"Agile at Scale w ith Scrum: The Good, the Bad, and the - - PDF document
AT9 Concurrent Session 11/8/2012 3:45 PM "Agile at Scale w ith Scrum: The Good, the Bad, and the Ugly" Presented by: Heather Gray, Cisco Systems Steven Spearman, AgileEvolution Brought to you by: 340 Corporate Way, Suite 300, Orange
Concurrent Session 11/8/2012 3:45 PM
Presented by: Heather Gray, Cisco Systems Steven Spearman, AgileEvolution
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
Heather Gray Cisco Systems Heather Gray was introduced to agile when the senior vice president of her organization issued a mandate to “Be Agile.” That mandate was the start of an occupational awakening beginning first with an understanding of what agile meant and then rolling out agile practices across her large organization. Heather has worked for the past eighteen years with software development teams using strict waterfall process, no process at all, and now finally agile practices. Her most recent role was senior manager for Cisco Systems' IP Communication Business Unit where, in addition to managing the Program Management Office, she led the business unit’s transformation to agile. Steve Spearman AgileEvolution With more than thirty years of development experience, Steve Spearman brings a wealth of real-world experience to his role as an Agile Coach and Trainer. With a background in enterprise development, he enjoys the opportunity to help teams of any size succeed in their
reformed project manager and PMP, Steve is passionate about working with multiple PMI chapters to roll out agile principles, teaching the PMI-Agile Certified Practitioner (ACP) prep class, and volunteering with the PMI-ACP support team. Steve works with AgileEvolution and can be reached at steve@agileevolution.com.
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Steve Spearman
steve@agileevolution.com
Heather Gray
hgray@agileevolution.com
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Dante’s Inferno illustration, Botticelli circa 1640
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– 4 US Time zones + India & China
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Vision / Mandate Transition Team Change Org & Inspect/Adapt
Communication Communication
Scale & Fill Key Roles Train & Coach Globally
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Project Core Team
Area Team 2 AreaTeam 3 AreaTeam 4
Sub Teams Scrum Teams
AreaTeam 1
Sub Teams Scrum Teams Scrum Teams Scrum Teams
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(but only in certain places)
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“It is not the strongest of the “It is not the strongest of the species that survive, nor the species that survive, nor the most intelligent but the one most intelligent but the one
most intelligent, but the one most intelligent, but the one most responsive to change.” most responsive to change.”
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Our Specializations seemed as diverse as stars in the sky
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So we formed Scrums from diverse expertise areas
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Each Release, we ask Teams to expand knowledge a little
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Over time, teams’ capabilities grow but ownership stays stable
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The Problem
builds
– 2 days to get a build done and verified.
creating ‘Integration hell’ ll upon collapse
2 days with questionable coverage
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The Answer D di d k
development team
– Got the build down to 4 hours in most cases – Highly parallel builds & a server farm – Reduced development branches to 1‐10 per release branches to 1‐10 per release – Reduced regression test to 16 hours
automate testing
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The Automation Framework you use depends on what you are testing. We end up using all of these at some point:
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Customer Focus
Feature Driven Value Driven
after planning
requests
h requests
change
value not content
engagement
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Customer Focus
Feature Driven Value Driven
teams
commitments
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Customer Focus
Feature Driven Value Driven
Component based teams
functional teams
development, smaller hand offs
functional teams
Integration functional teams
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Customer Focus Customer Focus
Feature Driven Value Driven
improvement
Crashing the path p
ceremony
Mapping
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Never done, but…. “OUR” Team
The “Other” Team
OUR Team
The Other Team
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