Getting Business Value from Agile

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from Agile

Presented by:

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Experis | November 25, 2014 2 Getting Business Value from Agile

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Presenters

Dennis Baldwin

Project Management, Business Analysis & Agile Service

Line Manager, Development Solutions Practice, Experis

Tom Mullen

Business Planning & Execution Service Line Manager,

Development Solutions Practice, Experis

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ManpowerGroupTMis the world leader in innovative workforce solutions. We leverage our

global reach and local expertise of tens of thousands of people across more than 80 countries, making it possible for businesses to access the talent they need when they need it.

ManpowerGroupTM Solutions provides clients with human resources outsourcing services

primarily in the areas of large-scale recruiting and outcome-based workforce-intensive initiatives, thereby sharing in the risk and reward with our clients.

ExperisTM_{is the global leader in professional resourcing and project-based workforce solutions.}

With operations in more than 50 countries, we deliver 53 million hours of professional talent specializing in IT, Finance and Engineering to accelerate clients’ businesses each year.

Right Management®_{is the global leader in talent and career management workforce solutions.}

Through our innovative and proprietary process, we leverage our expertise to successfully increase productivity and optimize business performance.

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• Strategic Planning/ Roadmapping

• Agile/Project Management

• PMO & Governance

• Business Process Management/Business Analysis

What We Know

• Assessments/Roadmaps

• Process/Practice Design and Improvement

• Organizational Design/ Change Management

• Training/Mentoring

• Managed Resource Teams (MRTs)

What We Do

B

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ion

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Experis | November 25, 2014 7

Today’s Agenda

• Agile Business & IT Value “Myth Busting”

• Is Agile Relevant to Your Business?

• Agile Business & IT Adoption Process

• Maximizing Business Value When Implementing Agile

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Agile Business

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Agile projects

do not need

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Agile projects

don’t need a

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Polling Question #1

Have you ever implemented Agile?

A. Yes, at my current organization

B. Yes, at my past organization

C. No, but would like to

D. No, my organization doesn’t see the value

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“After IT can make

projects go quicker,

cost less money and

have better quality,

we’ll join the

Agile bandwagon….”

Corporate CFO

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“After IT can make

projects go quicker,

cost less money and

have better quality,

we’ll join the

Agile bandwagon….”

Corporate CFO

“I just sent my entire

staff to Scrum Master

certification training….

we’re now Agile….”

Corporate CIO

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“After IT can make

projects go quicker,

cost less money and

have better quality,

we’ll join the

Agile bandwagon….”

Corporate CFO

“I just sent my entire

staff to Scrum Master

certification training….

we’re now Agile….”

Corporate CIO

Real Business Quotes…..

“Miriam’s husband

just finished a project

as a Scrum Master.

He’s going to make

us Agile. Oh, his rates

are cheap and he’s a

great golfer, too!!....”

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“It ain’t what you know

that gets you into trouble.

It’s what you know for sure

that just ain’t so.”

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Is Agile Relevant

to Your Business?

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The questions you should be able to answer

before embracing Agile…

Why are you considering Agile?

What are your expectations for Agile?

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Moving to Agile

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Moving to Agile will Improve IT

and Business Collaboration…

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Moving to Agile will Reduce Idea to

Implementation Timeframe…

Loading. . .

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Polling Question #2

What primary business objective will Agile help your

company achieve?

A. Reduce costs

B. Increase quality

C. Improve IT and business collaboration

D. Reduce idea to implementation timeframe

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the business value(s)

you expect to receive

from Agile……

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Understand What Agile Really Is

Satisfying customers with early and often delivery

New discoveries will not be eliminated, even with upfront

detailed requirements elicitation

Building transparent communication channels among

business and IT stakeholders

Pursuing continuous improvement

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Understand What is Expected from YOU

Business

• Need to see you more and get feedback

• Need to refine your needs

Managers

• Learn agile principles and details

• Promote, evangelize, and coach agile expertise

in your area

• Reward teams more and individuals less

Teams

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Executives Have a Big Role

Focus on:

• Prioritizing project backlog

• Limiting concurrent

assignments (WIP)

to project teams

• Ensuring consistent

organization support

(29)

