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Real Business, Real Agile

Real Business, Real Agile. A Management Look at Process Improvement Lorne Cooper 27 October 2010. Agenda. Management Levers Process Problems Agile/Scrum as a Process Why Agile/Scrum Works When It Doesn’t Work (as well) Managing The Agile/Scrum Organization Investment, People, Change

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Real Business, Real Agile

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  1. Real Business, Real Agile A Management Look at Process Improvement Lorne Cooper27 October 2010

  2. Agenda • Management Levers • Process Problems • Agile/Scrum as a Process • Why Agile/Scrum Works • When It Doesn’t Work (as well) • Managing The Agile/Scrum Organization • Investment, People, Change • Managing Organizational Change

  3. Management Levers • Product Direction • Budget – Size/Emphasis • Motivation • Process

  4. Development Tradeoffs Process Function Quality Time Resources(total #, effectiveness)

  5. Agenda • Management Levers • Process Problems • Agile/Scrum as a Process • Why Agile/Scrum Works • When It Doesn’t Work (as well) • Managing The Agile/Scrum Organization • Investment, People, Change • Managing Organizational Change

  6. RMV Process Improvement Wait Times Staffing Levels

  7. Software Process Improvement Defects Schedule Time

  8. What’s A Good Process? • Minimizes Process Errors

  9. Process Problems Out of Control Communications breakdowns Mis-aligned / Local opt.

  10. What’s A Good Process? • Minimizes Process Errors • Control • Alignment • Communication • Proven • Easy to Manage

  11. Do We Have A Candidate? Process Issues Alignment Control Communication Easy to Manage Veteran Solutions ISO-9001 RUP CMMI Agile/Scrum

  12. Agenda • Management Levers • Process Problems • Agile/Scrum as a Process • Why Agile/Scrum Works • When It Doesn’t Work (as well) • Managing The Agile/Scrum Organization • Investment, People, Change • Managing Organizational Change

  13. Scrum Fundamentals Incremental Project Management Practices • Entire development process in 1 or 2 weeks • Functional goals must be small • Team must be complete • QA must start with development • Planning / design doc small and short

  14. Why Does It Work? • Good Engineering Practices • Continuous Integration, Refactoring, Etc. • Good Communication Practices • Daily Stand-ups, Dev & QA together, Visible Work Backlogs, Burndowns • Good Alignment • Customer feedback each sprint, Process reviews

  15. Is that Enough? • Good Engineering Practices • Good Communication Practices • Good Alignment with Customer High Productivity

  16. Engineering Productivity • Hard to Assess,Very hard to quantify • How do you get better results? • Hire Good People • Align them with the goal • Stop demotivating them

  17. The Candle Problem(Engineering Problem Solving)

  18. Many Software ProblemsLook Like Functional Fixedness • Creating Tests • Thinking “outside the box” • Functional Fixedness and Software Re-use • Latour, Dusink, Univ. of Maine • Breakthough Ideas • Usually the application of *linear* technical advances to New Domains

  19. Bad Influences on the Outcome • Glucksberg Study • Federal Reserve Bank Study

  20. Good Influences • Autonomy • Mastery • Making a Contribution (peer recognition)

  21. Agenda • Management Levers • Process Problems • Agile/Scrum as a Process • Why Agile/Scrum Works • When It Doesn’t Work (as well) • Managing The Agile/Scrum Organization • Investment, People, Change • Managing Organizational Change

  22. Why Does Agile Work? • Autonomy • Individuals choose their own tasks within the sprint • Each person estimates all tasks • Empowerment • Iteration Planning • Stand-up Meetings • Retrospective • Making A Contribution • Individual effect on Burndown • Customer Involvement at Sprint Reviews

  23. Making the Team Better • Scrum removes impediments from Team productivity • Some problems require more than 5-9 people. • “Real World” means managing multiple Teams • Sometimes Multiple Processes • Which requires some management additions to the original description of Scrum

  24. Great! Can I always Use Scrum?

  25. Use Scrum If It’s Linear Not So Good Perceived Customer Value Great Increasing Effort

  26. Agenda • Management Levers • Process Problems • Agile/Scrum as a Process • Why Agile/Scrum Works • When It Doesn’t Work (as well) • Managing The Agile/Scrum Organization • Investment, People, Change • Managing Organizational Change

  27. What Do We Lose? • Why did we end up with all these meetings to start with? • Local Optima vs Global Optima • Focus on the Customer vs Internal Focus • Dependencies • Why did we write Spec’s anyway? • The big picture

  28. How Do We Run Scrum? • Pre-Game • Planning / Architectural / Funding • Sprints / Short-Iterations • Product Owner creates fixed Backlog for Sprints • Team (Dev & QA & Doc) estimates work for backlog • Short, fixed-time interval to create shippable results • Sprint Review: Customer / P.O. approves & re-prioritizes • Sprint Retrospective: Team addresses process issues • Post-Game • Team rebalanced or assigned to new areas • Retrospective on Investment Process

  29. Three Management Additions • Technical Debt Control • Pressure from customer  P.O.  Team to deliver • 10th Iteration syndrome

  30. Three Management Additions • Technical Debt Control • 10th Iteration syndrome • Pressure from customer  P.O.  Team to deliver • QA no longer gate-keeping • Team of Architects • Dependency Management • A Scrum team only scales so far • Need to balance needs of different “customers” • “Dependency Customer to Product Owner” • Measure Accomplishments, not Activity • “No Spec” does not mean “No Plan” • Prod. Own. Measured on Business Goals

  31. Management’s Role Same Role … Different Emphasis • Investment • Architecture / Best Practices • Team Formation & Development • Control – But little Project Management! • Poison Control • Integration with the rest of the organization • Managing Change

  32. Agenda • Management Levers • Process Problems • Agile/Scrum as a Process • Why Agile/Scrum Works • When It Doesn’t Work (as well) • Managing The Agile/Scrum Organization • Investment, People, Change • Managing Organizational Change

  33. Rolling Out Change • Build a team that shares your vision • Fund their efforts (Embrace dissenters. The dangerous ones are silent) • Upgrade/Automate the infrastructure to break dependence on the old process. • Establish easy to meet goals, and then raise them when they’re met.

  34. Change Takes Stubborn Patience • Only Cosmetic change happens quickly, • Don’t stop when you have small benefits • Real change takes Time & Consistency • When Leadership stops pushing on Process Adoption, Progress Stops

  35. How Can AccuRev Help? • Help your team create the Roadmap to Improvement • Consulting and Training to learn the new processes • Agile ALM Tools to integrate the new processes and create “Muscle Memory”via metrics and higher compliance

  36. Summary • Improvement starts with Process Improvement • Under Agile, Management gets to focus on • Strategy & Direction • Funding • People & Teams • Agile is the most significant Process today because it creates alignment and key drivers like Empowerment & Autonomy

  37. Real Business, Real Agile Lorne Cooper27 October 2010

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