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!

Link

How to use

Bible

Framework

We value adaptiveness over predictability

Key principles

1. focus on engineering and craftsmanship
   
2. the once doing the work will plan the work
3. and commit to the plan
   
4. short iterations and small batches
5. stop starting, start stopping - limit WIP
6. collaboration is direct, verbal and personal
   
7. business colleagues become part of the team
8. we embrace change
9. visibility, transparency, trust
   
10. automate as much as possible
    

Delivery teams do scrum

in a nutshell

Distributed Scrum

with an external, not co-located vendor

focus on:

buy-in

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