Agile Should Be Assessed Against Key

Performance Indicators

• Time to Benefits

• Time to Market

• First Delivery of Value

to the Customer

• Time to Adapt to

New Discoveries

• Projects Completed

versus Projects Started

• Customer Satisfaction

• Customer Retention

• Team Morale

• Team Retention

90 80 70 60 50 40 30 20 10 0 Increased benefits No benefit

(30)

Critical Success Factors

Align Agile Adoption to Business Goals

Roadmap Agile Adoption

• Do not “flip a switch” or ignore Change Management processes

• Pilot or Isolate Initial Organizational Involvement

Tailor Agile to Your Business and IT Cultures

• Pick Agile Practices that can be easily adopted

• Allow Agile to evolve

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Critical Success Factors

Train Executives

• Socializing agile

• Leveraging agile success

to manager goals

Train Managers

• Driving agile operations

• Enabling SMEs and Mentors

Train the Business

• Backlog generation

• Ongoing backlog grooming

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Critical Success Factors

Create an opportunity to succeed.

Nothing promotes adoption, change

and acceptance more than successful

projects, motivated teams and

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How Do You Minimize Risks Associated

with Agile Organizational Change?

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An Agile Transformation Team

Agile is a change to both culture and mindsets

Executives

Business Stakeholders

IT Stakeholders

Operational Managers

Operational Participants

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Effective Steps for Agile Adoption

Determine current state

Define and roadmap areas where potential value exists

Incorporate Agile practices into an initial framework design

Pilot the framework

Review pilot results and adjust the framework

Evangelize and socialize the agile roadmap

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Determine Current State

Conduct Interviews

Distribute Surveys

Review what is

currently done

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Document Existing Agile Practices

Determine Current State

4.4 Story Point Estimation 4.5 Requirements Prioritization 4.6 Requirements Modeling 4.7 Interaction Flows

4.8 Wireframes for Entire Project 4.9 UI Designs for Next Sprint 4.10 User Research Plan 4.11 Test Strategy

4.12 Architectural Spikes/Spike Solutions 4.13 Gold Standard Stories

Sprint Planning

5.1 Story Design and JAD Sessions 5.2 Story Acceptance Criteria

5.3 Definition of “Complete” by User Story 5.4 Task Identification

5.5 Task Estimates 5.6 Burn Down Reports 5.7 Task Dependencies 5.5 Team Availability 5.9 Build Schedule

Construction Sprint

6.1 Unit Tests

6.2 Functional Test Cases

6.3 Test Driven Development (TDD) 6.4 Pair Programming

6.5 Daily Standup Meeting 6.6 Refactoring

6.7 Collective Code Ownership 6.8 Daily Builds/Automated Builds 6.9 Continuous Integration

6.10 Code Reviews

6.11 Deferred Bug Logging 6.12 Issue Tracking/Bug Tracking 6.13 Smoke Testing 6.14 Integration Testing 6.15 Exploratory Testing 6.16 Project Demo 6.17 Retrospective Team Organization 7.1 Small Team 7.2 Cross-Functional Team 7.3 Self-Organizing Team

7.4 Co-location Seating/Common Workspace 7.5 On-site Business Owner

7.6 Scrum Master 7.7 Sustainable Pace 7.8 Scrum of Scrums

Preconditions Phase

1.1 Project Portal

1.2 Scrum Master Checklist 1.3 Elevator Statement 1.4 Focus Matrix 1.5 Project Charter Elaboration Phase 2.1 Elaboration Meetings 2.2 Features/Epics 2.3 User Stories 2.4 Product Backlog 2.5 Project Framework 2.6 SWAG Estimates

Core-Team Research Phase

3.1 Architectural Diagrams 3.2 Code Design Documents 3.3 Risk List

3.4 Staffing Plan

Release Planning

4.1 Release Planning Meeting/Release 4.2 Ideal Day Estimation

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Define and roadmap areas where potential

value exists

Review findings

What things do you keep

The areas with the biggest opportunity

The biggest risks

The practices you think you are ready for

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Define and roadmap areas where potential

value exists

Level 1 Collaboration Level 2 Evolutionary Level 3 Integrated Level 4 Adaptive Level 5 Encompassing Embrace Change to Deliver Value

Reflect and Tune Process

Evolutionary Requirements

Client Driven Iterations Customer Satisfaction Feedback Low Process Ceremony Plan and Deliver Software Frequently Collaborative Planning Continuous Delivery (Incremental-Iterative) Planning at Multiple Levels

