1. © 2013 Eliassen Group. All Rights Reserved -1- You Are Here Agile… In a Waterfall World

2. © 2013 Eliassen Group. All Rights Reserved -2- Damon Poole Chief Agilist, Eliassen Group’s Agile Practice – Coaching: Transformation and Tune-ups – Training 23 years of process change: small co-located teams to multi-hundred team global enterprises Founder and past CTO and CEO of AccuRev Creator of multiple Jolt-award winning products Past President of Agile New England Author of “DIY Agile Kickstart” Consulted with Ford IT, Orbitz, Fidelity, Capital One, ING Direct, and many others Taught Agile techniques to thousands of people

3. © 2013 Eliassen Group. All Rights Reserved -3- Why is it So Hard to Do Agile in a Waterfall World?

4. © 2013 Eliassen Group. All Rights Reserved -4- What Defines Scrum? Work Todo 234 91011 1 8 161718 232425 15 22 5 12 19 26 7 14 21 6 13 20 27 30312928 Timebox Boundaries Cross-functional team

5. © 2013 Eliassen Group. All Rights Reserved -5- Verbatim From the Scrum Guide Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team. For the Product Owner to succeed, the entire organization must respect his or her decisions. The Product Owner’s decisions are visible in the content and ordering of the Product Backlog. No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says. The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created.

6. © 2013 Eliassen Group. All Rights Reserved -6- “Water-Scrum-Fall” Trad Prj Mgmt Agile Teams Requirements & Estimation Design Planning Testing User Acceptance Release Initiation & Funding Potentially Affected Executives Senior Leaders Business Marketing Sales Human Resources Finance (capitalization) Product Management Architecture PMO / Project Management Release Management Customers Partners 2461357911138101214 15171618 Agile touches everything

7. © 2013 Eliassen Group. All Rights Reserved -7- The Three Levels of Agility 1.Team Agility 1 Team(s) 2 2.Multi-team Agility Compensation Projects in Progress Metrics Funding Model Organizational Structure Tools & Tech Impediments Management Cycle Time 3 3.Enterprise Agility Scrum, Kanban, and/or XP

8. © 2013 Eliassen Group. All Rights Reserved -8- Concerns, Risks, Impediments, Changes One item per card, write out your – Concerns about Agile, mark with a “C” – Potential risks of Agile, mark with a “R” – Impediments to Agile in your org, mark with an “I” – Changes to Agile in order to work, mark with a “C”

9. © 2013 Eliassen Group. All Rights Reserved -9- The Financial Benefits of Going Beyond “Agile in a Bubble”

10. © 2013 Eliassen Group. All Rights Reserved -10- Minimum Viable Increment (MVI) Movie Going Planner

11. © 2013 Eliassen Group. All Rights Reserved -11- Minimum Viable Increment (MVI) What theaters are near me? Movies and show times at a theater Movie details What’s playing near me: showtime + distance? Navigation Purchasing tickets

12. © 2013 Eliassen Group. All Rights Reserved -12- Minimum Viable Increment (MVI) Movie details Navigation Purchasing tickets What theaters are near me? Movies and show times at a theater What’s playing near me: showtime + distance?

13. © 2013 Eliassen Group. All Rights Reserved -13- Translating MVI to Business Benefits 2461357911138101214 15171618 months $0 $300K $600K$900K MVP 2 ? ? MVP 1 Project A

14. © 2013 Eliassen Group. All Rights Reserved -14- An Example of the Effect of Working by MVI 2461357911138101214 15171618 months $0 $150K $450K MVI 2 MVI 1 Receive an extra $450K

15. © 2013 Eliassen Group. All Rights Reserved -15- The Cost of Too Many Projects in Progress 2461357911138101214 15171618 months Project F Project E Project D Project B Project C Project A

16. © 2013 Eliassen Group. All Rights Reserved -16- 2461357911138101214 15171618 An Example of the Effect of Limiting Projects in Progress Project D Project A $0 $600K $1.2M Project F $2.4M $3.6M Project E Project C Project B Receive an extra $3.6M months Requires smaller # of projects in progress Requires prioritizing the order of projects

17. © 2013 Eliassen Group. All Rights Reserved -17- Creating an “Agile Zone”

