Scaled agile meets the ground
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This presentation was presented at Regional Scrum Gathering South Asia 2015.
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Scaled agile meets the ground
- 1. 15 May 2015 Scaled Agile Meets the Ground
- 2. 2©Alliance Global Services 2015 Agenda Understand Agility Business Case Implementation Execution Strategies & Challenges Recommendations Q & A
- 3. 3©Alliance Global Services 2015 UNDERSTAND AGILITY
- 4. 4©Alliance Global Services 2015 Is it delivering code to production every 11 sec? It is delivering code to production every hour, day, week, two weeks, months? Is it maximize learning from real users as quickly as every day? Is it the ability to change the software within an hour/ day for the change identified? It depends on the amount of agility needed by business What do we mean by Agile?
- 5. 5©Alliance Global Services 2015 Define Agility Needs Understand Business Context / needs Understand the Production Roll out Frequency Understand the Feedback Frequency Cycles Understand the Technology Support/ Maturity Understand the Organization Support/ Maturity Identification of Right Agility needs is key for the success of project since the impact is high For ex. the distribution of non value added work for a 2 weeks sprint is 16% 3 weeks sprint is 12.5%
- 6. 6©Alliance Global Services 2015 SYNOPSIS OF TEXTILE CARE PROJECT
- 7. 7©Alliance Global Services 2015 NORTH AMERICA 300 Plants EUROPE 2000 Plants Product Owner Product Owner App 1 App 2 App 3License License Custom Application 0License Development Center: Hyderabad No vendor management required Business Objective
- 8. 8©Alliance Global Services 2015 Project Snapshot Real Time Application Software Data acquisition from Meters and Sensors real time for each plant Real Time Data Display in TVs and Dashboards for Plant Engineers and Operators Consolidated Central Reporting System No of Plants: 300 in US, 2000 in Europe Team Size: 42 Product Owners Location: US & Europe Duration: 12 Months Development Team Location: Hyderabad No of Stories: 600 No of Teams: 6 No of Sprints: 45 Sprint Duration: 2 weeks to 3 weeks
- 9. 9©Alliance Global Services 2015 Plant Overview Conventional Washer 1 Conventional Washer 2 Conventional Washer 3 Tunnel Washer Allen Bradley Controller Mitsubishi Controller Local Application Dispensers (Automated Product Injections) Real Time Data Display (Extended TVs)Dispensers (Automated Product Injections)
- 10. 10©Alliance Global Services 2015 Central Overview Consolidated Central Reporting System Offline Application External System Local Plant 1 Local Plant 2 Local Plant 3 Local Plant 4
- 11. 11©Alliance Global Services 2015 AGILE APPROACH TAKEN FOR PROJECT
- 12. 12©Alliance Global Services 2015
- 13. 13©Alliance Global Services 2015 JumpStart Purpose Understand the user roles of <the product> Understand and further define the functionality and the recommended technical approach and architecture Determine high-level size and effort estimates
- 14. 14©Alliance Global Services 2015 JumpStart Purpose (continued) This is generally one sprint worth of activities. A general guideline is for 5 – 6 months of project effort the JumpStart shouldn’t take more than 2 weeks of effort. If you are spending more time than that you are probably over analyzing. It is important to recognize that you don’t need to get all the stories defined at the granular level – just enough to get started and create high level release plan. Idea creation never ends, and it certainly doesn’t end at the time of the business vision. Define an Implementation approach for <the product> including tools, team, and estimated timeline Define the Pilot target and subsequent releases Define the Project Governance
- 15. 15©Alliance Global Services 2015 Execution Strategy - JumpStartOneumbrella Conducted JumpStart Phase which helped us to bring in all the stakeholders to a single location. Objective Defined the Product Vision, Identification of Unknown and Risk areas with Mitigation Plans, High level product Backlog, Architecture/Design KnowledgeSharing Product owners spread across the globe, Created a Proxy Product Team considering the Distributed location challenges.
- 16. 16©Alliance Global Services 2015 Execution Strategy – Team Formation/Changes Project Progress Span Focus Team Team A Cross-Function Integration TeamTeam A Team B Team A Team B Team B Cross-Function
- 17. 17©Alliance Global Services 2015 Execution Strategy – Process Transformation 1 Product Team 1 Product Team 5 Scrum Teams 1 Product Team 2 Scrum Teams 1 Kanban Team
- 18. 18©Alliance Global Services 2015 Execution Strategy – Team Collaboration Monthly Release Review Meeting Weekly Backlog Grooming Weekly Focus Meetings (UI, DB, Design, Testing Scrum Ceremonies
- 19. 19©Alliance Global Services 2015 The Challenge !!! 1 Hi… Mr Hardware !!! Hardware Service Database Software UI
- 20. 20©Alliance Global Services 2015 Testing Complexities Of Hardware and Software Create “Virtual Hardware” Service Software Database Hurray !!! Application Tested Hardware & Virtual Hardware meets !!!
