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SANDER BRIENEN • AVIS I • @AVIS I_ATLASS IAN • S . J . P .BR IENEN@AVIS I .NL
Scaling Agile in the Enterprise...with Atlassian tools
Outline
Scaling agile to the enterprise
How it began
Define an alternative to a documentation driven, heavyweight software development process
”
“February 2001:
SOURCE : AGILEMANIFESTO.ORG
Agile Principles
SOURCE : AGILEMANIFESTO.ORG
Agile Principles
SOURCE : AGILEMANIFESTO.ORG
Agile Principles
SOURCE : AGILEMANIFESTO.ORG
But what happensat scale?
Some figures
2,000employees
10agile teams
Test departmentOperations department
Business alignment
Architecture department
Project management
300IT people
• Process and documentation culture
• Underestimation of planning effort in agile
• Complicated infrastructure
Enterprise Challenges
1. Setup a team to implement Agile
2. As IT Management, set the example
3. Solve impediments to agile, continuously
3 step approach
• Takes time
• Requires change
• Needs persistence
Implementing Agile
Changing the enterprise
PEOPLE
PROCESS TOOLS
Scaled Agile Frameworkby Dean Leffingwellhttp://scaledagileframework.com
Scaled Agile Frameworkby Dean Leffingwellhttp://scaledagileframework.com
P O R T F O L I O
P R O G R A M
T E A MS T O R I E S
E P I C S
F E A T U R E S
1
1..*
1
1..*realized by
realized by
E P I C S
T H E M E SE P I C S
S T O R I E S
F E A T U R E S
1
1..*
1
1..*realized by
realized by
Tools
COMPLICATED INFRASTRUCTURE
UNDERESTIMATION OF PLANNING EFFORT IN AGILE
PROCESS AND DOCUMENTATION CULTURE
Enterprise Challenges
COMPLICATED INFRASTRUCTURE
UNDERESTIMATION OF PLANNING EFFORT IN AGILE
PROCESS AND DOCUMENTATION CULTURE
Challenge #1
Central, easy to access, documentation is key
In-context diagrams
Link documentation to JIRA
Create content with blueprints
Risk management with Blueprints
Challenge #2
Agile is all about just-in-time planning
COMPLICATED INFRASTRUCTURE
UNDERESTIMATION OF PLANNING EFFORT IN AGILE
PROCESS AND DOCUMENTATION CULTURE
Project structure in JIRA
Portfolio planning
Backlog Application B
THEMES
EPICS+
STORIESBacklog
Application A
Portfolio
Program
• Define/Build/Test
• Agile Teams
• Developers
• Testers
• Product owners
Team level
• Issue types:
• User Story
• Bug
• Refactor task
• Design task
Team level
Team level• Important Fields:
• Story Point
• Rank
• Measure:
• Velocity
Sprint planning in JIRA Agile
• Program managers
• Project managers
• Release Management
• Quality Assurance
Program level
• Issue Types:
• Business Epic
• Architectural Epic
• Bug
• Task
• Important Fields:
• Business value
Program level
Cost vs Business Value
FIXED
Features
FLEXIBLE
Agile
Traditional
Time Budget
Time Budget
Features
Use Kanban to track progress
Manage the release train
• Portfolio Management
• Enterprise architects
• Portfolio managers
Portfolio level
• Issue types:
• Business Theme
• Architectural Theme
• Important fields:
• Business value
Portfolio level
Use Kanban to track progress
Create a long-term roadmap
Use FOLIO to manage budget
Track KPI’s on wallboards
Challenge #3
COMPLICATED INFRASTRUCTURE
UNDERESTIMATION OF PLANNING EFFORT IN AGILE
PROCESS AND DOCUMENTATION CULTURE
One Backlog to Kill them All
over
70applications
Service oriented architectureEnterprise service bus
SAPDocument
managementXML Gateway
Back-officeFront-office
Mobile
Web
Portfolioplanning
BacklogApplication A
BacklogApplication B
PlanboardFeature Team X
THEMES
EPICS+
STORIES
Portfolio
Program
Planboard Component Team
Y
Planboard Component Team
Z
Team TASKS
Traceability
To sum it up
Does agile scale?
Setup Agile Implementation Team
Create 3 levels of planning and
JIRA project for portfolio planning and roadmap
JIRA project structure that follows architecture
Scrum boards per team to manage backlogs
Success factors
“Big Design Up Front”
vs.
“Just Enough Specification”
Single Release
vs.
Continuous Delivery
No Change
vs.
Embrace Change
vs.
Thank you!
SANDER BRIENEN • AVIS I • @AVIS I_ATLASS IAN • S . J . P .BR IENEN@AVIS I .NL
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Scaling Agile in the Enterprise
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