Agile Development Blog

I just played our fourth Agile portfolio planning game with a team of executives. First they had to rank and plan a portfolio of new product ideas, enhancements, architectural refactorings, and other work. It’s tough to balance competing priorities against strategic financial targets. Then we simulate a monthly steering council that must react to new learnings, development mishaps and market changes, all while maintaining strategic alignment.

I’ll give you a hint to winning the game:  Turn that waterfall team into Scrum teams early, and pay attention to quality.

Wagged by Plans: Is It Time to Change?

Do any of these problems sound familiar?

Execs play an Agile steering game

• The organization funds all or most proposed projects, and expects to make progress on them all simultaneously.
• Teams adjust each iteration based on new learnings, but the annual plan for the organization does not change.
• Teams adjust, but it’s hard to know whether the adjustments throw the portfolio off-goals.
• Projects are managed within silos; trade-off decisions are not made across the portfolio. As a result, some silos are under-capacity and others are overcapacity. Or, the whole doesn’t add up to the strategic objects for the organization.
• Teams are judged on their ability to deliver value; the portfolio is judged on its ability to meet plan.

If these scenarios apply to you, you’re probably ready to bring Lean and Agile principles into your portfolio management process. Especially if you have already solved these problems:

• Your Scrum teams are cross-functional and persistent and have learned to deliver consistently on iteration and mid-range commitments.
• Your Kanban teams have reduced significant waste in their value stream and consistently deliver to service level agreements.
• Agile teams have achieved a fairly consistent velocity/throughput (amount of work delivered per timebox) while delivering against quality goals.
• The Product Owner group elaborates requirements just-in-time, feeding teams a steady stream of high-value work.
• You have added the structures that enable multi-team programs to coordinate dependencies and deliverables within a closely related group of teams.

In working with earlyvangelists to develop our Agile Portfolio Management solution, we learned that in most organizations the portfolio is managed under the old, plan-driven paradigm, which is at odds with the Agile practices at the team and program level. However, it is equally clear that we cannot begin to challenge that paradigm before we’ve reached a certain level of Agile maturity.

It is too hard to engage the business before development has a track record of success.

It is too hard to build a realistic roadmap before teams have developed a steady velocity.

It is too hard to emphasize steering before teams have the discipline to deliver iteratively and incrementally.

Advance Your Agile Practices: The Agile Enterprise
Our early work delivering the Agile Portfolio Steering service has been exciting.  Fellow coach Isaac Montgomery and I have watched a room simply buzz as a group of leaders begins to imagine and employ the paradigm shift from plan-driven to value-driven portfolio management.

The buzz begins because of the people in the room; namely, a cross-functional group of leaders (directors, VPs, SVPs) from the business, product/portfolio, and technology. Together, we explore and understand the current challenges around building realistic roadmaps, tracking the progress of initiatives, and leveraging the agility of teams without losing focus and alignment. Sometimes this group has never built so shared a view of the organization.

There can be a moment of frustration when we’ve made the challenges so clear. But then the energy gets high as Isaac and I begin to provide possible solutions in the form of Lean practices. Together we dig into redesign their portfolio processes, to inject the visibility, feedback, governance and focus that enables Agile to work at scale.

Rally has already begun to see patterns in the Lean practices that implement more adaptive portfolio management.

• Map the value stream from concept to cash, and build a Kanban board to represent those states. “In Development” is just one state.
• Limit work-in-progress on that board. Fewer initiatives in play means better throughput, productivity, time to market, responsiveness, and reduced risk.
• Emphasize value and budget over cost estimates. This requires new data and a new mentality.
• Provide clear strategic objectives  and constraints, and then let the people closest to the work (the teams) plan the work. Use clear visualizations and data to verify the results align back to the strategy. Help teams adjust as necessary to remain aligned.
• A rolling wave cadence of planning and steering helps your leadership be both strategic and adaptive.
• Effective portfolio management will require planning and learning at different levels of the organization, on different levels of abstraction and strategy, and on different cadences.

