On the Way to Meeting a Mandate: Transitioning to Large Scale Agile · 2012. 10. 31. · Takeaway:...

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Cambia Health Solutions

On the Way to Meeting a Mandate:

Transitioning to Large Scale Agile

Presenter: Aashish Vaidya

Co-Authors: Cathi Row, & Mark Jackson

October 2012

Twitter: @aashishvaidya

© 2011 Cambia Health Solutions . Private and Confidential.

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Poll: Department Size and Agile Process

• IT or Engineering Department Size?

• < 100

• 100-500

• 500+

• Transition to Agile?

• Planning to go Agile in next 18+ months

• Currently going through transition

• Undergone transition

• Curious about topic


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About Cambia IT (in 2011)

• IT size is ~600 team members

• Contractor to FTE mix was 2:3

• New CIO, CTO in June

• Grassroots agile efforts


4

Organization Structure by Function (Prior To ReOrg)

Photo Credite: Grain Silos by Hakan Dahlstorm http://www.fotopedia.com/users/hakandahlstrom

AR

CH

ITE

CT

UR

E

AN

ALY

SIS

AP

P D

EV

EL

OP

ME

NT

QA

& R

EL

EA

SE

INF

RA

ST

RU

CT

UR

E


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Teams Based on Projects

Each circle represents a person with a skill set: Developers

Testers User Experience

Business Analysts

Product Management

Specialists

A

Boxes represent project work

B

C

D

E


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About Cambia IT (in September 2012)

• IT size still about ~600 team members

• Contractor to FTE mix was 2:8

• Cross-functional 36 Application Delivery agile teams

• Another 30 Infrastructure and Shared Services teams


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Transition to Agile Practices in Order to…

Improve Time to Market

Improve Business Value

Provide Greater Transparency, Predictability

Provide Better Software and Delivery Quality

Better Business Engagement

Increase Employee Satisfaction


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“Fractal Unit of Agile”

• Define an Agile Team – Basic

Work Unit

• Product Owner

• Scrum Master

• Team Members

• Developers

• QA Eng/Testers

• Analysts

• Other Specialty Skills

• Dedicated team members

who work on a common

backlog


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Project Project Break Fix Enh Ehn

Agile Team 1

Work Comes to Team

Agile Team 2

Agile Team 3

Agile Team 4

Agile Team 5

Infr

astr

uctu

re T

eam

s

Sh

are

d S

erv

ices T

eam

s


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Agile Teams and Best Practices Exchanges (BPEs)

Agile Teams

BPE

BPE


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Transition Challenges You Might Encounter?


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Takeaway: Enterprise Transition Community (ETC) and

Change Management

• Started with senior managers on ETC – didn’t work.

• ETC: community focused on leading the change

• The process is arduous and may be even be a multi-year effort

• Treat Agile transition as any other large scale change

management effort

• Use change management models to understand what you are

up against

• We referenced the Influencer and other change models


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Influencer Model On Change

Training Plan

Agile BPE and

other communities

“Agile Towns” and

multi-team Release

Planning


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Takeaway: Communities Reflect Diversity of Their

Constituents

• Your Enterprise

Transition Community

or your key Best

Practices Exchange

should reflect diversity

of your participants


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Takeaway: “Do As I Say and Do As I Do”

• ETC and other Best Practices Communities should use agile

practices

• Allows you to understand the pain points that other agile teams

are going through

• The adoption rate will be all that much better

• Multi-project quarterly planning

• Quarterly planning / pulse survey

• Close Rally SSO backdoor

• Metrics: produce initial baseline performance measures

• Cost estimation formalization

• Agile roster / Rally team cleanup

• Quarterly planning formalization

• Initiated collection of mission metrics

• Communication strategy

• Scrum master and product owner training held on Aug 17-18

• Rally SSO implementation

• Lateral visibility roadmap (not complete-reword)

• Evaluation for pilot efforts (onboarding, JRP, project roadmap, RPM)

• Infrastructure agile evaluation of initial teams

• IT cost estimation workflow proposal

Accomplishments

Upcoming Activities

Highlights Deliverable Summary

Agile Enterprise Transition Community (ETC) Sprint 11 (August 6 – 24)

