| Agile discussion | all, @Chris Ranglas , @Angie Lu (Deactivated) | Challenges: Org structure - developers aren't dedicated to a single product or project; distracted/pulled off sprint work by ops issues Org structure - no product owners, committees Technology - still a blend of things like mainframes, that aren't as accessible for agile; shifting as we move into more configurable cloud software Iterative - no business owners in the room to do test/feedback
Tools Use case Research safety Product owner mtg at beginning of 2 week sprint to prioritize End of sprint, sprint review and demo of what was done and PO would accept/decline the sprint changes
Prod issues If system is down, work on during sprint Otherwise, plan for next sprint and incorporate into sprint planning session You can also not plan a full workload for the resources
Potentially need to do quarter planning vs just two week planning Resources were dedicated to the project, even if it was just for certain sprints (also benefit of doing quarterly planning)
User stories Used in previous ITS PRO iteration User stories vs reqs - how to capture full scale of what's needed Story gives the developer more liberty to come up with a solution
External experience ERP implementations or full scale new implementations - always have used waterfall At product development company, agile was used for new implementations - but dedicated devs for ops work vs product dev
Value of agile / reason was to prevent deliverables from being held hostage Strong reqs have unblocked deliverables in the past, either holding consulting/contractors to reqs and standards or forcing biz partners to accept and not keep moving the target Team culture - prefer to work from spec and reqs or focus on build? Story makes it a smaller unit When business and tech team highly aligned and collaborative, great success
Culture shift strategies? After the shift of, PMs aren't useless or the bad guy, then team was able to make the shift Business and tech team didn't have previous history or trust, so this was implemented to help increase organization and delivery PMO wasn't driving the change, the tech service owner was driving the change
Payment Compass was all built and delivered with Agile
https://agilemanifesto.org/ |