Agile Development Methodologies for Highly Regulated Organizations

Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.

1. AGILE:
Highly Regulated Organizations
WELCOME TO CELERITY’S LUNCH EVENT
October 21 2015

2. TODAY’S PRESENTERS
TODD FLORENCE
VP Strategic Accounts
MIKE HUBER
Enterprise Agile Coach
Scrum Professional
Scaled Agile Trainer

3. 3
ABOUT CELERITY

4. 4
Founded
in2002and
headquartered
in McLean, VA
Privatelyowned
and operatedby
entrepreneurs
$84M
Revenue
in 2014
500+
Employees
9offices
in the
United States
Average 30%
year-over-year
organic growth
OUR STORY

5. 5
WE’RE A BUSINESS
ACCELERATION
CONSULTANCY
Digital
Experience
Enterprise
Technology
Business
Transformation
Enterprise Technology
Integrate and build complex applications using
Agile methodologies
Business Transformation
Achieve organizational efficiency with solid business
processes, IT security, and project management practices
Digital Experience
Create engaging online experiences that extend the
reach of your customers

6. HOW ARE WE
DIFFERENT?
6
From idea to implementation, Celerity works across the entire
digital value stream to speed up execution and delivery

7. 7
AN AGILE JOURNEY

8. 8
AN AGILE PRIMER
WHAT IS STOPPING YOU?
PAVING THE WAY
GETTING STARTED
TOOLS; FRAMEWORKS; METHODS
GOING FORWARD FROM HERE
CASE STUDIES
AGENDA

9. 9
AGILE:
PRIMER
NUMBERS, MANIFESTOS, AND BENEFITS –Oh My!

10. 10
SINCE 2001,
AGILE ADOPTION HAS SOARED FROM 1% TO 88% OF
SOFTWARE DEVELOPERS USING THE METHODOLOGY.
YOU HAVE TO PAVE THE WAY FOR SUCCESS!

11. 11
AGILE:
PRIMER
AGILE MANIFESTO
‣Individuals and Interactions over Processes and Tools
‣Working Software over Comprehensive Documentation
‣Customer Collaboration over Contract Negotiation
‣Responding to Change over Following a Plan

12. 12
AGILE BENEFITS
Employee Engagement
Productivity
Project Success
Improved Development Cost
Speed To Market
IT & Business Alignment
Project Visibility
Stakeholder Satisfaction
Quality
Decreased Defects
Value Delivered Through Features
+10% +37% +63%
+16% +39% +70%
+28% +42%
+568%
+32% +47%

13. 13
AGILE:
WHAT IS
STOPPING YOU?
‣THINKING ABOUT AGILE?
‣TRIED AGILE AND STRUGGLED?
‣WHAT DO YOU FEEL ARE THE BIGGEST HURDLES TO OVERCOME?

14. 14
AGILE:
Common
Roadblocks DO ANY OF THESE SOUND FAMILIAR?
Audit
Documentation
PMO
Communication
Decision
Making
Role Uncertainty
“Normal”
Metrics

15. 15
AGILE:
PAVING THE WAY
‣PAVE THE WAY TO SUCCESS
‣WORK WITH THE DOUBTERS TO OVERCOME CONCERNS
‣GET PEOPLE EXCITED
‣BE TRANSPARENT

16. 16
AGILE:
PAVING THE WAY
START THINKING ABOUT

17. 17
AGILE:
GETTING
STARTED
TIME TO TAKE ACTION!

18. 18
Organize small, dedicated teams
focused on delivery
PRODUCT MANAGEMENT
Make sure you have a dedicated
person to translate business to IT
Create a common vision and charter
for shared expectations
COMMON VISION
AGILE:
GETTING
STARTED
START SMALL
BEST PRACTICES
Build out a backlog that is at
least 3-4 weeks of effort
EMPOWERED TEAMTRANSPARENCY
Be transparent in your process—you’ll
likely start on red and move to green.
Forget Command and Control.
Give the team the ability to
determine what’s best
PRODUCT BACKLOG
2 31
4 5 6

19. 19
The right team members in the right roles
focusing on important items. Team members
should be positive, have flexible skillsets and
thrive on challenge and change.
CREATE A CULTURAL BUBBLE
Create a “safe” place for the team
to operate. Separate but don’t
isolate!
Think about success differently.
Incentivize innovation and incremental
change
INCENTIVIZE BEHAVIORS
AGILE:
GETTING
STARTED
FOCUS ON THE TEAM
COMMON ATTRIBUTES
Take transparency to a new level.
Encourage interactions, post
results and promote
accountability.
ENHANCE COMMUNICATION LEARN, FAIL, LEARN AGAIN
Allow the team to learn and try new
things. Failure is ok. We learn fastest
from failure and Agile practices
encourage adaptation.
Rinse, repeat. Look at what’s
working and what’s not and allow
the team room to continuously
improve and adapt.
IMPROVE

