Herding cats, or the art of scaling agile teams

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  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Cat Herding, or the art of scaling agile developmentDave Sharrock agile42

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Cat herding

    The Sinking of the Vasa

    The Copernican revolution in management

    Isolated Agile

    Synchronous Agile

    Networked Agile

    Its just about technology, right?

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Cat herding

    The Sinking of the Vasa

    The Copernican revolution in management

    Isolated Agile

    Synchronous Agile

    Networked Agile

    Its just about technology, right?

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    The sinking of the Vasa August 10, 1628

    http://www.vasamuseet.se/en/The-Ship/The-sinking/

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Reasons for failure

    Excessive schedule pressure

    Changing needs

    Lack of technical specifications

    Lack of documented project plan

    Requirements creep

    Ignoring the obvious

    Why the Vasa Sank: 10 Problems and Some Antidotes for Software Projects, Richard E. FairleyMary Jane Willshire, Journal IEEE Software archive, Volume 20 Issue 2, March 2003

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Cat herding

    The Sinking of the Vasa

    The Copernican revolution in management

    Isolated Agile

    Synchronous Agile

    Networked Agile

    Its just about technology, right?

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    The Copernican revolution in management

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015http://www.forbes.com/sites/stevedenning/2015/01/28/more-on-why-managers-hate-agile/

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    The traditional economy is vertical

    Strategy gets set at the top.Power trickles down. Big leaders appoint little leaders. Individuals compete for promotion. Compensation correlates with rank. Tasks are assigned. Managers assess performance.Rules tightly circumscribe discretion.

    Gary Hamel

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    The creative (agile) economy is horizontal

    It is oriented to understanding and creating the future.It believes in banking, not necessarily in banks.It believes in accommodation, not necessarily hotels.It believes in transport, not necessarily cars.It believes in health, not necessarily hospitals.It believes in education, not necessarily schools.

    Steve Denning

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    A thriving Creative Economy

    Market Capitalization

    Apple - $660 billion

    Google - $362 billion

    Facebook - $222 billion

    IBM - $155 billion

    GM - $54 billion

    What billion dollar companies look like at Series A funding rounds?

    Easy-to-dismiss ideas Competitive markets Reinventing existing customer behaviour Untested founders Zero monetization

    https://medium.com/@todfrancis/what-did-billion-dollar-companies-look-like-at-the-series-a-e53ea8043a85

    http://www.forbes.com/sites/stevedenning/2015/01/26/why-do-managers-hate-agile/

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Cat herding

    The Sinking of the Vasa

    The Copernican revolution in management

    Isolated Agile

    Synchronous Agile

    Networked Agile

    Its just about technology, right?

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Agile Operating Models

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-1000 100s-1000s

    #products single few many

    technology stack simple complex decoupled

    team location collocated simple distribution global

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Isolated

    Simple technology stack means team is completely cross-functional

    Single product under development, with all teams focussed on the same product backlog

    Small team size (72)

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    agile teams and small organizations

    get things done

    by creating an environment where good practices are easy to do

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    collaborationsmall, dedicated cross-functional teams

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    collaboration

    focus

    small, dedicated cross-functional teams

    product owner, ordered backlog

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    22% of teams have no product owner

    http://www.scrumalliance.org/why-scrum/state-of-scrum-report

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    collaboration

    focus

    transparency

    small, dedicated cross-functional teams

    Product Owner, ordered backlog

    simple, big visible charts show progress

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    Isolated Agile Team agile42 home team board

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    IsolatedProject Management ScrumMaster and Team cover

    project management responsibilities

    Program Management Product Owner determines

    priority (assumes frequent releases)

    Focus Frequent releases

    Simple technology stack means team is completely cross-functional

    Single product under development, with all teams focussed on the same product backlog

    Small team size (72)

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Isolated

    Simple technology stack means team is completely cross-functional

    Single product under development, with all teams focussed on the same product backlog

    Small team size (72)

    Scale by adding teams not growing team size

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Isolated

    Simple technology stack means team is completely cross-functional

    Single product under development, with all teams focussed on the same product backlog

    Small team size (72)

    Scale by adding teams not growing team size

    Product Owner team for larger development environments

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Six-team Isolated Agile Team formation exercise

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Agile Operating Models

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    Project Management None

    Program Management None

    Focus Frequent releases

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Cat herding

    The Sinking of the Vasa

    The Copernican revolution in management

    Isolated Agile

    Synchronous Agile

    Networked Agile

    Its just about technology, right?

    # ## ##

  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2005-2015

    Agile Operating Models

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Networked

    #people < 50-60 100-200 100s-1000s

    #products single few many

    technology stack simple complex unknown

    Isolated Synchronous Ne