18. © 2013 Eliassen Group. All Rights Reserved -18- TEAM Members of the team are bombarded by conflicting requests

19. © 2013 Eliassen Group. All Rights Reserved -19- BACKLOG PRODUCT OWNER TEAM All requests go through the product owner and are prioritized in a *SINGLE* backlog

20. © 2013 Eliassen Group. All Rights Reserved -20- Agreements and Boundaries 234 91011 1 8 161718 232425 15 22 5 12 19 26 7 14 21 6 13 20 27 30312929 28

21. © 2013 Eliassen Group. All Rights Reserved -21- Example Process Agreement Two week iterations All members of a team are on 1 and only 1 team Work for an iteration based on measured velocity All work for a team comes from a single backlog The backlog is managed by a single product owner Team pulls stories based on definition of ready Estimates involve whole team Relative story points Team decides how to do the work Changing the iteration requires product owner and team to agree Product owner accepts stories based on definition of done

22. © 2013 Eliassen Group. All Rights Reserved -22- Governance, Compliance, Controls, Regulations Market research Cost/benefit analysis Stage gates Sign-offs/approvals Documented process Documented plan Documentation of changes End-to-end traceability Security Risk Financial Reporting Separation of duties Evidence Audits Federal Housing Finance Agency Sarbanes Oxley Payment Card Industry (PCI) 21 CFR Part 11 Control Traditional Implementation Agile Implementation

23. © 2013 Eliassen Group. All Rights Reserved -23- Working Within a Waterfall Environment Before you go for it, negotiate for these things up front – Can I get help in implementing controls differently? – Definition of Ready – Definition of Done – Process Agreement – Management Agreement – Test environment – Cross functional team (at least QA!) Preparing for integration – Incremental design – Unit tests – Mock objects Working with interdependent teams, groups, individuals – Translating requirements to user stories – Translating points to hours – Standup – Retro – Review / UAT – Planning – Frequent grooming

24. © 2013 Eliassen Group. All Rights Reserved -24- Getting From Here to There

25. © 2013 Eliassen Group. All Rights Reserved -25- Making a Change What is something you did that… – Had a big benefit – Involved big changes – Required overcoming risks and impediments Examples – Getting married – Changing jobs – Moving to a new location – Changing careers – Changing behavior – Implementing something new at work – Letting somebody go – Hiring somebody – Starting a business – Investing

26. © 2013 Eliassen Group. All Rights Reserved -26- Making a Change Hold up your card from earlier…

27. © 2013 Eliassen Group. All Rights Reserved -27- Typical Problems When Making Big Changes Accepting a lack of urgency Treating a large change as a small change within the existing system Confusion: “What are we doing? Why are we doing it? Who is doing it? What’s in it for me? How will we do it? How long will it take? When will we start seeing benefits?” Communication reinforcing the status-quo vastly outnumbers, outweighs, and contradict communication regarding the change Failure to remove obstacles Lack of short-term wins, or lack of visibility of those wins Declaring victory too soon

28. © 2013 Eliassen Group. All Rights Reserved -28- Kotter Change Model for Agile Sense of Urgency Agile Transformation Vision Empowerment Remove obstacles Change the system Support learning (“failing fast”) Empowerment Remove obstacles Change the system Support learning (“failing fast”) Plan for ongoing wins Don’t stop until the new ways have become “The way we do things around here” Guiding Coalition Constant Communication Based on the Kotter Change Model The Kotter Change Model was first published in 1995

29. © 2013 Eliassen Group. All Rights Reserved -29- Going Beyond Agile in a Bubble

30. © 2013 Eliassen Group. All Rights Reserved -30- Approaches for Creating an Agile Ecosystem SAFe Enterprise Agility Others Larman/Bodde Scaling Frameworks: FW-1 & FW-2 Enterprise Scrum Roll your own (default approach)

31. © 2013 Eliassen Group. All Rights Reserved -31- Upcoming Events Tonight! TALK 5:30-8:30 – Scrum and Kanban Like Chocolate and Peanut Butter – 10200 Forest Green Blvd Tomorrow! Louisville Agile Meetup 6PM – Scaling and Measuring Agile Adoption – 1600 UPS Drive Coming soon? – ½ day Agile event, let me know if interested

32. © 2013 Eliassen Group. All Rights Reserved -32- Q&A