20. 20
AGILE:
TOOLS
METHODS
FRAMEWORKS
SO MANY OPTIONS

21. 21
Choose an Application Lifecycle
Management tool that can create the
metrics you need AND is suitable for
your Agile teams
Dashboards
Pull the data from your ALM and
create visual metrics dashboards for
your stakeholders
Automate your testing. Unit,
integration, and system testing can
and should be automated.
Automated Testing
AGILE:
Tools
Methods
Frameworks
Agile ALM
HANDY DANDY TOOLBOX
Integrate your code frequently. At
least daily to ensure functionality
is stable and quality is high.
Continuous Integration XP
Extreme Programming.
Multiple practices to increase
efficiency and collaboration during
development.
Test Driven Development.
Test first mentality. Write the test
then write the code to pass the test.
TDD

22. 22
AGILE:
The Afterglow of
Success
SO YOUR PILOT WENT WELL…NOW WHAT?

23. 23
Retrospective with stakeholders,
management, and impacted groups.
Make sure you are all still on the
same page with where this is headed.
EXPAND THE BUBBLE
Expand the boundaries of the
culture bubble. Get more people
involved in the Agile process
How big is it going to be? There are
multiple scaling options to choose
from. Scrum, SAFe, LeSS, DAD, Nexus
SCALING
AGILE:
Going Forward
REFLECT
NOW WHAT
Got the scaling framework figured
out? Make sure you have plenty
of motivated people to be
successful
PROJECT / TEAMS BUDGETING
Start socializing Lean Budgeting.
Budget a product not individual
projects.
Rinse, repeat. Look at what’s
working and what’s not.
Kaizen mindset!
IMPROVE

24. 24
Everyone comfortable with the Agile
reporting metrics? Work to keep only
what is needed.
AUDIT
How are your Auditors feeling about
all this. Work with them.
Keep them involved.
Starting small keeps the process at a
micro level. Is everything ready for the
macrocosm?
PROCESS
AGILE:
Going Forward
METRICS
NEW CHALLENGES
More lines of communication for
each leap towards Enterprise Agile.
COMMUNICATION INFRASTRUCTURE
Do you have the back end systems in
place, are your Agents getting trained
on the new features? Are your
environments configured and stable?
How much do you owe!
TECHNICAL DEBT

25. CLIENT USE CASES
25#AgileNow

26. 26
TOP 10
NATIONAL
BANK/CREDIT
CARD
PROBLEM
Mature Agile financial services organization needed
capacity for 6-24 months.
SOLUTION
‣Provide Agile Pod teams using value-based pricing.
‣Work within clients’ Agile framework (directly with Product Owners) to groom and
prioritize backlog.
‣Deliver 5-6 Scrum Teams annually (35+)
BENEFIT
‣Achieve high productivity in short periods of time.
‣Flexibility to rapidly expand and get new products to market faster

27. 27
MAJOR ENERGY
PROVIDER
PROBLEM
Sales personnel not able to use complex back-end
systems.
SOLUTION
‣Deployed Scrum team to manage, run, and develop an integrated solution.
‣Developed and managed evolving product backlog based off stakeholder feedback.
BENEFIT
‣Successfully deployed a mobile friendly, externally available web application on time
and below budget.
‣Coached the organization on Agile best practices.

28. 28
GLOBAL
INSURANCE
COMPANY
PROBLEM
Needed additional capacity for rapidly growing product
backlog (Scrum).
SOLUTION
‣Deployed Scrum team to provide additional velocity.
‣Independently managed Product Backlog while soliciting needs of stakeholders.
BENEFIT
‣Refactored a major feature of the system to ensure application’s future scalability
‣Trained and coached the client on Agile scaling philosophies.

29. 29
NATIONAL
PETROLEUM
ASSOCIATION
PROBLEM
Lack of Agile expertise in-house.
SOLUTION
‣Deployed 2 full Scrum teams to run development projects from multiple locations.
‣Developed and prioritized a product backlog based on client interviews.
BENEFIT
‣Delivered major code release for customer applications over eight 3-week sprints.
‣Trained and coached the client during the process on Agile best practices.

30. 30
LARGEST
U.S. NEWS
PUBLISHER
PROBLEM
Needed to meet a critical deadline but lacked the
necessary Product Development bandwidth.
SOLUTION
‣Digital Product Design team embedded with the client’s Product Owner.
‣User-centered design process to ensure quality.
BENEFIT
Concepted, designed and developed complex web-based membership service in
just 5 months.

