Business Driven Software Development. Why the Focus on the Team is an Impediment to Agile

Transcription

1 Business Driven Software Development Why the Focus on the Team is an Impediment to Agile

2 Copyright 2012 Net Objectives, Inc. All Rights Reserved 2

3 Product Portfolio Management Business Product Owner Lean for Executives Business technical Team process Kanban / Scrum Lean-Agile For Your Team ATDD / TDD / Design Patterns Lean Enterprise Manage ment Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING Copyright 2012 Net Objectives, Inc. All Rights Reserved 3

4 Questions to Ask What is the purpose of agility? Is the only way to achieve agility at scale through scaling? Should we start with the bigger picture in mind from the beginning? Scrum is a great team process. How do we extend and enhance it to enable it to work at an enterprise level? Copyright 2012 Net Objectives, Inc. All Rights Reserved 4

5 Copyright 2012 Net Objectives, Inc. All Rights Reserved 5

6 P O R T F O L I O V A L U E S T R E A M O W N E R B U S I N E S S S P O N S O R, T E C H N I C A L S P O N S O R S TA K E H O L D E R S c h u n k i n g BUSINESS DISCOVERY s l i c i n g BUSINESS DELIVERY Business Priority Business Planning Business Readiness Ready to Pull Incremental Development Incremental Deployment Support & Feedback Decision Is there enough business value? Decision Is it technically feasible? Decision Is an SME ready? Decision Is it ready to release? Identify potential capabilities Define increments as MMFs Set acceptance criteria and feature sequence Build iteratively Scrum / Kanban / Hybrid ATDD and Emergent Design P O D H U B BPO PO (Release) BUSINESS PM TDM ADM LEAN-AGILE PM TEAM Copyright 2012 Net Objectives, Inc. All Rights Reserved 6

7 he Scrum Model: ne Product and One Team Product Owner Development Team & SM Copyright 2012 Net Objectives, Inc. All Rights Reserved 7

8 till Complete in this Situation? Stakeholders for multiple programs Product Owners Application Development teams & SMs Component Teams Copyright 2012 Net Objectives, Inc. All Rights Reserved 8

9 Case Study 1 Teams self-organized by layer Copyright 2012 Net Objectives, Inc. All Rights Reserved 9

10 eam Organization Team 1 Team 2 Team 3 UI Team UI Team Mid-tier Team Mid-tier Team Database Team Database Team Copyright 2012 Net Objectives, Inc. All Rights Reserved 10

11 cale to Multiple Products Business Stakeholders Development Teams Integration Team Copyright 2012 Net Objectives, Inc. All Rights Reserved 11

12 s Scrum Scales, It Moves to a ifferent Problem Product Owner role goes from one product, one team to multiple products, multiple teams Teams go from cross-functional to sharing both people and component teams Requires more architecture across organization (emergent design at one team not the same as emergent design across teams) Products almost certainly get bigger Stories, which were releasable are now small slices of functionality Release planning critical not just for team but for organization and across teams Copyright 2012 Net Objectives, Inc. All Rights Reserved 12

13 ize of Product Can hange Dynamics Simple Case: 1 product, 1 team Business Stakeholder Product Owner Development Team Stories Batch by iteration Deploy Copyright 2012 Net Objectives, Inc. All Rights Reserved 13

14 Minimal Marketable Feature Smallest, business increment to add value and be worth the cost of discovery, development, deployment and consumption Value Deliver value quickly Learn what customer needs Avoid over-building Move on to more important things Copyright 2012 Net Objectives, Inc. All Rights Reserved 14

15 roducts Too Large to Release very Sprint Simple Case: 1 product, 1 team Business Stakeholder Product Owner Development Team MMFs Chunks Stories Batch by iteration Deploy Copyright 2012 Net Objectives, Inc. All Rights Reserved 15

16 hat Happens When Size and omplexity Increase? Business Stakeholder Product Owner Development Teams Copyright 2012 Net Objectives, Inc. All Rights Reserved 16

17 ase Study 2: Coordinating eams Background Multiple teams Specialized Each team completed sprints in two weeks but value not delivered for months and then with challenges Copyright 2012 Net Objectives, Inc. All Rights Reserved 17

18 verall Team Organization Product Line A applications Product Line B applications Component team for line A applications System-Wide Component Team Component team for line B applications Copyright 2012 Net Objectives, Inc. All Rights Reserved 18

19 eams on a Project Product Line A applications Product Line B applications Component team for line A applications Component team for line B applications System-Wide Component Team Copyright 2012 Net Objectives, Inc. All Rights Reserved 19

20 how much of what you do is valuable? rework? Copyright 2012 Net Objectives, Inc. All Rights Reserved 20

21 What Work Do You Do? Getting Requirements Design Programming Testing Planning Collaboration Integration Re-doing requirements Working from old requirements Fixing bugs Building unneeded features Documentation Deployment Training Integration errors Overbuilding frameworks Essentially duplicating components Copyright 2012 Net Objectives, Inc. All Rights Reserved 21

22 focus on time over the entire value stream Copyright 2012 Net Objectives, Inc. All Rights Reserved 22

23 MMF MMF Teams Split work MMF on according their parts to Teams Teams split according to components Eventually Teams work integrating on their them part together until done Feedback times for: Team Across teams Customer 2 weeks 6 weeks 8 weeks Progress bar Copyright 2012 Net Objectives, Inc. All Rights Reserved 23

