Agile NCR 2013- Jainendra Kumar - agilemethodology-pitneybowe-jai1

Agile NCR 2013- Jainendra Kumar - agilemethodology-pitneybowe-jai1

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  Engg. Portfolio/Program Management inProduct Development Environment Factors to consider while planning agile rollout Jainendra Kumar, Director Product Development , WW Engineering & CCM India Engineering and Agile & Tools Team 20-Feb-2013 All content and opinions are mine; not those of PB
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  Agenda • Engg. portfolio/program management objectives • Challenges – Product Life Cycle – Other challenges • Agile helping with delivery challenges • Our Story – Focus on End State – People Focus – Capacity Building & Continuous Improvement – Maturity Model for Improvement tracing – Cross Functional Team Collaboration – Governance Process – Budgeting
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  Engg. Portfolio/Program Management (PM)Objectives • Provide oversight to support • Exploit economies of scale project-level activity to ensure and reduce coordination the overall program goals are costs and risks met • Align portfolio with business • Manage risk, issues, and organizational strategy requirements, design, solution, and objectives Planning, escalations • Continuously improve • Coordination with upstream program/project and downstream dependencies management practices to projects in large/complex improve efficiency, skills and program build additional capacity • Focus on end-state result • etc.
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  Traditional Program Management •Adapt all different kinds of projects and programs to a handful set of program management operational models (CMMi, PCCMi and others) • Focus on Execution & Process • Cost, Controlling & Problem Solving • Metrics obsession – Metrics becomes the goal
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  Product Lifecycle &Other Complexity • Portfolio include products in different lifecycle stage – Every stage has it’s unique challenges and needs • Each Product has it’s unique complexity – Technical/Architectural (A) – Market (M) – Competition (C ) Projec Introd Growth Maturity Decline – Tech Debt (Nonfunctional issues) t uction (TD) 1 A, M – Customer Support (CS) – Legal and Compliance (L&C) 2 C, L&C – People (P) 3 TD, A – Resources (R ) 4 C – Venders (V) – …
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  Other Challenges • DeliveryChallenges – Predictability in software development – Deliver as per market requirement – Ability to handle changing business requirement – Predictability in Quality – Improve capacity • Business & Customer Value – Marketable product – Usability – Improve top line at low cost – Innovate around customer need
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  World of aEngg. Portfolio Manager
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  Agile helps indelivery and business value challenges Portfolio/Program Level considerations • Continuous improvement of Scrum (Agile) process in every project. • Build Capacity while improving quality of the delivery • Portfolio level Lean/Agile models for cross-functional team collaboration to improve customer & business value • Agile is people centric over process. Collaborative Leadership, Servant Leadership, Trust, People Maturity • End state focus vs. metrics fever
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  End-state focus vs.metrics fever Simple Metrics End State Release burn-down chart Velocity chart Customer issue tracking
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  People practice Leadership Competencies People progression Stage 1 – Identification Stage 2 – Gap Analysis & training Stage 3 - Role Stage 4 – People responsibilities & Promotion Trust by empowerment Flat Organization Identify, train and mentor portfolio management talent
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  Capacity Building & ContinuousImprovement Continuous Integration, Test Automation Community Of Practice Communities of practice are linked to organizational performance through the dimensions of social capital Shared Service
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  Agile Maturity Survey Agile Program maturity Select the answer that best represents the typical length of sprints for your team: •Does your team decide what to work on in each sprint? •Does your team create stable code with low technical debt at the end of each sprint? •Does your team involve end-users in evaluating the product you create? •Does your team complete their daily standup meeting in 15 minutes or less? •Does your team involve product managers, usability engineers, IT staff, or other external resources in planning and working on each Agile Engineering Maturity iteration? •Does your team conduct 'lessons learned' sessions? •Does your team use test-driven development? •I would recommend that my peers use Agile practices in their work. •Does your team hold demos or review sessions to demonstrate complete and tested software?
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  Cross Functional Team Engg- Engg Engg – Product Owner Tech Debt - Philippe Kruchten Engg – Tech Support Value Stream Mapping (Objective: Reduce non value added times)
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  Product Management Product Manager& Balanced Score Card Product Owner Agile Balanced Score Card adaptivemarketing Sanjiv Augustine
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  Enterprise Architecture & Governance B u s i Architecture Review Business case n Business Review Business e s s Requirement Model & Solution Architecture E A Enterprise Architect Meta Model, Design Constructs, Standards & Guidelines E Enterprise Architecture Tools n g Solution Architect i •Agile Modeling •BDD n •Agile Model Driver Architecture •TDD e •ALM e •CI/CD r i n g Agile Methodologies
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  Budgeting Zero-based budgeting (Yearly) Quarterly Business Review and Resource Forecasting (Business and Engineering Interlock)
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  Q&A Thank You eMail: Jainendra.Kumar@pb.com Tweet: @kumarjainendra0 SMS : +91-9911604466 Skype: kumarjainendra Blog: http://productnation.in/author/jaik/