- 21. 21©Alliance Global Services 2015 Understand the signal pattern and frequency sent from the hardware 2 • Virtual hardware needs to understand that pattern. Actual hardware • Every hardware have a particular signal pattern and frequency Virtual Hardware
- 22. 22©Alliance Global Services 2015 PLC Simulator Tool (Virtual Hardware for Washer) • This tool will be sending data to PLC that would be the replica of signals sent by actual Washer Write Data to PLC • The tool must have provision for creating multiple simulators for multiple washersCreate multiple virtual hardware in the test module • Provide options to configure the virtual hardware to effectively create test scenariosConfigure the virtual hardware • This tool must be able to simulate PLC for multiple washers at a time (multithreading)Multi tasking of each washer
- 23. 23©Alliance Global Services 2015 Result • MVP as business needed • Delivered 40 Successful Sprints • High satisfaction from end users, product sponsor/owners • High satisfaction from team and internal stakeholders
- 24. 24©Alliance Global Services 2015 Recommendations • Before hitting the ground understand your agility needs • Define the agile approach to be followed • Agility needs of project can vary during the project life cycle, change of course correction as needed
- 25. 25©Alliance Global Services 2015 Thank You Krishna Mohan Tunuguntla Sr. Project Manager ktunuguntla@allianceglobalservices.com http://www.allianceglobalservices.com
Notas do Editor
- Business Objective is to replace a varied and outdated multiple Off Shelf software around the globe with single custom written software. This will help the customer bring/share in all the varied business flows across the globe in to a single platform by removing license cost of $1M /year with potential increase the brand image and market presence. The solution needs to be delivered by a fixed date, otherwise it will cost $1M additional for the next year licenses. Key Challenges: Fixed Date of Delivery and go live (Cost of failure is $1M from licenses and multi-million opportunity loss) Product Owners across the Globe with varied knowledge and expectation Resistance to help from existing Off shelf Product vendors Known Unknowns in key areas, Re-Engineering needs
- Remove Project Name Remove the word CI
- The outcome of this phase is what I’ll mention next – and these are all further reasons why this is a really valuable exercise. During the Jumpstart you should be able to gain… Understand the user roles of <the product> Actual users Stakeholders Supporting & Maintenance users Any external system users Elaborate & Alignment on the Product Vision Define the User Story/Epics backlog for <the product> and prioritize based on business need, various dependencies like other systems, resources, timeline, interdependencies of the requirements Identify technical approach: logical architecture, systems integrations & blueprints, recommended tools, products & platforms, testing strategy & approach Create initial relative sizing estimates for the user stories and epics – these should generally be at a ‘t-shirt size’ Identify major risks, technical or functional areas, that require additional investigation and mitigation
- Define an Implementation approach for <the product> including tools, team, and estimated timeline Define prioritization and trade off approach Identify resources needed to implement <the product> Define the Pilot target and subsequent releases Create targeted Pilot release backlog and follow-on release themes Define the Project Governance Identification of the team and approach for project governance All these activities should constitute about 2-3 weeks for a Jumpstart. This of course would vary by product size and your goals for release planning. It’s also important to note that the level of detail goal is basically ‘enough for the team to get started’ – and so if every element of every user story isn’t fully elaborated – that’s okay – the idea creation shouldn’t end with the jumpstart – and the business stakeholders need to recognize that they will be involved throughout the agile development lifecycle.
- Induce the required agility as needed, Started with Proxy Product Team and Scrum Teams. As we move along, KANBAN teams has been formed as required which run in parallel with SCRUM Teams Once the considerable of product is built, there can be a need of Integration team. Form the Integration team with smart people across other teams. The focuses of this team to resolve the any integration issues/develop the integration layers and make the application stable. This team can be executed on task based approach (Kanban)
- Due the Scrum Team Structure, there are many chances of losing the common focus needed across all the team i.e. Testing Focus, UI Focus, Architecture Focus – We have scheduled separate meetings once in a week for collaboration and ensuring the consistent practices followed across all teams.