Mais conteúdo relacionado Semelhante a Agile governance (20) Mais de Agile Software Community of India (20) Agile governance1. Agile Governance
Charlie Rudd
SollutionsIQ
Copyright © 2011 SolutionsIQ. All rights reserved.
2. Speaker Introduction: Charlie Rudd
CEO of SolutionsIQ, an Agile
company that provides Agile
services including consulting,
training, software
development and recruiting
throughout the world
3. Agile governance: what could this mean?
1. Governance is evil and is Agile is good
2. Governance is a necessary evil
3. Agile provides a lighter-weight means to
achieve corporate governance aims
4. Agile is a superior governance framework
Copyright © 2011 SolutionsIQ. All rights reserved.
4. What is this governance thing?
Corporate Stewardship
• Internal
– Clarity of corporate purpose
– Viable strategy & plan
– Necessary resources & environment
• External
– Government & industry regulation
– Legality
– Shareholder expectations
– Public relations
• Risk management
Copyright © 2011 SolutionsIQ. All rights reserved.
5. Intended outcomes of governance
• Proper investment decisions are made
• Investments perform as expected
• Work is authorized
• Demonstrable progress is made
• Quality objectives are achieved
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6. Successful portfolio management
Do the right work Do the work right
Investment decision
Investment performance
Work competency
Quality standards
Risk management
Copyright © 2011 SolutionsIQ. All rights reserved.
7. How is governance applied?
• Articulate Intentions
– Policies & practices
• Verification (or enforcement)
– External reporting
– Oversight (Approvals & supervision)
– Documentation (proof)
– Audit (inspection)
Copyright © 2011 SolutionsIQ. All rights reserved.
8. Which part is evil (maybe)?
• Corporate stewardship?
• Successful portfolio management?
• That leaves how its applied
– Policies and practices
– Verification procedures
– A mismatch between the two
Copyright © 2011 SolutionsIQ. All rights reserved.
9. Governance by function
Government & industry regulation
Board
Corporate
Business unit 3
Finance
Finance
Legal
HR
IT
Business unit 2
Business unit 1
Copyright © 2011 SolutionsIQ. All rights reserved.
10. Governance stakeholders
Board
regulators
Corporate
shareholders
Business unit 3
Finance
Finance
Legal
HR
IT
Business unit 2
Business unit 1
Copyright © 2011 SolutionsIQ. All rights reserved.
11. IT or Local Governance
Technology infrastructure
Production operations
Business solutions
IT
Project management
Quality Assurance
Development practices
Copyright © 2011 SolutionsIQ. All rights reserved.
12. Lots of diverse stakeholders
• Shareholders
• Regulators
• Corporate functions
• Business units
• IT functions
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14. Governance fit
No worries
+ Wrong Integrated
governance governance
applicatoin
Chaotic
No governance Hidden
governance
- Intended Outcome
- +
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15. Governance success criteria
1. If the diverse interests of many stakeholders are
to be satisfied they must…
Copyright © 2011 SolutionsIQ. All rights reserved.
16. Governance success criteria
1. If the diverse interests of many stakeholders are
to be satisfied they must...
Be aligned (somehow)
Copyright © 2011 SolutionsIQ. All rights reserved.
18. Alignment produces harmony
• Satisfaction
• Confidence
• Contentment
• Happiness
Copyright © 2011 SolutionsIQ. All rights reserved.
19. Good governance requires high alignment
+ Misalignment High alignment
applicatoin
No alignment Misalignment
- Intended Outcome
- +
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21. Forces working against alignment
Functional diversity
• Different objectives
• Different backgrounds
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22. Forces working against alignment
Operational diversity
• Different priorities
• Different time horizons
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23. Forces working against alignment
Globalization
• Different time zones
• Spatial separation
• Different languages
Copyright © 2011 SolutionsIQ. All rights reserved.
24. Forces working against alignment
Complicated mechanisms
• Overloaded controls
• Governance “debt”
• Lots of moving parts
Copyright © 2011 SolutionsIQ. All rights reserved.
25. When good governance goes bad
Corp functions
Technology infrastructure
Production operations Quality
gates
Business solutions
IT
Project management
Quality Assurance Business units
Development practices
Copyright © 2011 SolutionsIQ. All rights reserved.
26. Forces working against alignment
Corporate culture clashes
• Different management principles
• Different values and assumptions
• Different views on people
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27. Different management cultures
Scope
If you believe there is zero
sum tradeoff between
scope, schedule & resources
it may seem counter-
intuitive that:
By reducing resources you
Schedule Resources sometimes can speed things
up and improve quality
Copyright © 2011 SolutionsIQ. All rights reserved.
28. Forces working against alignment
Dynamic business conditions
• Rate of technology change
• Increasing uncertainty
• Competitive pressures
Copyright © 2011 SolutionsIQ. All rights reserved.