24 MMF MMF Split MMF into sub-features After Integration one iteration, still required teams integrate but takes their much components less time Development Teams work teams on split according their to part components Feedback times for: Team Across teams Customer 2 weeks 2 weeks 2 weeks Progress bar Copyright 2012 Net Objectives, Inc. All Rights Reserved 24

25 It is more effective to manage how teams pull their work, than it is to expect the teams to coordinate the work they pull individually. Copyright 2012 Net Objectives, Inc. All Rights Reserved 25

26 L E T S R E C O N S I D E R WHAT I S G O I N G O N c h u n k i n g BUSINESS DISCOVERY s l i c i n g BUSINESS DELIVERY Business Priority Business Planning Business Readiness Ready to Pull Incremental Development Incremental Deployment Support & Feedback What to Build How to Build It How to Build It How to Validate It Copyright 2012 Net Objectives, Inc. All Rights Reserved 26

27 Case Study 3: Military Aircraft Background 7 components on plane 70 person dev group (50 devs) 7 teams (4-10 each) 4 test platforms, 2 simulators, 1 plane Challenge was integration extremely difficult Copyright 2012 Net Objectives, Inc. All Rights Reserved 27

28 ynamic Feature Teams Copyright 2012 Net Objectives, Inc. All Rights Reserved 28

29 esulting Savings 63% increase in throughput 42% decrease in defects Greater than 22% savings* ($1.73M) was thought to be higher but not claimed due to political reasons Copyright 2012 Net Objectives, Inc. All Rights Reserved 29

30 hat Happens When You Can t et Cross-Functional Teams? Business Stakeholder Product Owner Architects UX Legacy knowledge Skills Just plain smart Development Teams Copyright 2012 Net Objectives, Inc. All Rights Reserved 30

31 Case Study 4: Coordinating Multiple Business Stakeholders with Multiple Team Copyright 2012 Net Objectives, Inc. All Rights Reserved 31

32 The Simple Case 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories 5. Assign to team backlog Team Product Backlog Development team A A1 A2 A1 A1aA1bA1c A1d Team 1 A2 Architecture Technical Leads Product Owners Copyright 2012 Net Objectives, Inc. All Rights Reserved 32

33 A Harder Case 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories 5. Assign to team backlogs Team Product Backlogs Development teams A A1 A2 A1 A1aA1bA1c A1d Team 1 A2 A2aA2bA2c Team 2 Team 3 Team 4 Architecture Technical Leads Product Owners Copyright 2012 Net Objectives, Inc. All Rights Reserved 33

34 Normal Problem We Call it Tough Stakeholders A Team Product Backlogs Development teams Team 1 B C Team 2 Team 3 D Team 4 E Copyright 2012 Net Objectives, Inc. All Rights Reserved 34

35 Product Owner Role Stretched Too Thin Stakeholders A B?? Team Product Backlogs Development teams Team 1 C???? Team 2 D? Team 3 Team 4 E Copyright 2012 Net Objectives, Inc. All Rights Reserved 35

36 ymptoms Product Owners do project management Stakeholders can t go to one source to see what to do Teams have to coordinate with themselves Copyright 2012 Net Objectives, Inc. All Rights Reserved 36

37 Product Managers and Product Owners Stakeholders A Team Product Backlogs Development teams Team 1 B C Team 2 Team 3 D Team 4 E Product Managers Product Owners Copyright 2012 Net Objectives, Inc. All Rights Reserved 37

38 Product Managers and Product Owners Stakeholders A Team Product Backlogs Development teams Team 1 B C Team 2 Team 3 D Team 4 E Product Managers Product Owners Copyright 2012 Net Objectives, Inc. All Rights Reserved 38

39 Agile at Scale 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories B1 B1aB1b B1c 5. Assign to team backlogs Team Product Backlogs Development teams A A1 A2 A1 A1aA1bA1c A1d Team 1 B2 B2a B2bB2c B C B1 C1 B2 B3 C2 B3 C1 A2 B3aB3b B3c Blocked Team 2 Team 3 C2 Business Stakeholders Product Managers Architecture Technical Leads Product Owners Team 4 Copyright 2012 Net Objectives, Inc. All Rights Reserved 39

40 Is There a Pattern? Three Key Principles of Lean Optimize the whole Deliver fast Eliminate waste Practices to follow Drive from business value Work efficiently Requires attention to to completion Requires attention to to avoid creating creating waste waste Copyright 2012 Net Objectives, Inc. All Rights Reserved 40

41 Copyright 2012 Net Objectives, Inc. All Rights Reserved 41

42 hich Would You Rather Have? For what? To own? To win on a game show? To drive in a race? On sand dunes? Copyright 2012 Net Objectives, Inc. All Rights Reserved 42

43 egacy Organization: atrix Resources to Projects Project 1 Project 2 Project 3 Project 4 Project N Copyright 2012 Net Objectives, Inc. All Rights Reserved 43

44 et s Create a Pilot Project Project 1 Project 2 Project 3 Project 4 Project N % Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager Expert Cross-functional, co-located teams produce 3x the results than before without changing process. Copyright 2012 Net Objectives, Inc. All Rights Reserved 44

45 Summary Keep the big picture in mind Lean is a great extension for the Scrum framework Efficient teams are great, but not sufficient We must extend and enhance our team-models to achieve enterprise agility Copyright 2012 Net Objectives, Inc. All Rights Reserved 45

46 Questions Webinars: Capturing Business Rules in Stories. Amir Kolsky. TBD Courses: Lean-Agile Project Management. Atlanta April 3-5 Seattle April 3-5ay Area 3/6-8 Copyright 2012 Net Objectives, Inc. All Rights Reserved 46