O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×

Agile Development Methodologies for Highly Regulated Organizations

Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Carregando em…3
×

Confira estes a seguir

1 de 44 Anúncio

Agile Development Methodologies for Highly Regulated Organizations

Baixar para ler offline

Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.

Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.

Anúncio
Anúncio

Mais Conteúdo rRelacionado

Diapositivos para si (20)

Anúncio

Semelhante a Agile Development Methodologies for Highly Regulated Organizations (20)

Mais recentes (20)

Anúncio

Agile Development Methodologies for Highly Regulated Organizations

  1. 1. AGILE: Highly Regulated Organizations WELCOME TO CELERITY’S LUNCH EVENT October 21 2015
  2. 2. TODAY’S PRESENTERS TODD FLORENCE VP Strategic Accounts MIKE HUBER Enterprise Agile Coach Scrum Professional Scaled Agile Trainer
  3. 3. 3 ABOUT CELERITY
  4. 4. 4 Founded in 2002 and headquartered in McLean, VA Privately owned and operated by entrepreneurs $84M Revenue in 2014 500+ Employees 9 offices in the United States Average 30% year-over-year organic growth OUR STORY
  5. 5. 5 WE’RE A BUSINESS ACCELERATION CONSULTANCY Digital Experience Enterprise Technology Business Transformation Enterprise Technology Integrate and build complex applications using Agile methodologies Business Transformation Achieve organizational efficiency with solid business processes, IT security, and project management practices Digital Experience Create engaging online experiences that extend the reach of your customers
  6. 6. HOW ARE WE DIFFERENT? 6 From idea to implementation, Celerity works across the entire digital value stream to speed up execution and delivery
  7. 7. 7 AN AGILE JOURNEY
  8. 8. 8 AN AGILE PRIMER WHAT IS STOPPING YOU? PAVING THE WAY GETTING STARTED TOOLS; FRAMEWORKS; METHODS GOING FORWARD FROM HERE CASE STUDIES AGENDA
  9. 9. 9 AGILE: PRIMER NUMBERS, MANIFESTOS, AND BENEFITS – Oh My!
  10. 10. 10 SINCE 2001, AGILE ADOPTION HAS SOARED FROM 1% TO 88% OF SOFTWARE DEVELOPERS USING THE METHODOLOGY. YOU HAVE TO PAVE THE WAY FOR SUCCESS!
  11. 11. 11 AGILE: PRIMER AGILE MANIFESTO ‣ Individuals and Interactions over Processes and Tools ‣ Working Software over Comprehensive Documentation ‣ Customer Collaboration over Contract Negotiation ‣ Responding to Change over Following a Plan
  12. 12. 12 AGILE BENEFITS Employee Engagement Productivity Project Success Improved Development Cost Speed To Market IT & Business Alignment Project Visibility Stakeholder Satisfaction Quality Decreased Defects Value Delivered Through Features +10% +37% +63% +16% +39% +70% +28% +42% +568% +32% +47%
  13. 13. 13 AGILE: WHAT IS STOPPING YOU? ‣ THINKING ABOUT AGILE? ‣ TRIED AGILE AND STRUGGLED? ‣ WHAT DO YOU FEEL ARE THE BIGGEST HURDLES TO OVERCOME?
  14. 14. 14 AGILE: Common Roadblocks DO ANY OF THESE SOUND FAMILIAR? Audit Documentation PMO Communication Decision Making Role Uncertainty “Normal” Metrics
  15. 15. 15 AGILE: PAVING THE WAY ‣ PAVE THE WAY TO SUCCESS ‣ WORK WITH THE DOUBTERS TO OVERCOME CONCERNS ‣ GET PEOPLE EXCITED ‣ BE TRANSPARENT
  16. 16. 16 AGILE: PAVING THE WAY START THINKING ABOUT
  17. 17. 17 AGILE: GETTING STARTED TIME TO TAKE ACTION!
  18. 18. 18 Organize small, dedicated teams focused on delivery PRODUCT MANAGEMENT Make sure you have a dedicated person to translate business to IT Create a common vision and charter for shared expectations COMMON VISION AGILE: GETTING STARTED START SMALL BEST PRACTICES Build out a backlog that is at least 3-4 weeks of effort EMPOWERED TEAMTRANSPARENCY Be transparent in your process—you’ll likely start on red and move to green. Forget Command and Control. Give the team the ability to determine what’s best PRODUCT BACKLOG 2 31 4 5 6
  19. 19. 19 The right team members in the right roles focusing on important items. Team members should be positive, have flexible skillsets and thrive on challenge and change. CREATE A CULTURAL BUBBLE Create a “safe” place for the team to operate. Separate but don’t isolate! Think about success differently. Incentivize innovation and incremental change INCENTIVIZE BEHAVIORS AGILE: GETTING STARTED FOCUS ON THE TEAM COMMON ATTRIBUTES Take transparency to a new level. Encourage interactions, post results and promote accountability. ENHANCE COMMUNICATION LEARN, FAIL, LEARN AGAIN Allow the team to learn and try new things. Failure is ok. We learn fastest from failure and Agile practices encourage adaptation. Rinse, repeat. Look at what’s working and what’s not and allow the team room to continuously improve and adapt. IMPROVE