The Service: Re-Tool for Agile Portfolio Management
Built on those early deliveries, I’m excited to now offer more generally our Agile Portfolio Steering workshop. I think it provides a powerful benefit through focused work.

Inspired by the lessons of the portfolio planning game, the leadership group works with an Agile coach to begin to redesign its portfolio management process:

• How could we have better value data on proposed projects?
• How can we decide our investments rather than be wagged by cost projections?
• How could we fund fewer projects?
• How could we commit to goals rather than to lists of features?
• What data would we need to be able to steer the portfolio effectively?
• How often should we steer the portfolio? A project? A program?
• Could we reorganize our teams to enhance flexibility?

The outcome might be a new planning process, new data requirements, new progress visualizations, new planning and steering councils, and more.

The service is listed as “2 days”. In reality, we have learned that a leadership group might not spend two whole days in a room with us, but the hours they commit will be intense, with short breaks and working lunches, because this work matters. Dollars are at stake; business success is at stake. We will work together to design the right on-site session.

Stay tuned for more details during our Dec 6 and beyond launch events. We look forward to working with your organization, to understanding your context, and what challenges you have to align the work of your Agile teams and your strategic goals. What prevents you from delivering all the value you could to your business?

As Rally’s “Solutions Evangelist”, Ronica Roth promote solutions for our customers that combine product and process. She also promotes fun that involves mountains and snow.

October and November for me are going to be months of travel. Specifically travel in Europe. I’m excited about the opportunity to bring my passions in and around the world of Agile to some great conferences in London, Aarhus, Copenhagen, Stockholm, and Malmo. So, I offer this video as view into where I’ll be, when I’ll be there, and what I’ll be talking about. As you’ll hear me say in the video, I hope to see you there!

For more information on the conferences:

Agile Business Conference, London UK

GOTO Conference, Aarhus Denmark

Oredev, Malmo, Sweden

Jean Tabaka is a frequent flyer on no particular airline, an author and Agile Fellow at Rally Software Development. You can follow Jean on Twitter at @jeantabaka

In conjunction with the Lean Software & Systems conference this week, Rally is releasing a powerful Enterprise Kanban Board that provides a simple way to visualize the status and flow of work through a software project.

The addition of full, enterprise Kanban support to Rally’s Agile ALM platform provides users with an elegant visualization of work across projects, teams and the entire organization. It can be customized for each project, allowing users to choose which Kanban states are displayed and which states are mapped to Rally’s core schedule states. This allows teams to model their unique processes within Rally and view rollup reports between teams — providing complete visibility into the quality, status and progress of projects.

The Enterprise Kanban Board allows users to:

• drag-and-drop ranking and state changes
• block and unblock stories
• visually flag each story with user-defined states
• customize WIP (Work-in-Progress) limits with color-coded status indicators
• display stories and/or defects
• edit ready-to-pull or blocked items

Cycle/Lead Time and Throughput reports provide valuable metrics around how many work items are completed in a given time period or the average time that it takes a work item to pass from one state to another. The new Enterprise Kanban Board can be installed by clicking the + icon on the Rally menu and then choosing the Kanban Board from the App Catalog. And, if you have been using our current Kanban App, here are instructions on how to convert those stories to the new Kanban board.

In this video, I’ll demo the full enterprise Kanban support Rally is now offering within Rally Enterprise and Rally Unlimited Editions.

Todd Olson is the VP of Products at Rally Software. He is a marathon runner and cake baker. You can find Todd on Twitter at @tolson.

It’s March Madness for college basketball here in the US. And if you know me, you know I am a nut about college hoops. Hence my metaphor for David Anderson’s recent book, “Kanban”. It is a true dream team of material and I am a true fan. 

I had been flipping through David’s book, a bit here, a bit there. And then one day, found myself completely absorbed. I am so struck by David’s expanse of knowledge, his well-founded observations, and his breadth of very accessible experience. What strikes me most though is the clarity of voice in which David offers us his depth of guidance on Kanban.

