Change Is The Only Constant
Intel Agile & Lean Conference, Sopot, Poland. 23 May 2014
Rajan Seriampalayam | Director, Software Engineering Best Practices
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McAfee Confidential
Agenda
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Introduction
Change?
Areas impacted by change
Changes Agile is bringing to the org
How teams are embracing change
Tying these back to agile principles
Looking forward..
Contact Info
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McAfee Confidential
Introduction
• Who am I?
– Director – Software
Engineering Best Practices
– Agile Transformation
Coach
– Champion of Change
– Brings a Quality Mindset
• My Background
– Educated in India
– 24 years of industry
experience
– Certifications
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Change?
© National Geographic, PHOTOGRAPH BY PAUL SOUDERS, CORBIS
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What Will Happen If We Don’t Change?
• When changes are not done or not done well, it impacts
everyone
– Employee satisfaction is low
• Likelihood of employees leaving is high (Forbes.com)
– 65% feel they are not valued
– 45% unhappy with advancement opportunities
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39% not happy with work-life balance
39% highly stressed
Poor Management (huffingtonpost.com)
They are not being challenged (Huffingtonpost.com)
– Customers are not happy
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What Will Happen If We Don’t Change?
• Financial Performance
– Many companies on the Dow or S&P 500 list are going bankrupt
sooner
– Financial Performance is not as expected
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What We Do - ATT Mission and Objectives
The Agile Transformation Team (ATT) is a
team of dedicated professionals whose
sole purpose is the successful
transformation of McAfee to a High
Performance Enterprise
Agile @
McAfee
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Mission: To support successful
enterprise adoption and
continuous improvement of
Agile in alignment with key
strategic objectives.
Mission
Enterprise
transformation
and continuous
improvement
Community
Engagement
Objectives
End-to-End
Perspective
Leadership
and
Culture
Engineering
Practices
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A Quick look at the Agile Principles
• Practicing every one of these principles will mean changing the way
we run the business and how we work
• That is not easy!
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Response to Change
The fundamental response to change is not logical, it is emotional.
-Tom Demarco
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Areas Impacted by Change
• What are the problems we’re trying to
solve for our customers?
• How do we stay ahead of
competition?
• How do we provide innovative
products and services?
• How do we build high performing
teams?
• How to keep our employees
engaged?
• How can we become fiscally stronger?
Sales
Customer
Support
Marketing
Company
/
Business
Product
Development
Finance
HR
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Challenges We Face
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Leadership thinking and support
Cross-functional alignment
Team structure and location
Technical infrastructure
Product release management
Employee performance management
Finance and budgeting
Large teams and large programs
Agile is uncovering systemic issues that need to change.
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How Are Teams Embracing Change?
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How Are Teams Embracing this Change?
• Common Language through Training & Coaching
– Adopting Scaled Agile Framework on large
programs
• Changes to Team Structures and location
• Introducing Technical Practices
• Questioning status quo
• Inter Team/ Inter BU dependencies
Inspect &
Adapt
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Common Language
• Standard Engagement Model with Teams
• Standardized Training on Scrum, Kanban, Agile Mindsets
• Role Based Training
– Scrum Masters
– Product Owners
– Leadership
• Coaching Support
– Based on capacity, project priority for the business and risk of
failure
– Coaching all aspects of the transformation
• Team behaviors, leadership behaviors, org structures, agile practices,
technical infrastructure, expectation management
Build Agile Culture Through Coaching
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Changes to Team Structure
• Finding the right skills to collocate teams in each geo
– Collocation vs. geo distribution
• Re-purposing teams based on what is important
– Removing functional silos
• Org structure reporting relationships between functions
– Dev and QA members report to same manager now
• Role definition and clarity
– Scrum Master, Product Owner, Team member,
Manager
• Product / feature ownership in specific teams
• Large programs with multiple teams have other
challenges
– Planning
– Managing external dependencies
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Agile Technical Practices
• Test Automation
– Unit, Integration and System
• Team accountability to Quality of deliverables
– Code coverage, Peer Reviews, Defect Management, Builds
– Measures to help them understand & solve the problems
• Big improvements in CI despite being asked to deliver on product
capabilities to stay ahead of competition
• Starting to invest more in TDD, refactoring old code
Technical Practices are Important for Agility
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Questioning Status Quo
• Comparative Agility Assessment
– Understand where we are
– Know what’s working and what isn’t
– Plan and introduce improvements
• Value
– Teams are asking “why” more than ever
– Teams are learning to push back where appropriate
– Question un-necessary processes
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Inter Team/ Inter BU Dependencies
• Possible Solutions
• Challenge with dependencies
– More planning overhead
– More development slowdowns – less
velocity
– Increased cost
• A large program
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UX & Engineering
Engineering & Localization
Engineering and Release management
Team A Vs. Team B
One BU vs. Another BU
• Alignment with Marketing and Business
side
– Refine vision ahead of iteration
planning
– Have stories ready for
development on day1 of sprint
– Revisit release plan frequently
– Frequent Communication
• Participation in planning, review/retro
• Highlight blockers and the pain to
leadership
– Try to map out timelines between
teams and agree on what
can/cannot be done
– Mock/Stub out interfaces
– Separate code branches
– Preview alpha versions of code
Dependencies slow things down significantly. Do something!
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Tying these back to agile principles
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Why Change?
• To differentiate in the marketplace
• To provide better employee environment
• To be technically superior
• To improve the way we work
• To be innovative
• To be financially stronger
Change Is The Only Constant
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Be The Change …
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Questions
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Acknowledgements
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BI Worldwide
Kelly OCG
Huffingtonpost.com
Forbes.com
Herdingcats.typepad.com
Images from the web
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