Risk Driven Iterations Maintain a Backlog of Features

Smaller and More Frequent Releases (4-8 Weeks) Adaptive Planning Agile Project Estimation Human Centric Collaborative Empowered and Motivated Teams Reflective of Evolutionary Development Self-organized Teams Frequent Face-to-face Within Teams Ideal Agile Physical Set-up Technical Excellence Coding Standards Knowledge Sharing Task Volunteering, Not Task Assignment Software Configuration Management

Tracking From Iteration to Working Software No Big Design Up Front

Continuous Integration Continuous Refactoring 30% of Team is

Experienced

Automated Unit Tests

Daily Progress Meetings Agile Documentation User Stories Test Driven Development Paired Programming Minimal Inexperienced Team Members Collaboratio n with Business Customer Committed to Working with Developing Team Customer Contracts Reflective of Evolutionary Development Customer Accessible, Knowledgeable and Authorized to Act Contract About Collaboration, Not Features Frequent Face-to-face Between Developers and Users (Co-located)

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Pick Practices that are

Within Your Capabilities

and

Provide High Value

4.4 Story Point Estimation

4.5 Requirements Prioritization

4.6 Requirements Modeling 4.7 Interaction Flows

4.8 Wireframes for Entire Project 4.9 UI Designs for Next Sprint 4.10 User Research Plan

4.11 Test Strategy

4.12 Architectural Spikes/ Spike Solutions 4.13 Gold Standard Stories

Sprint Planning

5.1 Story Design and JAD Sessions 5.2 Story Acceptance Criteria

5.3 Definition of “Complete” by User Story

5.4 Task Identification

5.5 Task Estimates 5.6 Burn Down Reports 5.7 Task Dependencies 5.8 Team Availability

5.9 Build Schedule

Construction Sprint Unit Tests

6.2 Functional Test Cases

Incorporate Agile practices into an initial

framework design

Preconditions Phase

1.1 Project Portal

1.2 Scrum Master Checklist

1.3 Elevator Statement 1.4 Focus Matrix 1.5 Project Charter Elaboration Phase 2.1 Elaboration Meetings 2.2 Features/Epics 2.3 User Stories 2.4 Product Backlog 2.5 Project Framework 2.6 SWAG Estimates

Core-Team Research Phase

3.1 Architectural Diagrams 3.2 Code Design Documents 3.3 Risk List

3.4 Staffing Plan

Release Planning

4.1 Release Planning Meeting/Release 4.2 Ideal Day Estimation

4.3 Planner Poker

6.3 Test Driven Development (TDD) 6.4 Pair Programming

6.5 Daily Standup Meeting 6.6 Refactoring

6.7 Collective Code Ownership 6.8 Daily Builds/Automated Builds 6.9 Continuous Integration

6.10 Code Reviews

6.11 Deferred Bug Logging

6.12 Issue Tracking/Bug Tracking

6.13 Smoke Testing 6.14 Integration Testing 6.15 Exploratory Testing 6.16 Project Demo 6.17 Retrospective Team Organization 7.1 Small Team 7.2 Cross-Functional Team 7.3 Self-Organizing Team 7.4 Co-location Seating/Common Workspace

7.5 On-site Business Owner 7.6 Scrum Master

7.7 Sustainable Pace 7.8 Scrum of Scrums

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Valuable Current

Practices

Practices Within

Capabilities

Low Resistance,

High Value

Compliance

Requirements

Incorporate Agile practices into an initial

framework design

Agile

(43)

Pilot the Framework

Begin with Training

Leverage SME training and coaching

Assess addressing high priority, high value

items defined during the current state analysis

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Review pilot results and adjust the framework

Initial Pilot Findings

• Depict delays associated

with adapting to new

processes and “self

management”

• Involve stops for

“re-training”

• Showcase practices that

work better than others

• Should drive adjustments

to framework practices,

where applicable

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Evangelize and socialize the agile roadmap

Develop internal Agile coaches

Send employees to seminars, workshops, conferences

Establish an Agile roadmap for every Manager

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Polling Question #3

Would or does agile have executive support in your

organization?