I first remember hearing David’s passion around Kanban at the Agile 2007 conference in Washington. Just a few feet away from where I was putting final touches on my systems thinking talk, here was David. In the Open Space of the conference, he collected anyone interested to listen to his passion about Kanban. I watched the small group of people grow to a larger group. For me, that was the moment I started to see David and Kanban become synonymous.

Since that 2007 conference, Kanban has become a much sought after topic by organizations looking for visualization, transparency, and continuous improvement in their processes. David’s book is a wonderful place in which to begin your Kanban immersion. Through David’s book, we learn why we should care about Kanban; how principles of flow guide our perspectives on Kanban; and what the Kanban practices are that specifically help us continuously deliver value in the larger context of our organizations.

Now, to admit my particular biases about why David’s “Kanban” is a top seed in my brackets:

• I love the “Takeaways” at the end of each chapter. Each snippet is spot on.
• I already mentioned it but the clarity of voice. It is key in how David brings us Kanban in such an accessible way.
• Everything about WIP limits. David has a “cool your jets” approach to how to set WIP limits and then watch how they help or hinder the value stream.
• “Dragos and the 25 Days.” Sound like a children’s book? Too bad. You are going to have to read David’s book to find out why Dragos and his 25 days, for me, is like an incredible 3-point fadeaway shot, all net, with one second on the clock!

I am fortunate to be in an organization that is embracing Kanban. I am fortunate to experience Kanban day-to-day as well as to bring my experiences to others. I am so fortunate I have other colleagues here at Rally passionate about Kanban. I’m very fortunate to be involved in the upcoming Lean SSC conference in Long Beach where many of us will be coming to talk about Lean and Kanban. And, I am so fortunate to have been there in 2007 for David’s talk about Kanban and to now have David’s “Kanban” book in my toolbox of Kanban goodness.

Read this book and embrace David’s advice. It will not only put you and your organization at the top of your bracket; it will keep you there.

Jean Tabaka is a March Madness college hoops freak, a crash skier, author and Agile Fellow at Rally Software Development. You can follow Jean on Twitter at @jeantabaka

I love games! Especially games that help teams grasp Agile principles and practices. There is nothing like a good game to help build some solid muscle memory around core aspects of how Agile impacts teams and organizations.

In the next couple of months, I have the very good fortune to be involved in several Agile game events. I’m lucky enough to try out new games, bring in some systems thinking and design thinking games, and help others apply games.

To learn more about Agile games, check out the AgileGames Google group, Agile 2011 Salt Lake City in August and Agile Games 2011 in the Boston area in April.

And watch my little video to find out what’s happening and why I am so excited!

Jean Tabaka is a crash skier, college hoops fan, author and Agile Fellow at Rally Software Development. You can follow Jean on Twitter at @jeantabaka

As a part of our series on Scaling Agile to the Strategic Level, I have invited our product lead on this project, Catherine Connor, to tell us about her experience in creating Project Stratus. Thank you for the great work and help on this series Catherine.

Project Stratus was conceived over a year ago from numerous customer discovery interviews geared at understanding the challenges of strategic planning with agile execution. From these interviews we started to form an idea of what an agile strategic planning tool could look like, but we also knew that we would need to do serious customer validation before getting to productize a solution.

We’d already selected a disciplined approach to customer validation based on The Four Steps to the Epiphany – Successful Strategies for Products that Win by Steven Blank. Although the book focuses on startups, many of the ideas, such as diligently conducting customer validation and creating a sales roadmap (i.e. a repeatable process to sell your product) can also be applied to new products in existing compagnies. The basic premise of Blank’s approach is that if you solve a problem for customers (called “earlyvangelists”) who are so acutely affected by that problem that they are willing to build a solution themselves, you are more likely to deliver a product that will solve that same problem for many more customers.

Four Steps to the Epiphany © Steven G. Blank

Project Stratus was drastically accelerated in April 2010 at the LeanSSC conference in Atlanta, when one of our customers unveiled the agile product portfolio scheduler application they’d built to solve their own strategic planning needs. Not only did the application visualize where we were heading, it also happened to be built on the Rally Platform. We’d just found our first earlyvangelist.