  20. 20. 20 AGILE: TOOLS METHODS FRAMEWORKS SO MANY OPTIONS
  21. 21. 21 Choose an Application Lifecycle Management tool that can create the metrics you need AND is suitable for your Agile teams Dashboards Pull the data from your ALM and create visual metrics dashboards for your stakeholders Automate your testing. Unit, integration, and system testing can and should be automated. Automated Testing AGILE: Tools Methods Frameworks Agile ALM HANDY DANDY TOOLBOX Integrate your code frequently. At least daily to ensure functionality is stable and quality is high. Continuous Integration XP Extreme Programming. Multiple practices to increase efficiency and collaboration during development. Test Driven Development. Test first mentality. Write the test then write the code to pass the test. TDD
  22. 22. 22 AGILE: The Afterglow of Success SO YOUR PILOT WENT WELL…NOW WHAT?
  23. 23. 23 Retrospective with stakeholders, management, and impacted groups. Make sure you are all still on the same page with where this is headed. EXPAND THE BUBBLE Expand the boundaries of the culture bubble. Get more people involved in the Agile process How big is it going to be? There are multiple scaling options to choose from. Scrum, SAFe, LeSS, DAD, Nexus SCALING AGILE: Going Forward REFLECT NOW WHAT Got the scaling framework figured out? Make sure you have plenty of motivated people to be successful PROJECT / TEAMS BUDGETING Start socializing Lean Budgeting. Budget a product not individual projects. Rinse, repeat. Look at what’s working and what’s not. Kaizen mindset! IMPROVE
  24. 24. 24 Everyone comfortable with the Agile reporting metrics? Work to keep only what is needed. AUDIT How are your Auditors feeling about all this. Work with them. Keep them involved. Starting small keeps the process at a micro level. Is everything ready for the macrocosm? PROCESS AGILE: Going Forward METRICS NEW CHALLENGES More lines of communication for each leap towards Enterprise Agile. COMMUNICATION INFRASTRUCTURE Do you have the back end systems in place, are your Agents getting trained on the new features? Are your environments configured and stable? How much do you owe! TECHNICAL DEBT
  25. 25. CLIENT USE CASES 25#AgileNow
  26. 26. 26 TOP 10 NATIONAL BANK/CREDIT CARD PROBLEM Mature Agile financial services organization needed capacity for 6-24 months. SOLUTION ‣ Provide Agile Pod teams using value-based pricing. ‣ Work within clients’ Agile framework (directly with Product Owners) to groom and prioritize backlog. ‣ Deliver 5-6 Scrum Teams annually (35+) BENEFIT ‣ Achieve high productivity in short periods of time. ‣ Flexibility to rapidly expand and get new products to market faster
  27. 27. 27 MAJOR ENERGY PROVIDER PROBLEM Sales personnel not able to use complex back-end systems. SOLUTION ‣ Deployed Scrum team to manage, run, and develop an integrated solution. ‣ Developed and managed evolving product backlog based off stakeholder feedback. BENEFIT ‣ Successfully deployed a mobile friendly, externally available web application on time and below budget. ‣ Coached the organization on Agile best practices.
  28. 28. 28 GLOBAL INSURANCE COMPANY PROBLEM Needed additional capacity for rapidly growing product backlog (Scrum). SOLUTION ‣ Deployed Scrum team to provide additional velocity. ‣ Independently managed Product Backlog while soliciting needs of stakeholders. BENEFIT ‣ Refactored a major feature of the system to ensure application’s future scalability ‣ Trained and coached the client on Agile scaling philosophies.
  29. 29. 29 NATIONAL PETROLEUM ASSOCIATION PROBLEM Lack of Agile expertise in-house. SOLUTION ‣ Deployed 2 full Scrum teams to run development projects from multiple locations. ‣ Developed and prioritized a product backlog based on client interviews. BENEFIT ‣ Delivered major code release for customer applications over eight 3-week sprints. ‣ Trained and coached the client during the process on Agile best practices.
