Three steps to transform from a waterfall to an Agile org
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A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework. This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
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Three steps to transform from a waterfall to an Agile org
- 1. ThreeStepstoTransform fromaWaterfalltoan Agileorg Elad Sofer - Practical Agile - @eladsof
- 6. P roductgrouporgstructure Head of Product Group Server Comp Mgr Client Comp Mgr Test Mgr Comp team Comp TeamComp Team (TL+team) Comp TeamComp Team (TL+team) Mobile Comp Mgr Comp Team (TL+team) Manual Test Team Functional Test Team Non- Functional Test Team Product Mgr Architect
- 10. Scrumteamexperiment • Single cross functional feature team • No team leader • Team members volunteering • DoD Excluded non-functional testing and technical writing • Experiment timeboxed for 3 month (6 sprints)
- 14. Educatetheorganization •2-Day Scrum training for everyone. •1-Day Scaling Agility workshop for managers . •Initial product backlog refinement workshop with all teams
- 15. Newstructure • 7 Cross functional feature teams • Two requirement areas (5 and 2), one in each site (wrong!) • Single Product Owner • Self designing team workshop • Change seating arrangements for co-location
- 16. DefinitionofDone •Includes: •Coding, Code review, Automated functional tests, Documentation, etc •Does not include: •Unit testing, Non functional tests, Regression tests
- 19. Pendingimpediments • Team members did not have an available channel to communicate with customers. • QF - Nominated the architect to own this problem. • One of the teams had only 3 members and a team lead • QF - We nominated a component mentor. • Team leaders were not a good fit for the ScrumMaster • We decided to coach them - Wrong! • The office layout did not have enough big rooms • We allocated each team adjacent rooms. • Definition of Done is missing basic elements.
- 21. Firstthreesprints •Implementing multiple Scrums •Major (perceived) drop in productivity. •Management start realizing what it means to support a self managing team. •Resistance to change was all over. •Scrum masters were still “supervisors”
- 22. Pendingimpediments •Low team maturity - amplified by SMs behavior which resulted in a decrease in motivation. •Lack of skills caused “mini waterfall” in sprint. •Coordination and collaboration between teams was lacking.
- 23. Pendingimpediments •Lack of testing equipment availability. •QA manager is puzzled about the role. •Long & ineffective meetings •Architect was a bottleneck for clarifying items. •Conflict with Sales & Marketing org that expected Gantt charts and fixed date content. •Lack of synchronization between the two sites.
- 24. AndTheyKepton?
- 25. Theresultsof thepilotteamwere stillfreshinthe managersmind whichenabledthe neededbuyinto continue.
- 28. Cultureandprocesschanges •Planning was done in two parts, the first having SMs (wrong!) and PO. •2 teams performed Planning part II together. •At the sprint review all teams were able to demonstrate DONE functionality. •Overall retrospective was held.
- 29. OverallRetrospective •Reducing the lab resource queue size by splitting the current lab into two testing environments. •Have a synchronization meeting for all teams twice a week. •Start a SM CoP
- 30. Aftersixmonths •Increase in visibility, quality, motivation •Decrease in meeting times. •All tester have at least some dev capabilities, No longer hiring manual testers. •4 CoP are operating and increase consistency across the product. • Learning culture
- 31. Afteroneyear •Fake SMs were either replaced or changed their attitude. •DoD expanded to include NFT. •QA manager quit and role was eliminated. •Teams communicate directly with customers. • Decrease in delivery cycle time from 2 weeks to less than a day. • High percentage of coverage.
- 32. Pending challenges • Enterprise employee evaluation process still exists. • Most teams fake it. • Internal procedures prevent the team to choose tools. • Some teams fake it.
- 33. 3 stepsfromwaterfalltoagile 1. Single team Scrum experiment 2. Preparations and Organizational design 3. Large Scale Scrum 4. Inspect and adapt.
- 34. 3 stepsfromwaterfalltoagile 1. Single team Scrum experiment 1. Preparations and Organizational design 2. Large Scale Scrum 3. Inspect and adapt.
- 35. Questions?
- 36. Thankyou Elad Sofer - Practical Agile - @eladsof