Four months later, at Agile2010, we privately introduced Project Stratus to a handful of industry analysts and customers to gauge their reaction. Based on their overwhelming excitement, we proceeded in identifying additional earlyvangelists from past customer interactions. An earlyvangelist is like a P1 defect, when you find one, you know right away. These customers are so excited to see a provider like Rally think up a commercially supported solution to the problem they have been trying to solve themselves, they are anxious to guide you, and some are even irritated by the fact that the product is not out yet; when all along we’ve been thinking not to deliver such a thing! I could tell when I first engaged with Paul, Dale, Nina, Christophe and others, that they would be partners in shaping Project Stratus to become a valuable product. The beauty of Blank’s technique is in its reciprocity. We, the solution provider, get to build a product that solves real needs, earlyvangelists get to shape a supported solution to replace their manual solution, and customers get to benefit from their peers’ expertise.

With earlyvangelists on hand, we sat down to define the set of hypotheses to validate. This is an important step to ensure that interviews provide meaningful outcomes. Nothing is more deflating than spending an hour with a customer only to find yourself with no good answer to “exactly what did I learn from this call?” Listing hypotheses is also a great way to communicate to yourself and others in your company what you are trying to find out and what you are purposefully setting aside for another time. This is very much like “theory-based decision making”, one of Rally’s corporate core values.

Since August, we have been incrementally evolving Stratus, one weekly build at a time, diligently validating our hypotheses one at a time.  Earlyvangelists’ real-life experiences combined with our coaches yearning to apply agile and lean principles to the strategic level are informing the direction of Stratus. I feel really good about where Stratus is going.

As an agile product manager who has seen several projects being productized prematurely, I am truly enjoying following Blank’s rigorous Customer Development approach and definitely would recommend it to my product manager comrades. You do need executive support which thankfully Rally provides me. Following Blank’s technique is no small feat however, it is hard and diligent work with no guaranteed productization plans until you pass his customer validation final exam: “you have proven you have understood customer problems, found a set of earlyvangelists and delivered a product that customers want to buy, developed a repeatable and scalable sales process and demonstrated you have a profitable business model.”  Then, and only then, will we graduate to Blank’s customer creation step, aka the delivery of an official Rally offering for Strategic Planning.

The customer validation step for Project Stratus is going full steam. We welcome more earlyvangelists to partner with us in this exciting endeavor. The more input we receive, the more valuable the product will be. If you have strategic planning challenges and a passion for applying agile principles for solving them, I invite you to reach out to us at stratus@rallydev.com. – Catherine Connor

The work done by Steve Blank on this method is fantastic. In addition to Project Stratus, I have used it with our large on-premise customers and with TechStars companies in order to keep from leaping to conclusions and trying to by-pass the customer creation stage. I hope many of you can empathize with the discipline required to do both of these things in the world of product development.

Ryan Martens is an Epic Pass holder for 2010, a school board member at Friends’ School Boulder and CTO at Rally Software Development.

Catherine Connor is a Product Manager at Rally Software Development. She focuses on the product manager role in our customers’ agile transformation endeavors.

I am excited to say that this week we announced, at the Gartner AADI Summit and Agile Development Practices East, the availability of a new service offering and product from Rally. To support this launch and amplify the feedback loops from the community, we are starting a blog series on this topic. All of the blog posts in this series will show up in the blog, but also get linked into a summary page focused on Scaling Agile to the Strategic level (above release level, including roadmap and vision level for products, programs and solutions).

If managing Agile at the strategic level is something you are expert at or struggling with, you will want to follow this series. It is going to be written by a team of folks from Rally including myself, Jean, two internal Coaches at Rally, eighteen external Coaches at Rally and product experts.

In the last year, we have read a ton on strategic execution and lean, blogged on many of those ideas, experimented with talks and exercises and worked with a number of our customers. In addition, we ran our fellow Rallyers through many of these concepts. As a result of this work and the rapid development of our supporting product, code-named “Project Stratus,” we feel that we are ready to offer some value in the form of professional, product and community services to educate, enable and explore these concepts, methods and tools with our customers.

