Enterprise Agile #LAKC2015

The Journey “In any given moment we have two options: to step forward into growth or to step back into safety.” Abraham Maslow

My Journey Started at Sprint in 1999 as a developer in a “Shadow IT” role Pockets of scrum - 2010 Started Enterprise Transformation June 2012 30 scrum teams - using Scaled Agile Framework 4 Agile Release Trains – 3 aligned to our Strategic Initiatives, 1 covers “everything else”

Key Factors for Success Multi-Faceted Support Business Drivers to Release Fast Approach --- Move Forward!

1. Support – Multiple Levels of Org Bottom Up and Top Down Support Executive Sponsor

1. Support - Kokeilu Team Definition: Test, experiment; attempt, try Experimentation (act of experimenting; practice by experiment)

1. Support – External Agile Coach Brought in External Agile Coach from Rally to teach us SAFe Framework Lead through initial Big Room Planning sessions Returned for periodic support over 1.5 years Coach Jim

1. Support - Community

2. Business Drivers to Release Fast Stiff competition in the Wireless Industry Market saturation Need to respond quickly to price competition

3. Approach Move Forward! Act – Inform; Don’t ask for permission OK to fail Inspect and Adapt Work with the Willing

Combo Projects We are not “all in” and therefore need to collaborate with other teams that are working Waterfall. Leverage WaterScrumFall approach.

Water-Scrum-Fall “Water” – PSI 1 or PSI1.1 Support the waterfall teams getting started. Requirements, initial high level design “Scrum” - PSI 2 or PSI1.2 to PSI1.3 Build phase for the scrum team. Scope is pulled into sprints by priority. Each sprint strives to complete design, code, and system test (or integration with any other scrum team components that are available) for all the user stories accepted into the sprint.   “Fall” – PSI 3 or PSI1.4 to PSI 2.2 Integrate with waterfall teams for end to end testing

Water-Scrum-Fall Method A Preferred Method

Water-Scrum-Fall Method A Work is broken down prior to introducing to development teams to begin constructing software. Development Teams are provided: Entire vision for the program Review of the roadmap A review and discussion of dependencies A review and discussion of risks Waterfall and Scrum components are planned and executed based on the timing in which they are needed. Teams plan their capacity and activities around dependencies between scrum & non-scrum deliverables. The release backlog continues to be groomed and introduced to development teams as they are ready to start producing working software. Value: Development teams analyze scope minimal amount of times, thus avoiding constant change in scope and direction.

Water-Scrum-Fall Method B Traditional Method

Water-Scrum-Fall Method B Development Teams are given the task to consume & analyze the entire scope of the program/project. Dependencies, Risks, and a Roadmap are formed after teams have consumed and analyzed the entire scope. Work Cycles are created based on the Roadmap. Scope is put under change control and teams must revaluate as change is introduced: How does it affect scope, capacity, and the release roadmap?

If I could go back in time… Spend more time with Development Managers More deliberate / structured in approach to standing up new teams Begin training sooner for the Enterprise Improve Metrics

Approach to Resolving Issues / Growth Sub Teams Experiment Training / Reaching out

Moving Forward Feature Teams instead of Component Teams DevOps Testing automation Automated builds Continued Expansion – more teams Tools

We keep moving forward, opening new doors, and doing new things, because we’re curious and curiosity keeps leading us down new paths.– Walt Disney.