First MVP identification
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Strategic ArchitectureAn interaction of the strategic level people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing
Strategic Architecture includes these components: • Adoption Management • Risk Management • Demand Management • Vendor Management • Compliance Management
SCALING 205IIT ACADEMY
• Technical Architecture • Team Autonomy Design • People Management • Operations Management • Product Management
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Capability RoadmapAn interaction of the strategic level product people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing
Building off the vision, charter and architecture, the capability roadmap is usually established by a high-level story mapping, followed by decomposition into the largest-sized, highest level backlog. The major elements of this backlog are large groupings of stories, placed on a roadmap as investment themes.
SCALING 205IIT ACADEMY
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Benefits and MeasuresAn interaction of the strategic level product people: • an initial fit-for-purpose draft • continuously add to ongoing • a forum to manage this ongoing
Building off the vision, charter and architecture, the benefits articulation is done at the same time as the story mapping for the capability roadmap. Each capability becomes large groupings of stories, with expected benefits to be realised from each grouping, and measured against investment to maximise the ROI of the resulting stream of work.
SCALING 205IIT ACADEMY
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
KaikakuAn interaction of all involved at the strategic levels • to inspect measures and current state documentation • to discuss adaptations where required • to execute improvements
Build into management expectation, part of their role • Requires senior coaching • Is a philosophy, not a ‘meeting’ • Use an effectively run retro as the mechanism • May also require offsite-style workshops
SCALING 205IIT ACADEMY
Strategic Capability Checklist
SCALING 205IIT ACADEMY
Has a first-pass been done to initialise this?
Is there a group to manage ongoing? Which group?
Does the group maintain the deliverables?
Vision & Charter
Strategic Architecture
Capability Roadmap
Benefits & Measures
Kaikaku
InvolvementSenior Sponsors & Executives Senior Architect Portfolio Manager Agile Practice Lead Product Manager
MuriAre there groups of 5-7 people? Are all the people required in the group as active contributors? Are there as few groups as possible to cover off these capabilities?Does the frequency of the meetings match the cadence of the work?
in depth
co-ordination capabilities
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Prioritisation & SchedulingAn interaction of required individuals to:
• co-ordinate the organisation to continually maximise the ROI delivered • map the capability roadmap to backlog • set macro-order priority of groups of stories • estimate groups of stories top down level (t-shirt size) • Delegate design, articulation, user story and acceptance criteria writing to relevant Product Owners • Product Owners to detail, prioritise and schedule work for their respective teams
Key characteristics for successful design: • A clear hierarchy of Product Owners must exist. e.g. Overall Product Owner for priorities -> delegate-per-team
Product Owners for specific priorities and all acceptance criteria -> Technical Business analysts/designers who design guided by the acceptance criteria and write the documentation.
• Product Owners have responsibility for co-ordinating with all required parties on all matters that impact scope. • Product Owners have all accountability on matters of scope. • Product Owners have no accountability, power or ability to ‘set’ velocities of the team • the art of maximising that which is not done is key in this role, which requires continual attention to effort-for-value
SCALING 205IIT ACADEMY
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Release Management
SCALING 205IIT ACADEMY
An interaction of required individuals to: • balance scope vs schedule whilst co-ordinating and setting expectations for all parties • map backlog to a sprint & release plan • include change management, co-ordination activities on plan • gather historical velocities (not set future velocities) established by teams • monitor and respond to changes in delivery of teams • socialise the sprint and release plan • execute releases • continuously inspect, adapt to and improve upon releases • This function has responsibility for co-ordinating with all required parties on all matters that impact the release schedule
Key characteristics for successful design: • Mature technical capability for Continuous Integration and Continuous Delivery • Environmental stability from development through to production • Automated tests for as much code coverage as possible
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Systems Architecture & Tech Debt
SCALING 205IIT ACADEMY
An interaction of required individuals to: • co-ordinate the organisation to continually adhere to technical excellence and good design • align the delivery to the architectural roadmap • identify, monitor, and plan to resolve ongoing architectural updates • identify, monitor, and plan to resolve ongoing technical debt
Key characteristics for successful design: • Modular architecture developed both incrementally and iteratively in a highly decoupled
manner will aid delivery • this function must work closely with product ownership and scrum master(s) to prioritise
and justify the addition of ongoing work to keep up technical excellence, both as new user stories and updates to definitions of done
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
SMEs & Practices/Guilds
SCALING 205IIT ACADEMY
An interaction across capabilities in each team to periodically: • includes: Design, UX, DevOps, Development, Testing, et al. • share approaches and manage knowledge via avoiding rediscovery • establish practice standards across portfolio • continuously inspect, adapt and improve practices
Build into management expectation, part of their role • Strong influence over their team’s definitions of done • Open structures not tied to job titles - i.e. anyone can attend the practice • Continuously updated documentation of the agreed upon practice standards • SMEs, Practices & Guilds should be embedded in each of their teams as champions, with
accountability to coach the team to adopt mature practices, rather than being individually and directly responsible.