  30. 30. 30 LARGEST U.S. NEWS PUBLISHER PROBLEM Needed to meet a critical deadline but lacked the necessary Product Development bandwidth. SOLUTION ‣ Digital Product Design team embedded with the client’s Product Owner. ‣ User-centered design process to ensure quality. BENEFIT Concepted, designed and developed complex web-based membership service in just 5 months.
  31. 31. 31 GLOBAL MEDIA NONPROFIT PROBLEM Didn’t have the capacity needed to execute overflowing backlogs. SOLUTION Enterprise Scrum Team supports 7 overlapping digital products/services. BENEFIT ‣ Transparency of progress with client through demos and standup meetings. ‣ Average of 8 production deployments per mo. (vs. an average of 2 from other teams). ‣ Cost determined by value provided.
  32. 32. 32 QUESTIONS? #AgileNow
  33. 33. 33 AGILE eBOOK WANT TO LEARN MORE? AGILE BUYER’S GUIDEAGILE DICTIONARY AGILE ASSESSMENTAGILE BLOGSITE
  34. 34. 34 APPENDIX
  35. 35. 35 A NEW FOCUS ON QUALITY OUTSOURCED ONSHORE DEVELOPMENT (scale/cost savings) AGILE METHODS (speed/quality) Added layer of governance, reporting, and process controls “Culture of Excellence” social integration
  36. 36. 36 BENEFITS OF AN ONSHORE AGILE MODEL FLEXIBLE DEVELOPMENT CAPACITY Plug our team into your Product Development Lifecycle GET MORE, FASTER We’ll get your strategic products to market faster, better BE CLOSER TO YOUR DEVELOPMENT TEAM Centrally-located development centers or on-site teams GUARANTEED DELIVERY Shared delivery risk and guaranteed quality with a proven governance framework WE CALL THIS “AGILENOW”
  37. 37. 37 WHEN TO CONSIDER AGILENOW ™ There are 3 primary use cases for considering AgileNow ™ ‣ You need more development resources ‣ IT talent is difficult to find/retain ‣ Offshore is not a fit ‣ Customer demands are not being met ‣ Critical deadlines are missed ‣ Cost-Quality-Speed equation is off balance ‣ Agile adoption is floundering ‣ Marketing, IT & Product are misaligned ‣ The product is complex A. TALENT IS TIGHT B. QUALITY IS LACKING C. EFFICIENCY CHALLENGES
  38. 38. 38 AGILENOW: HOW IT WORKS Assess Development Environment Design Engagement Model Select Teams & Skill Sets Select Work Location(s)* Design Governance & Reporting Standards Monitor Continuous Improvement Plans Manage Development & Testing Process Celerity Customer Manage Scope/Backlog *Location Options: Celerity on-shore delivery center, customer site, or a combination of the two. CELERITY’S AGILENOW APPROACH
  39. 39. 39 TEAM STRUCTURE TEAM 1: Senior .Net Developer .Net Developer QA Tester TEAM 2: Senior .Net Developer .NET Developer QA Tester (Selenium) Business Analyst/Proxy Product Owner Scrum Master Delivery Director 10 HOURS/SPRINT SME SUPPORT (Architect, Art Director, Scrum Coach, UX, Content Strategist, Process)
  40. 40. 40 Onboarding Gather Requirements Establish Processes OPERATE . . . . . .. . . . . Begin Execution Develop Deliver Manage Align Evaluate RUN ENGAGEMENT APPROACH KICKOFF Approach will focus on quick response and build to demand
  41. 41. 41 ENGAGEMENT APPROACH ‣ Kickoff / Engagement Assessment ‣ Operationalize AgileNow ‣ Structured Methodology ‣ Ongoing Sprint Execution ‣ Sprint Deliverables ‣ AgileNow Team Composition ‣ Onboarding/Ramp Up Timeline ‣ Remote/Onsite Management
  42. 42. 42 SPRINTS
  43. 43. 43 SCRUM TEAM LEVEL QUALITY CONTROL PRE-SPRINT ‣ User Story Refinement ‣ Acceptance Criteria ‣ Definition of Done ‣ Non-Functional Requirements DURING SPRINT ‣ Just in Time Reviews, “Fail Forward Fast” ‣ Automated Unit and Integration Testing ‣ Continuous Integration POST SPRINT ‣ Sprint Review, Demos ‣ Retrospectives ‣ Full functional & automated regression testing
  44. 44. 44 MANAGEMENT CHANGE AT SCRUM TEAM LEVEL PRE-SPRINT ‣ UX visuals and wireframes ‣ Prioritization (User Story & Features) ‣ Acceptance Criteria ‣ Sprint backlog is sized and closed DURING SPRINT ‣ Just in Time Review, “ Fail Forward Fast” ‣ UX/BA Forward Thinking ‣ Risk/Implementation Elevation Plan ‣ ALM tool to show real-time progress POST SPRINT ‣ Full Feature Sprint Review, Demos and Sign Off ‣ Retrospectives ‣ Shippable Product Increment

×