Going Agile
Building a close and open partnership
to achieve common goals
What we want to change and why!
What we need: Your buy-in!
How to use
Bible
Framework
illusions of
classical project management
We value adaptiveness over predictability
Key principles
- focus on engineering and craftsmanship
- the once doing the work will plan the work
- and commit to the plan
- short iterations and small batches
- stop starting, start stopping - limit WIP
- collaboration is direct, verbal and personal
- business colleagues become part of the team
- we embrace change
- visibility, transparency, trust
- automate as much as possible
Agile is
A Mindset
A never ending journey
Delivery teams do scrum
in a nutshell
Product backlog
5 ceremonies
Definition of Ready
Sprint backlog
Definition of Done
Metrics
Distributed Scrum
with an external, not co-located vendor
focus on:
communication and collaboration
align goals (contractually)
meet f-2-f on a regular basis
What actually will change?
roles
responsibility
planning
delivery
collaboration
control, metrics
visibility
management style
focus
contracting
Responsibilities
and commitment
Planning
No 'detailed' upfront delivery plan
but
rolling wave planning
Collaboration during joint planning sessions is
more important than the plan
Delivery, collaboration & control
Focus
organizational level
Technology and Engineering
Craftsmanship and Innovation
Partnership (internal & external, responsibility)
Continuous flow model (small batches,
short feedback loop)
Reduce waste
Focus
team level
ATDD
Test Automation
Deployment Automation
Continuous Delivery
DevOps
What we'd want to improve
collaboration between development teams (min. hand-overs)
visibility to product and sprint backlogs (synchronization of teams)
our collective way of working
In an agile framework
Can we build one distributed Scrum team?
How is ION organized?
examples for improvement
ION on-site preparation:
include ION team in our sprint planning session
Data migration:
include ING team in migration tool development
Defect Management
collaboration between development teams
short communication lines and feedback loops
defects become items on product backlog(s)
mutual visibility in to sprint backlogs
agreements and commitment on build/fix delivery
ION's dev environment
controlled by ION dev team
to reproduce issues
to test fixes
Scaling to the program level
consider the following principles
- one backlog with one owner
-
dedicated stable team (where we can)
-
fixed cadence and continuous flow
- creation of business value (measure of progress)
- self-organization
scaled Roles
Program level | SAFe | Project level |
---|---|---|
Product manager | Product owner | |
IT integrator | RTE | Scrum master |
Blueprint expert | UX | |
Architect | ||
Dev team |
Agile with
By André Koch
Agile with
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