Making Your Agile Transition and Org Progress Visible

Making Your Organization Progress and

Agile Transition Visible

Making Your Organization Progress and

Agile Transition Visible

OperationalOperational(Team/Project Level)(Team/Project Level)

SPRINT BURNDOWN

RELEASE BURNDOWN

IMPEDIMENT LOG

- Ndepend trial expired- integration environment unstable- running low on sticky notes!

TESTING DASHBOARD

☺order entry form

coverage

billing module ☹

TacticalTactical(Portfolio Level)(Portfolio Level)


StrategicStrategic(Org Goals)(Org Goals)

TacticalTactical(Portfolio Level)(Portfolio Level)


Information flows through the organizationto support each level of planning

Group A (3 Teams)

Group C (4 Teams)

Group B (2 Teams)

Supporting Teams (OPS,

Internal Infrastructure)

- ~100 people in MedCo Engineering- big band Agile transition- team of 3 coaches- cross-functional teams created

what the @#$% what the @#$% is going on?is going on?

Yummy!Yummy!

not started training/kickoff embedded coach on their own

agile transition visibility

Team 1Team 1(kickoff next (kickoff next

week)week) JLJL

group A

Team 2Team 2(training (training today!)today!)

JLJL

group B

Team 1Team 1

MSMS

Team 2Team 2

MSMS- purely subjective- reviewed at standup- sparked conversations about how to help teams- helped prioritize types of training

agile transition visibility

the release wall

JanJan FebFeb MarMar

Group 1Group 1

Group 2Group 2

Group 3Group 3

Version/Version/notesnotes

Major ReleaseMajor Release

Minor ReleaseMinor Release

PatchPatch Version/Version/notesnotes


















2.52.5- notesnotes
















2.5.12.5.1- notesnotes


today

today

What Other Data Did We Get?

• average 85% of time spent on failure demand (one group was 99% on failure demand)

• 9 months from time a customer call was resolved (via value stream map for most common issues)

• technical debt (10,000 LOC JSP’s, 6000 line methods)

• 1.5 weeks per month spent on manual regression covering approx 30 - 50% of the system (time was based on data, % based on thumb in the air)

• 0% unit test coverage

• complex branching policies (each team had their own branch)

What Happened Next?

• Quarterly A3 process for engineering initiatives to address technical debt

• root cause process with 99% failure demand team

• narrower focus for coaching requirements (training, team embedding)

• started thinking about different product strategy

What Was the Outcome?•99% failure demand team was

reduced to 95% after 3 months

•moved to mainline branching strategy

•implemented automated nightly build process

•accomplished 20% of A3 plan, continued with quarterly improvement process

It Ain’t All Rainbows and Sunshine

Visible at Q4

Set Expectations and Create Personal Set Expectations and Create Personal SafetySafety

Show the Value of Making Data VisibleShow the Value of Making Data Visible

Have the Teams Own ItHave the Teams Own It

Find the Valuable DataFind the Valuable Data

3.5 3.5 backlobacklo

gg

4.0 4.0 backlobacklo

gg

Urgent!V4.0

V3.5

Getting Getting Visible Led Visible Led

to:to:

understanding our “smart number” wasn’t smart enough

re-think of organizational strategy

company open space to come up with a better plan

first step towards breaking down silos

“Q4 is a fast growing software company. Over the last 12 months we have seen a significant spike in sales and bringing on

new customers. With this increase in sales also came a number of production problems in getting those clients live. It was not clear if

we had problems in our process or not enough people. By visualizing all of the data

related to sales and implementations we have been able to identify the problem areas

more quickly and change our organization strategy and product direction.” - Q4’s CEO,

Darrell Heaps

Thank You!Jason Little@jasonlittle

http://[email protected]

Examples and Other Material:http://www.agilecoach.ca/visibility

Technology

Making Your Agile Transition and Org Progress Visible