31. 31
GLOBAL MEDIA
NONPROFIT
PROBLEM
Didn’t have the capacity needed to execute overflowing
backlogs.
SOLUTION
Enterprise Scrum Team supports 7 overlapping digital products/services.
BENEFIT
‣Transparency of progress with client through demos and standup meetings.
‣Average of 8 production deployments per mo. (vs. an average of 2 from other teams).
‣Cost determined by value provided.

32. 32
QUESTIONS?
#AgileNow

33. 33
AGILE eBOOK
WANT TO LEARN MORE?
AGILE BUYER’S GUIDEAGILE DICTIONARY
AGILE ASSESSMENTAGILE BLOGSITE

34. 34
APPENDIX

35. 35
A NEW FOCUS
ON QUALITY
OUTSOURCED ONSHORE
DEVELOPMENT
(scale/cost savings)
AGILE METHODS
(speed/quality)
Added layer of governance, reporting, and process controls
“Culture of Excellence”
social integration

36. 36
BENEFITS OF
AN ONSHORE
AGILE MODEL
FLEXIBLE DEVELOPMENT CAPACITY
Plug our team into your Product Development Lifecycle
GET MORE, FASTER
We’ll get your strategic products to market faster, better
BE CLOSER TO YOUR DEVELOPMENT TEAM
Centrally-located development centers or on-site teams
GUARANTEED DELIVERY
Shared delivery risk and guaranteed quality with a proven
governance framework
WE CALL THIS “AGILENOW”

37. 37
WHEN TO
CONSIDER
AGILENOW
™There are 3 primary use cases for considering AgileNow
™
‣You need more development resources
‣IT talent is difficult to find/retain
‣Offshore is not a fit
‣Customer demands are not being met
‣Critical deadlines are missed
‣Cost-Quality-Speed equation is off balance
‣Agile adoption is floundering
‣Marketing, IT & Product are misaligned
‣The product is complex
A.TALENT IS TIGHT B.QUALITY IS LACKINGC.EFFICIENCY CHALLENGES

38. 38
AGILENOW:
HOW IT WORKS
Assess Development
Environment
Design Engagement
Model
Select Teams & Skill SetsSelect Work Location(s)*Design Governance &
Reporting Standards
Monitor Continuous
Improvement Plans
Manage Development &
Testing Process
Celerity Customer
Manage Scope/Backlog
*Location Options: Celerity on-shore delivery center, customer site, or a combination of the two.
CELERITY’S
AGILENOW
APPROACH

39. 39
TEAM
STRUCTURE
TEAM 1:
Senior .NetDeveloper
.NetDeveloper
QA Tester
TEAM 2:
Senior .NetDeveloper
.NET Developer
QA Tester (Selenium)
Business Analyst/Proxy Product Owner
Scrum Master
Delivery Director
10 HOURS/SPRINT SME SUPPORT
(Architect, Art Director, Scrum Coach, UX, Content Strategist, Process)

40. 40
Onboarding
Gather Requirements
Establish Processes
OPERATE
.
.
.
.
.
..
.
.
.
.
Begin Execution
Develop
Deliver
Manage
Align
Evaluate
RUN
ENGAGEMENT
APPROACH
KICKOFF
Approach will focus on quick response and build to demand

41. 41
ENGAGEMENT
APPROACH
‣Kickoff / Engagement Assessment
‣Operationalize AgileNow
‣Structured Methodology
‣Ongoing Sprint Execution
‣Sprint Deliverables
‣AgileNowTeam Composition
‣Onboarding/Ramp Up Timeline
‣Remote/Onsite Management

42. 42
SPRINTS

43. 43
SCRUM TEAM
LEVEL QUALITY
CONTROL
PRE-SPRINT
‣User Story Refinement
‣Acceptance Criteria
‣Definition of Done
‣Non-Functional Requirements
DURING SPRINT
‣Just in Time Reviews, “Fail Forward Fast”
‣Automated Unit and Integration Testing
‣Continuous Integration
POST SPRINT
‣Sprint Review, Demos
‣Retrospectives
‣Full functional & automated regression testing

44. 44
MANAGEMENT
CHANGE AT SCRUM
TEAM LEVEL
PRE-SPRINT
‣UX visuals and wireframes
‣Prioritization (User Story & Features)
‣Acceptance Criteria
‣Sprint backlog is sized and closed
DURING SPRINT
‣Just in Time Review, “ Fail Forward Fast”
‣UX/BA Forward Thinking
‣Risk/Implementation Elevation Plan
‣ALM tool to show real-time progress
POST SPRINT
‣Full Feature Sprint Review, Demos and Sign Off
‣Retrospectives
‣Shippable Product Increment