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Kaikaku & KaizenCo-ordination teams must run retrospectives facilitated by an appropriate agile coach to periodically inspect and remove impediments to their effectiveness.
Key characteristics for successful practice for co-ordination teams:
• use kanban boards and lean practices • metricise their work via ticket-based representation,
qualified by flow • document the improvement actions from retros
SCALING 205IIT ACADEMY
Co-ordination Capability Checklist
SCALING 205IIT ACADEMY
Has a first-pass been done to initialise this?
Is there a group to manage ongoing? Which group?
Does the group maintain the deliverables?
Release Management
Architecture & Tech Debt
Prioritisation
SMEs & Practice Guilds
Kaikaku & Kaizen
MuriAre there groups of 5-7 people? Are all the people required in the group as active contributors? Are there as few groups as possible to cover off these capabilities?Does the frequency of the meetings match the cadence of the work?
InvolvementProgram Manager SMEs Senior Architect Release Manager Product Manager Agile Coach
brief look
delivery capabilities
SCALING 205IIT ACADEMY
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL & IMPLEMENTATION
INTEGRATION,CO-ORDINATION
& RELEASE
BACKLOG high level
SCRUM ANDKANBAN TEAMS
KANBANTEAMS
KANBAN
portfolio manager
SMEs, e.g. UX, DevOps, Automation
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,incl. senior architect
release & integration managers
Kanban Team(s)
Scrum Team(s)
Vision
Benefits & Measures
CapabilityRoadmap
Strategic Architecture
UX, DevOps, Automation, et al.
Prioritisation & Scheduling
Systems Architecture & Technical Debt
Release Management
Development
Measurement and Reporting
…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.
BACKLOG elaboration
BACKLOG high detail
Kaiz
en a
nd K
aika
ku
Scrum & KanbanFollow standard scrum and kanban practice, as appropriate for the team.
SCALING 205IIT ACADEMY
Team Capability Checklist
SCALING 205IIT ACADEMY
Grooming - conducted to produce fit-for-purpose scope prior to sprint Doc Debt - proactively identified and addressed Tech Debt - proactively identified and addressed Planning - effective collaboration and clarity on sprint achieved Board Usage - effective, 3 column, information-radiating, team-owned Cross-skilling - conscious, consistent and widespread cross-skilling Morale - team exhibits high morale Impediment Removal - proactively identified and addressed daily Impediment Escalation - proactively identified and reported daily Stand ups - achieves clarity, focus and are energising for team Definition of done - includes all steps to automated, non-event dev-to-
production quality at a cycle time matching or exceeding a sprintReview - produces showcase-able iterations, inspects all sprint scope Retro - effectively self-identifies impediments, commits to a small
number of most fundamental improvements first. Velocity - self-referencing, not artificially set, sustainable?
effective - capability self-improving, driven by understanding of first principles
present - consistently applied with consistency for all of the team; not always from first principles
self-blocking - active attempts to resist creation of capability
insufficient information to assess
some evidence - capability exhibited, yet not consistently and/or without full team participation
not evident - no or little capability exhibited
MaturityCapabilities