From sharing our experiences, we have learned that managing above the release level, at the roadmap and vision level, is different than project or program-level management. It is NOT:

• as focused on the big epic feature as the desired outcome
• an extension of the integrated agile release train as much as management of flow and contention

These offerings are brand new; we know they will change with more feedback and experience; as a result, they are being released now with less packaging and polish. The service offering starts with a two-day assessment and training effort, but then moves into a custom statement of work. The Project Stratus product offering will remain in preview status for the short term. We assume that focused work with 15 to 20 key customers will shape these solutions for all.

If you think you could be one of those customers, please do not hesitate to contact your account managers, coaches or customer success representatives. We are anxious to share these breakthrough concepts with customers who are willing to co-develop them with us.

With regard to the blog series, we see the following topics getting explored over the next three months:

• Introduction
• Our Theories and Why Project Stratus?
• Our Agile Strategic Planning Service offering
• The making of Project Stratus
• Prediction in Kanban versus Scrum commitment
• Enterprise Kanban and AgileZen
• Others, based on your comments and feedback

If you have topic ideas or comments, please post below. Again, don’t forget to subscribe or share the RSS feed or email feed for the blog to be part of this discussion. We want YOU to participate in this Community of Thinkers!

Ryan Martens is an Epic Pass holder for 2010, school board member at Friend School Boulder, and CTO at Rally Software Development.

It’s shaping up to be a busy November for us here at Rally with conferences on both coasts. We’re a Silver sponsor of Gartner’s Application Architecture, Development & Integration (AADI) Summit November 15-17 in Los Angeles. For Agile Development Practices (ADP) East November 14-19 in Orlando, Rally is the Conference Sponsor and once again I’m honored to be presenting. We’re coast to coast, and we’ve got discount codes for both conferences (see below).

Rally on the West coast with AADI

Rally is excited to be a part of Gartner’s AADI Summit that focuses on powering the Agile enterprise. The summit includes a key conference track on Agile and highlights three critical building blocks of a successful applications strategy—Cloud, SOA and the overhaul of existing Applications. Stop by the Rally booth to talk with one of our Agile coaches or other team members to learn how we can help move your organization into the next phase of Agile adoption.

In addition, one of Rally’s high-profile, enterprise customers will be speaking about how their adoption of Agile practices in an 800-person development organization (within a $15 billion division) has delivered:

• 3X better throughput
• an 89% bug reduction
• the elimination of over 180,000 hours of development time in one quarter

For more news and information about the summit, follow the #GartnerAADI hashtag on Twitter. Also, stop by the Rally booth (F) to pick up a hat, register for a chance to win an iPad, and to learn more about how we can partner with you in achieving Agile success.

Rally on the East coast with ADP East

Once again, Rally is proud to be the Conference Sponsor for ADP East. This conference is a great opportunity to dive into both Agile basics and the latest trends in Agile. Participants will gain guidance in testing, development and organizational best practices.

I always love the ADP conferences because of the energy of the participants and the variety of topics. The conference is a great venue in which to share new ideas and experiences. This year I’m excited about exploring new trends in Kanban as well as revisiting Agile basics such as story writing.

Be sure to check out my two sessions on Monday and Wednesday along with these other opportunities to join with us at the conference:

• Monday, 11/15 at 8:30 am – Writing Great User Stories 1/2 day tutorial
• Tuesday, 11/16 at 4:30 pm - Welcome Reception, sponsored by Rally
• Wednesday, 11/17 at 12:45 pm – Lean, Kanban and the Art of Flow regular session with Bill Wake, Senior Coach at Industrial Logic, Inc.
• Wednesday, 11/17 at 2:45 pm – Agile with the Right Tools can Maximize Developer Productivity with Collin O’Brien, Technical Account Manager and Sean Billow, Major Account Manager at Rally Software
• Visit the Rally Software booth # 7 & 8 to chat with Agile coaches and other Rally team members about how we partner with organizations through tools, coaching and community to help achieve Agile success. Rally is also contributing an iPad to the conference Passport game, so be sure to stop by to get your passport stamp.

