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Agile transformation approachIncrease the speed-to-market
May 2016, The Netherlands
Roel van Overdam
2
What is agile
Agile is a delivery method that favors frequent iterative releases over traditionally long phased releases
■ First and foremost: satisfy the customer. Deliver
working and valuable software early and
frequently.
■ Measure progress primarily by working software.
■ Have business people and developers work
together daily.
■ Welcome changing requirements.
■ Create a self-organizing team of motivated
individuals.
■ Communicate using face-to-face conversation.
■ Maintain a sustainable pace of development.
■ Attend continuously to good design.
■ Retrospect and adjust regularly.
“We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
■ Individuals and interactions over processes
and tools
■ Working software over comprehensive
documentation
■ Customer collaboration over contract
negotiation
■ Responding to change over following a plan
The Agile Manifesto The Agile Principles
3
Key differences
Agile works with an iterative workflow
Agile Approach
Working Software(Incremental delivery, Bugs impact is less)
Customer Collaboration
Leadership and Collaboration
Responding to Change(Response to change is more timely and free flowing)
Iterative Workflow(Small releases of software – modular nature,
Activities will occur in parallel)
Informal Communication
Adaptability
Traditional Project Management
Comprehensive Documentation(Major release, Bugs impact is very high)
Contract Negotiation
Command and Control
Following a Plan(There is no going back)
Linear and Sequential Approach(Main Release, Activities follow
a linear sequence)
Formal Communication
Predictability
4
Key differences
Within agile multiple roles are combined (multi skilled team)
Planning
Requirements
Gathering & Analysis
Design
Code
Test
Deliver
Project
Manager
Business
Analyst(s)
Architect(s)
Developer(s)
Tester(s)
Customer
Product
Owner
Scrum
Master
TeamCustomer
Internal
Stakeholders
AgileTraditional Project Management
Initiate Sprint Deploy Maintain
Hierarchical & Structural Interactive & Iterative
5
Safe framework
All traditional business processes are applicable. Difference is the light weighted design (less governance, focus on high level guidelines and empowerment)
Portfolio Portfolio management processes High level strategy Define value streams and allocate budget
Program Agile Release Train (ART) is the primary value delivery
construct in SAFe Empowerment Fixed capacity per ART Cross functional teams – T profile No dependencies between teams CICD need to be in place Teams need to work on same heart beat
Safe principles
Team Scrum teams Daily execution, development, testing, releasing Backlog priorities by business product owner
6
Governance model (target)
The IT operating model will change over time with agile. A shift towards business is needed
A shift towards business and IT integration is a pre-requisite
This requires a new mind set (principles), including roles & responsibilities and processes/procedures
Because of the multi country/product business a clear governance need to be drafted
A key step is to define and install a Value driven management team (VMT) in which the value stream is managed. VMT members are business representatives and IT)
Old IT TOMNew IT TOM
IT DeliveryBusinessDemand
managementSupply
management
Business Demand Supply Delivery
Business uses IT for daily operations
Business defines need for changes and liaises with the demand organization
Ideally teams are physically located nearby
Business owns the IT budget and is responsible for priority setting in IT change and run
Demand and supply are (more) integrated in the business
Actively involved with scrum team in the role of Product Owner
Business and IT are both managedin a KMT
All IT projects can be considered business projects
Supply teams do the coordination towards vendors
Based on available, budget, backlog and capacity work is organized in the agile teams
Train and facilitates scrum teams
IT is responsible for IT Operations, like network, infrastructure, data centres
7
Transformation approach (example)
An ‘integrated, controlled and phased approach’. The pilots should contribute to growth towards the maturing phase
7
Plan the end-to-end
technology
implementation
Design the end-
state solution
Build the end-state
solution
Implement, test and deploy the end-state solution
Monitor the solution
after
Implementation
Plan Design Build Implement Monitor
TR
AD
ITIO
NA
L
Planning
■ Product
owner
Monitoring
Product Backlog
(features)
Sprint Backlog
(tasks)Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
StoriesDefinition
of Done
Estimates/
Story Size
Ag
ile FAT UAT
x weeks X weeks
Freeze
x week
Aftercare
LIVE 2 weeks
Planning
■ Product
owner
Monitoring
Product Backlog
(features)
Sprint Backlog
(tasks)Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
StoriesDefinition
of Done
Estimates/
Story Size
Ag
ile FAT UAT
X – y weeks
Freeze Aftercare
LIVE 2 weeks
Preparation
Prep
Operations (AMS) managed in parallel
Operations (AMS) managed in parallel
Phase 1 Shaping
Phase 2 Maturing
x weeks
X-y
Current operating model designed based on waterfall
principles
Phase 1 is about structural piloting and learning. In
practise a more ‘agilefall’ we be effectuated
Phase 2 the key
impediments are
mitigated. The
business involvement
is organized in KMT’s,
where possible
automation has
increased and all
activities are done
within a sprint
Change and run still
managed in parallel
Exception
8
Transformation approach (example)
The end state situation need to be further defined, based on the ambition
Planning
■ Product
owner
Monitoring
Product Backlog
(features)
Sprint Backlog
(tasks)Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
StoriesDefinition
of Done
Estimates/
Story Size
Testing
Ag
ile Aftercare
2 weeksPrep
Operations (AMS) managed in parallel
Planning
■ Product
owner
Monitoring
Product Backlog
(features +
operations)
Sprint Backlog
(tasks)Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
StoriesDefinition
of Done
Estimates/
Story Size
Testing
Ag
ile
Phase 3 Agile on Scaling
Phase 4 Complete
In phase 3 Agile can be scaled based on value
streams. New operating model applies (new
roles and responsibilities defined and
effectuated)
CICD capabilities are matured over the
domains
All activities are done within the agile sprint
(dev, testing, deployment)
In phase 4 change and operations will be
integrated
No additional preparation is needed (end to
end processes applicable). This also applies
for the aftercare
An ‘integrated, controlled and phased approach’