A. Yes

B. No

C. Unsure

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Pick an Agile Lifecycle that “best fits” your

Project Culture

Condition XP Scrum Lean FDD AUP Crystal DSDM

Small Team

√

X

–

√

Highly Volatile Requirements

√

–

X

Distributed Teams

X

√

X

High Ceremony Culture

X

–

√

–

√

High Criticality Systems

X

–

√

X

Multiple Customers / Stakeholders

X

√

–

X

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Utilize MVP Analysis for Time, Scope

& Cost Management during Release Planning

Minimum

Viable

Product

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Promote Agile Quality Goals

Best Practices Manage Risk

• Instill quality checks, but encourage team productivity

• Conduct Knowledge Management

Measure Quality to Promote Team Goals

• User Acceptance

• Testing Coverage

Ongoing Process Improvement

• Provide guidance through SME mentoring/coaching

(51)

Leverage or Consider Continuous Agile

AGILE

Development

Integration

Quality

Delivery

Project

Management

Via Lean - Kanban function boards or Test-Driven Development (TDD)

With releases to production after each functional change

Via builds after each change or frequent builds on a daily basis

Through automated unit, regression and integration testing With Product Owners contributing

and collaborating with Agile development teams on a daily basis towards • What is the right

thing to build, • What does it

look like

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Measure Success Against

Key Performance Indicators

Got Better No Benefit Got Worse Don’t Know

Ability to manage

changing priorities

Improved project visibility

Increased productivity

Improved team morale

Faster time-to-market

Courtesy VersionOne

84%

77%

75%

72%

71%

6%

5%

11%

13%

15%

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Thoughts on Tools…

Pilot without tools

Develop an effective process, then

choose a tool that will work

Main reasons for using tools:

• Unavailability of team war rooms

• Portfolio management

• Automate team metrics management

The most effective and collaborative

teams manage their projects with cards

on a wall (even when using tools)

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Industry Perspectives….

“Bask in Agile’s bright light, but don’t be the moth to Agile’s flame. Avoid

the “I have a hammer” syndrome – use Agile as a tool, not a religion.”

“Agile Software Development And The Factors That Drive Success”

– Forrester Consulting

“Letting the users experience what the application will look like and building

the screens on the fly with the appropriate tools will ensure that the initial build

of the app looks familiar to the users and is close to what they'll need once the

application has been piloted or deployed. This alone will result in a higher

chance for a successful development effort.”

– Van Baker, Research VP at Gartner

“Leaders and employees see the ability to change and adapt as the key to

long-term success. They do not fear or avoid change; they embrace it

because their ability to manage change well is their primary advantage.”

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Assessment

• Interviewed 40 employees, followed flows

• Reviewed findings with management

• Suggested an initial Agile lifecycle that matched

business model and team maturity

Case Study

Organization

• Fortune 100

ecommerce Company

• Using a waterfall lifecycle

• Competitive business

environment

• Main goal of projects is

to not get blamed

• Formal signoff on

requirements and estimates

• Average time spent on

documentation and signoffs – 3 months, projects – 8 months

• Tried Agile 3 years ago

and failed

Waterfall Model

Conception

Initiation

Analysis

Design

Construction

Testing

Deployment

Agile

VS

Conception

Initiation

Analysis

Design

Construction

Testing

Deployment

(57)

Agile – Pilot Results

The Plan

• Created an Agile Core Team within the company

• Reviewed and refined suggested lifecycle with core team

• Identified 3 projects to pilot Agile on

• Trained pilot teams on the custom Agile lifecycle

• Coached teams through pilots

The Results

• Average project time down to 4 months

• Project managers became Agile project managers

• Team collaboration up 60 % per surveys

• Product managers report better flexibility in dealing with business

environment changes mid-project

(58)

Agile – Post Pilot Results

After the 3 pilots

Took Agile across the enterprise (16 teams)

Evaluated Agile tools for 3 months and helped the company make a selection

Added Agile to the portfolio management process

Scaled Agile to offshore teams in India and China

Improved lifecycle constraints outside of the Agile teams:

• Time needed to provision environments

• Time needed for integration and release

• A model for production support

(59)

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Dennis Baldwin

Project Management, Business Analysis

& Agile Service Line Manager

Experis – Development Solutions Practice

214-202-9363 mobile

[email protected]

Tom Mullen

Business Planning & Execution Service Line Manager

Experis – Development Solutions Practice

919-357-2691 mobile

[email protected]

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