For more information and updates about the event, follow the #ADP10 conference hashtag on Twitter.

If you’d like to join us for either of these events, use the following registration links and discount codes: Gartner AADI use code ADRD to save $300; ADP use code RAAV to save $200

Jean Tabaka is a wine enthusiast, author and Agile Fellow at Rally Software Development. You can follow Jean on Twitter at @jeantabaka

Please help us find qualified candidates for an exciting new opening at Rally’s Boulder headquarters.  With compounding user growth, seven agile teams, four product lines, two development locations, as well as multi-tenant SaaS and on-premise deployments, it is time for us to hire a VP to help us continue to grow and thrive.

We have managed with various folks playing parts of this role over the last seven years, and now we need to add a skilled, servant leader and operator to our senior team to enhance functional management across the software value-delivery chain.

This person will be part of our senior management team and be responsible for all technical engineering and operations. As a peer to our VP of Products and supported by Zach’s four product line managers, you and your teams will collaborate with these managers to advance the product portfolio components and overall strategy.  This person will work with a world-class team of software, systems, operational engineers and scrum masters.   Service Level Agreements (SLA) with customers will measure success in this role with the goal of increasing overall engineering resource development, mentorship and flexibility to meet evolving products, features, and architectural needs.  Our intent is to continue growing this part of the business through organic, development partners and acquisitions.

A major part of personal success in this job comes from thriving in our culture of team collaboration, personal responsibility, high ethics, social give-back and intrinsic motivation.

If this sounds like you, we would love to hear from you via the career section of our web site. There you will find a detailed job description as well as other benefit details.  (If you are not quite ready to apply, but want to have a quick confidential conversation with the management team, please send email to vpengops@rallydev.com. No recruiters please).  If this is not you, but you know someone who might be interested, please share this with your friends and with your networks using the “ShareThis” button below or through our LinkedIn post.

We are very excited to find the right addition to this agile engineering and operations group.

Ryan Martens is a the CEO of the Entrepreneur’s Foundation of Colorado, and CTO at Rally Software Development.

There are other conferences that cover Agile software development, but the Agile 20xx show reigns supreme. At nearly 2000 attendees from around the world, this year’s show is happening at Walt Disney World in Orlando.  (It was moved there after the flood in Nashville.) For the first time, three of the major analyst firms (and as a result 5 of  the key analysts who cover Agile and ALM) are attending the conference – Forrester, Gartner and IDC.

Rally coaches, sales and marketing folk at booth setup

As a result of the show’s success, it has become the most significant market rhythm in our industry.  So this week, we announced a few things:

• Rally Software Extends Agile ALM Platform to Meet the Unique Needs of Global Organizations – New customization options, full traceability with build and source code, and sharing with corporate dashboards create a single source of record for progress and quality
• Rally Software Extends Visualization of AgileZen Kanban Board – New non-profit program offers a 50% discount on leading visual project collaboration tool
• Innovation Games Company Announces Integration with Rally Software – The leader in serious games for business brings customers improved collaboration and prioritization capabilities
• Tasktop Introduces Agile Planner for Eclipse – New product enables Agile planning from the IDE and integrates multi-vendor Agile ALM solutions

I am speaking tomorrow on PDCA: Moving Beyond Simple Inspect and Adapt. (Thurs 9:00 a.m. in A-1). Other Rally speakers remaining this week are:

Get your Rally cap

• Former Rally developer turned Rally technical account manager turned Rally coach Chris Browne speaks Wednesday on The Art of the Hackathon (Weds 15:30 – 17:00 in Asia 3).
• Rally coaches Alan Atlas and John Martin speak Thursday on “Your Team, Your Freedom, Your Responsibility” (Thurs 15:30-17:00 in Asia 3).

Follow the news from the show on Twitter at #Agile2010. Come see us at the booth and get a Rally and Deliver ballcap. Or let us know if you’re not at the show and want us to send you one (send name and address to kcaraway@rallydev.com).

Ryan Martens is an organic farmer, founding board member of the Entrepreneurs Foundation of Colorado, and CTO at Rally Software Development.