29. Root causes of misalignment
Forces Lack of
Functional diversity shared
Operational diversity objectives
Globalization
Complicatedness Communication
Corporate culture Barriers
clash
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30. Increasing rate of alignment decay
Forces Lack of
Functional diversity shared
Operational diversity objectives
Globalization
Complicatedness Communication
Corporate culture Barriers
clash
Dynamics business conditions
Copyright © 2011 SolutionsIQ. All rights reserved.
31. Getting aligned
Lack of
shared
• Establish shared objectives objectives
• Break down communication barriers
Communication
Barriers
How do you do that?
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32. Where you wont find the answer
• Governance controls
– Designed as fixed constraints
– not to auto-align
• Technology
• Institutional governance
– Operate in different jurisdictions
– First mission often enforcement
Copyright © 2011 SolutionsIQ. All rights reserved.
33. IT governance authorities
• Part of the solution for
sure, but also part of
PMO
the problem
• The trick is knowing
Architecture how to tell one from
& Standards the other & get
stakeholders to agree!
Copyright © 2011 SolutionsIQ. All rights reserved.
34. IT Governance frameworks
• Institutional
– PMO
– Architecture & standards
• Technology
• Industry
– CMMI
– PMI
– Gartner
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35. IT Maturity models (my apologies to Gartner)
Technology infrastructure Our focus is business
Production operations solutions
Business solutions
IT
Project management Maturity theme:
Quality Assurance “Business alignment”
Development practices
Copyright © 2011 SolutionsIQ. All rights reserved.
36. Low & high IT maturity (apologies to Gartner)
Purpose Function Role Solution Maturity
Order Contractor Point
Cost center
taker Solutions LOW
Commercial
Solution Partner Product,
Profit center
architect Colleague Integrated HI
architecture
Copyright © 2011 SolutionsIQ. All rights reserved.
37. Forces moving IT to solution partner role
Public internet platform
• Consumer experience sets standard for
business apps
• Mash-ups with 3rd party commercial
products raises expectations
• Easy to compare competitive offering (low
barriers to exit)
• More high profile IT solutions
• Release cycle time needs to be fast
Copyright © 2011 SolutionsIQ. All rights reserved.
38. Different IT roles suggest different
governance styles
Purpose Function Role Solution Maturity
Order Contractor Point
Cost center
taker Solutions LOW
Commercial
Solution Partner Product,
Profit center
architect Colleague Integrated HI
architecture
Copyright © 2011 SolutionsIQ. All rights reserved.
39. Traditional business principles
Do it right the
1- first time
Best 2 – Centralized
Centralized
Solution planning
evaluation
3 - Production
Facts
Facts
Optimize
Algorithmic
External constraints
40. Traditional governance
Detailed spec &
1 - Business plan
Project 2 – Centralized
case
charter planning
decision
3 – Follow orders
Facts
Facts
Big bang
Optimize release
Algorithmic
External constraints
41. Traditional governance
Detailed spec &
1 - Business plan
Project 2 – Centralized
case
charter planning
decision
3 – Follow orders
Facts
Big bang
release
42. When good governance goes bad
1. Identify a potential opportunity
2. Gather facts, make assumptions, run scenarios
3. Stop before business case is proved
4. What’s riskier? Doing nothing or something?
Business case shaky because
I
?? ? instability of key variables
I
I I
?
43. Questionable governance controls
Shaky business case leads to:
• Incomplete, flawed specification
• Flawed implementation plan ?
$6 m $1.5 m $1.5 m $1.5 m $1.5 m
I
? ?
?
I I
?
.5 years 1 year 1.5 years 2 years
44. Traditional governance makes things worse
1. Spec and plan insufficient as compliance controls
2. No good way to modify spec or plan or respond to
emerging conditions
3. No easy way to revise contracts and agreements
Yet all the money is spent
$0.0 m $1.5 m $1.5 m $1.5 m $1.5 m
.5 year 1 year 1.5 years 2 years
45. Why Agilists find governance is evil
1. Out of time and out of money
2. Key features missing
3. Delivered features not desired (waste built in)
4. Desired technical quality not delivered
46. If not the traditional, then what?
Purpose Function Role Solution Maturity
Order Contractor Point
Cost center
taker Solutions LOW
Commercial
Profit center
Solution
architect
Partner
Colleague
Product,
Integrated
architecture
?
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47. IT Governance frameworks
• Institutional
• Technology
• Industry
• Agile frameworks
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48. Why Agile governance frameworks may
be superior
• They have built-in alignment features
– Establish shared objectives
– Break down communication barriers
• They auto re-align
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49. Built-in alignment features
• Iterative progress
• Feedback-driven adaption
• Share information
• Empower knowledge workers
• Self-organization & collaboration
• Deliver early and frequently
50. Traditional governance
Detailed spec &
1 - Business plan
Project 2 – Centralized
case
charter planning
decision
3 – Follow orders
Facts
Big bang
release
52. Agile governance principles
Solution
prototype
(vision)
Evaluation
Iterative
planning
progress
Production
Production increment
feedback
Innovative
Heuristic Early &
Internal constraints frequent
delivery
53. Agile governance style good fit for the
partner role
Purpose Function Role Solution Maturity
Order Contractor Point
Cost center
taker Solutions LOW
Commercial
Solution Partner Product,
Profit center
architect Colleague Integrated HI
architecture
Copyright © 2011 SolutionsIQ. All rights reserved.