• 51 points, 102.25 Hours - 80% accepted

Stories Owner Status

Tools / Processes

Recruit new ETC members SS Blocked

Identify proposed work & owners for IT agile

estimation RA Complete

RPM straw man for pilot group definition of quality

implementation SD Complete

Lateral visibility for IT – defining the roadmap GM Complete

Evaluate tools & process pilot effort GK In process

Requirements: compare agile vision document to

scope and charter document GK Complete

Tools

Rally SSO Implementation JD Complete

Team Health

Develop training aids for quarterly planning DH Complete

Quarterly planning: determine enterprise level

interventions DH Complete

Quarterly planning: conduct survey of POs DH Complete

Multi-project quarterly release planning MJ In process

Develop collection process for IT mission metrics SD Complete

Infrastructure coaching evaluation for team

candidates JD Complete

July heatmap report to CLT DH Complete

Training

Scrum master and product owner training CR Complete

Communication

Communication strategy: Identify audience and

needs DH Complete

Overall Status

Activity

Results G

Overall Assessment

16 stories in sprint, 13 complete

Formalized quarterly release planning process and established collection process for IT mission metrics.

G

2012 Q3: Adopt and Measure

Q3 Roadmap Status

Processes At risk Defects and cost estimation may push into Q4

Tools At risk Defects and cost estimation may push into Q4

Team Health On track

Communication At risk Stories in place to deliver early Q4

Training On track

Delegated to Other Teams

Defect deliverables for Q3 roadmap Testing core team In Process 16


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Takeaway: “You Mean You Don’t Have Time”

• Time Commitment on BPEs

• Non-dedicated team members allocate

10% of their time

• Commit to serve 1-2 quarter at a time

• This continues to be a struggle for us

• Important for achieving regular cadence

• Some of the Communities are doing well

• ETC

• SQ BPE

• Coaching Community

• Product Owner Community


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Takeaway: Training Helps Lower Resistance to Change

• Builds up personal and social ability

• Basic Agile Orientation Training – Full Day

• Agile Overview Training for Managers – Half Day

• Product Owner Training – 2 Full Days

• ScrumMaster Training – 2 Full Days

• Appointing a Talent Management Coordinator

• Use your Best Practices Exchanges as conduits for training

plans


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Takeaway: “My Customer Won’t Talk to Me”

• Product Owner from

the business unit for

every agile team

• UAT has used the re-

alignment to assign

SMEs and Testers to

the agile team


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Takeaway: “When Data Talks, Opinions Walk”