54. Agile scope of influence
Maturity Objective Strategy Impact on
Governance
1 Grass roots Sponsorship Do no none
harm
2 Co-existence Legitimacy Show New
value procedure
3 Strategic Full partner Skin in the New
game goals
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56. Strategy to gain influence
• Treat stakeholders like customers
– Break down communication barriers:
Invite, share success, take initiative to determine needs
and requirements
• Convert to partners
– Establish shared objective (customer)
• Repeat
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57. Strategy to gain influence
Corporate
Business
unit
IT
Team
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58. Grass roots: Governance is a necessary evil
• Objective: Formal sponsorship
• Requirements
– Ability to work fulltime on a project
– Agile knowledge
– Ability to assign work as a team (self-organize)
– Ability to comply with governance policies
– Build control
• Span of shared objective
– The development team
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59. Grass roots: Governance is a necessary evil
• What you can accomplish
– Develop agile skills
– Start to Improve technical quality
– Begin building a case for broader use
• What you cant accomplish
– Change or replace governance policy
– Exploit agile dynamic scope management
• What the org expects
– you don’t exist
Copyright © 2011 SolutionsIQ. All rights reserved.
60. Grassroots: governance is a necessary evil
• Breaking down communication barriers
– Make progress visible
– Do demos (even without a stakeholder),
invite people
– Reach out to PMO, architects, key analysts
– Confer with project managers
– Don’t over-reach
• Do simulations
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61. Grassroots: governance is a necessary evil
The simulated Product Owner
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62. Co-existence: Agile provides a lighter
weight governance alternative
• Objective:
– Full legitimacy
– Agile established as a recognized alternative to meet
governance objectives
• Requirements
– Formal sponsorship
– History of success in terms of delivery & meeting
governance requirements
– Support from multiple stakeholders
• Span of influence
– Development organization
Copyright © 2011 SolutionsIQ. All rights reserved.
63. Co-existence: Agile provides a lighter
weight governance alternative
• What you can do
– Introduce alternative governance verification
mechanisms
– Establish systemic quality and delivery improvement
– Sustain persistent teams
• What you cant do
– Apply agile portfolio management
– Change governance policies
• What the org expects
– That there is an agile alternative equivalent to
traditional practice
Copyright © 2011 SolutionsIQ. All rights reserved.
64. Co-existence: Agile provides a lighter
weight governance alternative
• Breaking down communication barriers
– Quantify success and improvement
– Establish common objectives with IT
stakeholders (Architecture, QA, PMO)
– Establish common objectives with business
stakeholders
– Turn remote stakeholders into new
customers
Copyright © 2011 SolutionsIQ. All rights reserved.
65. Co-existence: Agile provides a lighter
weight governance alternative
The value stream analysis
The proof of code analytics
Copyright © 2011 SolutionsIQ. All rights reserved.
66. Strategic: Agile is a superior governance
framework
• Objective:
– New governance objectives
– Broad collaboration with business including strategy
and solution development
– Highlighted at a Gartner conference
• Requirements
– Solid trust basis with key business sponsors as
outcome of successful collaboration
– Full engagement of business in Agile methods
– IT org wide adoption of agile
Copyright © 2011 SolutionsIQ. All rights reserved.
67. Strategic: Agile is a superior governance
framework
• Span of influence
– Business unit via active collaborative partnership
• What you can do
– Become profit center
– Develop strategy
– Change IT governance policies
– Influence corporate governance policies
• What the org expects
– That IT and rest of business are collaborating
partners
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68. Strategic: Agile is a superior governance
framework
The collaborating auditor
Courtesy of Dan Greening
dan@greening.org
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69. DOs
• Exploit PM knowledge to break the code of hidden governance
• Worry about side effects
• Promise what’s already in the bag
• Set the right expectations for yourself and your stakeholders
• Begin what will be a long conversation
• Begin building a case (gather evidence, line up supporters)
• Identify & court allies (business, PMO, architects)
• Extend invitations (sprint reviews) (don't force what you don’t have
the authority to enforce)
• Choose total victory on small, low risk “wins” rather than partial or
doubtful victory on high stakes gambles
• Simulate new roles (proxy product owner, internal scrum master)
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70. Don’ts
• Don’t beat up customer with Agile values
• Don’t assume that a governance policy that is no use to you is of no
use to anyone
• Don’t invite failure by committing beyond your span of control
• don’t change governance strategy unilaterally
• Don’t provide more information than is asked for (do encourage the
request for more information)
• Don’t upset the applecart
• Don’t create more work for governance authority
• Don’t talk about improving until you can demonstrate compliance
with status quo
• Don’t assume that executive sponsorship eliminates governance
conflicts
Copyright © 2011 SolutionsIQ. All rights reserved.