• Started with the “fractal unit of Agile” definition

• Allowed us to see gaps

• Right-sizing the team: 5-9 team members

• Gaps in Product Owners and put an action plan to pursue that

with the business

• Changed hiring practices to achieve a 1:4 QA to Development

ratio


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Scorecard Start March 2012

Team Manager

Scrum

Master

Product

Owner -

Business

Or IT

Ratio of

QA to

Dev Architect

Team Co-

Location

Index Size

Team

Health

Score

Team 1 Mgr BS y n 0.00 y 3 2 2

Team 2 Mgr JF y y 0.50 y 4 3 4

Team 3 Mgr BS y y 0.33 y 8 3 3

Team 4 Mgr BS y y 0.00 y 6 3 2

Team 5 Mgr JF y n 1.00 y 6 4 3

Team 6 Mgr Jf y y 0.33 y 7 5 4

Team 7 Mgr MW y y 0.00 y 4 6 4

Team 8 Mgr KB n n 0.33 y 7 6 3

Team 9 Mgr BS y n 0.25 y 7 6 4

Team 10 Mgr MW y y 0.20 y 4 4 3

Team 11 Mgr KB y n 0.17 y 10 7 4

Team 12 Mgr WM y n 0.00 y 5 5 3

Team 13 Mgr KB y y 0.15 y 9 16 3

Team 14 Mgr KB n y 0.00 y 10 2 2

Team 15 Mgr JF n y 0.00 y 10 2 2

Team 16 Mgr KB n n 2.00 y 10 3 1

Team 17 Mgr JF n n 0.00 y 5 4 1

Team 18 Mgr JO n n 0.80 y 6 14 2

Team 19 Mgr BZ y y 0.33 y 4 7 5

Team 20 Mgr MB y n 0.00 n 2 4 1

Team 21 Mgr EV y n 0.25 n 7 5 3

Team 22 Mgr MB y n 0.33 n 4 6 3

Team 23 Mgr MB y n 0.20 n 4 6 2

Team 24 Mgr EV y y 0.20 n 8 6 4

Team 25 Mgr BZ n n 0.00 n 3 4 0

Team 26 Mgr MB n n 1.00 n 8 4 2

Team 27 Mgr TS y y 0.00 n 8 8 4

Team 28 Mgr TS n y 0.00 n 8 7 3

Team 29 Mgr BZ n y 0.00 n 4 4 1

Team 30 Mgr MS y y 0.00 n 6 5 3

Team 31 Mgr MS y y 0.25 n 6 6 4

Team 32 Mgr MS y y 0.50 n 4 7 4

Team 33 Mgr MS y y 0.20 n 6 9 3


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Scorecard Sept 2012

Team Manager

Scrum

Master

Product

Owner -

Business

Or IT

Ratio of

QA to Dev Architect

Team Co-

Location

Index Size

Team Health

Score

Team 1 Mgr MK y y 0.200 y 8 9 5

Team 2 Mgr JF y y 0.125 y 9 11 4

Team 3 Mgr EB y y 0.231 y 10 17 4

Team 4 Mgr AA y y 0.286 y 9 9 6

Team 5 Mgr KB y y 0.111 y 10 14 4

Team 6 Mgr MS y y 0.250 y 7 8 5

Team 7 Mgr JF y y 0.250 y 8 7 4

Team 8 Mgr BZ y y 1.000 y 3 5 5

Team 9 Mgr BZ y y 0.500 y 1 5 5

Team 10 Mgr MS n y 0.500 y 6 8 4

Team 11 Mgr KW y y 0.250 y 4 6 5

Team 12 Mgr MW y y 0.200 y 6 9 4

Team 13 Mgr MW y y 0.250 y 7 13 4

Team 14 Mgr MB y n 1.000 y 8 5 5

Team 15 Mgr JO y n 0.286 y 8 11 4

Team 16 Mgr JO y y 0.500 y 4 6 5

Team 17 Mgr JF y y 0.143 y 8 9 5

Team 18 Mgr MS y y 0.000 y 7 5 4

Team 19 Mgr JF y y 1.000 y 8 5 6

Team 20 Mgr MH y y 0.500 y 9 4 5

Team 21 Mgr JJ y y 0.250 y 7 6 5

Team 22 Mgr JJ y y 0.250 y 7 6 5

Team 23 Mgr JJ y y 0.250 y 6 6 5

Team 24 Mgr JJ y y 0.000 y 6 5 4

Team 25 Mgr BP y y 0.100 y 9 13 4

Team 26 Mgr MH y y 0.333 y 8 6 6

Team 27 Mgr MB y y 0.000 y 5 7 4

Team 28 Mgr MK y y 0.200 y 10 8 5

Team 29 Mgr KW y y 0.250 y 9 6 6

Team 30 Mgr EV y y 0.200 y 9 6 5

Team 31 Mgr EV y y 0.500 y 8 6 6

Team 32 Mgr MS y y 0.250 y 7 6 5

Team 33 Mgr JF y y 0.000 y 6 7 4

Team 34 Mgr MB y y 0.250 y 6 8 5

Team 35 Mgr MB y y 0.400 y 6 7 5

Team 36 Mgr BZ y y 0.250 y 8 8 5


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Metric Pyramid

Business

Value

Mission Metrics

Agile Practices

Agile Team Composition


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Agile Practice Metrics

• Track adoption of agile practices and maturation

• Definition Phase

• Some Measures we are looking at

• Teams doing quarterly release planning

• In-sprint scope change

• Story card quality (such as acceptance criteria)

• Demos and retrospectives

• Unfinished stories

• Collection of data is for trending and continuous improvement,

not punitive


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Mission Metrics

• Metrics to determine whether we are providing quality, on-time

delivery

• Defined for each team

• # of Releases

• % of Releases that cause harm

• % Rework

• % Deployed on time

• On Budget definition still in progress


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Business Value

• Definition Phase

• For now, not doing any ROI calculations

• Customer value – to be derived from customer satisfaction

surveys


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Our Challenges

• Tools consolidation and effective use

• Shore up agile and quality practices

• Portfolio Management

• Release planning and Roadmap activities

• Continue to address cross-team, multi-project related scaling

issues

• Refine the “fuzzy” front end: incorporate project approval,

budgeting, scoping in an agile way


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Q&A

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