Here’s my 12 minutes of fame on the Agile Coaches Corner podcast sponsored by AgileThought.
This past Friday, Valpak celebrated its 100th sprint with a Sprint Review celebration like no other. Just to put this milestone into perspective …
Sprint 1 started back on October 14, 2011. That means 100 (mostly 2-week) sprints took us 4.25 years which in working time equates to …
- 220 Weeks
- 1,100 Days
- 8,800 Hours
- 528,000 Seconds
Or put another way, we accomplished …
- 8,462 Stories
- 38,091 Story Points
- 42,310 Tasks
- 6,400 Standups (that’s a lot of calories burnt)
- ∞ Value Delivered
The WordPress.com stats helper monkeys prepared a 2015 annual report for this blog.
Here’s an excerpt:
The concert hall at the Sydney Opera House holds 2,700 people. This blog was viewed about 9,000 times in 2015. If it were a concert at Sydney Opera House, it would take about 3 sold-out performances for that many people to see it.
I am pleased to introduce Diana Weber for a special guest blog post on “Agile At The Top: How Executives Walk The Talk”. Diana is a passionate writer, an avid agilist, and an Agile Project Leader on my team here at Valpak.
As trailblazers in scaling agile across the corporate enterprise, Valpak executives walk the talk and support agile practices from the top-down. As a result, the Executive Portfolio Kanban was born. Though merely a board, it represents what the traditional PMO Office used to be, streamlining the process of traditional project prioritization which governs the strategy and execution of large business initiatives. By converting this process to a Kanban, executives and stakeholders are able to have full transparency and visibility to the top priorities of the company for a given quarter. This creates a trickle-down effect as Product Owners are kept aware of changing corporate priorities so that they can adjust and build upon their backlogs of user stories that will support the successful completion of these epics for their executive sponsors. Competing impacted resources and teams are identified so that the more important initiatives take priority as the execution of this work is planned within team sprints. Oh, and we didn’t get here overnight! The Executive Portfolio Kanban was launched about a year into our agile journey and has been tweaked over the course to what it is today, and now serves as the top layer in our adaptation of the Scaled Agile Framework.
Main points of interest:
- Swimlanes include: Funnel/Vet/Design/Build-Execute/Rollout/Done and each lane has its own defined set of Exit Criteria that should be met before a card is moved into the next swimlane.
- Cards are at the epic level (this is important because the priority of these cards are queues for the Product Owners on how to prioritize user stories that support each epic.) Each card falls in one of these categories: Increases Revenue (up arrow), Customer Satisfaction (smiley face), Cost Saving (down arrow) or Infrastructure related (donut shape).
- Each color coded card is “owned” by an assigned executive that represents a particular business area. Marketing is pink, finance is green, etc. Each card contains the executive sponsor for the epic, the teams impacted (who will do the work to make the epic happen), Investment Theme, and Value Statement (what is the ROI or benefit of doing it).
- Executives meet at the Kanban board 1x per week (Tuesdays at 8:30 a.m.) and each speak to their cards and move them appropriately.
- This Portfolio Kanban board is reset every quarter. Our Senior Director of Enterprise Agility & Digital Product Leadership, Stephanie Davis, facilitates this process by meeting with each executive individually to help them review their current epic cards, write up new cards and remove cards as needed. The executives meet as a group to discuss priorities and determine which are the Top X projects and update the board as necessary. Note that some epics stay in the funnel a long time and some move quickly all based on business needs.
- Cards that include a Top Hat image X mean they have been prioritized as one of the Top X Projects that are highest priority of all the epics.
- Out of the quarterly epic reset meeting, a Quarterly Plan of Epics is created and sent out for review.
- There is also an burndown chart to measure the burndown rate for epics for the current quarter.
Are you ready for the world premiere of our brand new Agile video?
It’s been three years since we released the original video on Valpak‘s Agile transformation and a lot has changed since then. To capture these changes and to demonstrate where we are on our Agile journey, we’ve released this new video.
Directed and co-written by Toby Morris, produced and co-written by yours truly and edited by Matthew Rivlin, the video uses an entertaining GoPro technique to capture a day in the life of each role on an Agile team at Valpak.
The video also boasts an impressive cast, listed in order of appearance:
Mike Hayes………………….The Insatiable Stakeholder
Kip Marler……………………Extra #1
John Dodd…………………..The Cool Product Owner
Terry Winslow……………The Steadfast ScrumMaster
Jennifer Zajac…………….The Tenacious Business Analyst
Toby Morris…………………The Amazing Developer
Ledel Lewis………………….The Meticulous Software Tester
Chris Cate…………………….The Active Executive
The video is our way of giving back to the community and showcasing our new workspaces and Agile culture. We also wanted to capture the essence of our Agile tour in a fun and entertaining way.
Almost four years ago, I attended, what was called at the time, a meetup of the “Tampa Agile Software Developers”. Organized by Salesforce.com leaders and hosted at their offices near International Plaza, the group was barely 100 members. I distinctly remember my first meetup. It was a small group of less than 10 people in a small conference room just off their lobby. Two pizzas were more than enough that evening. Cory Foy did an energized talk on Kanban and I contributed what I could to the conversation, Valpak having been just a few months into an Agile transformation. I was looking for like minded individuals to network and share experiences and that is exactly what I found. But, I wasn’t done yet.
I quickly convinced the Salesforce.om organizers to broaden their scope to include more than just developers (all the roles of Agile) and to consider that Tampa Bay is not just Tampa proper. They kindly obliged (or maybe just humored me) by renaming the group “Tampa Bay Agile”. By the same time the next year, I had become organizer for the group along with partner-in-crime Ryan Dorrell. Our initial aim was to have at least one featured speaker a month and we would turn over every rock and stone until we found them.
Fast forward to today. Tampa Bay Agile has grown to over 1,000 members. We have a steady supply of featured monthly speakers (most of which find us before we find them), three Lean Coffees each month at varied locations across the bay, the Tampa Bay ScrumMasters Guild, and an awesome holiday party (for which we are currently seeking a sponsor, by the way). We are one of the largest tech meetups in the area. In fact, so big that the Tampa Bay Technology Forum now includes our events on their community calendar.
But, it’s not just about the meetup group. Tampa Bay has been the host city to Agile Open Florida for the past two years now and was the command center for the OnAgile 2015 virtual conference in May. Plus, the list of companies gone or going Agile across the Tampa Bay is rapidly growing. Just off the top of my head and in no particular order, we’ve got …
- Bisk Education
- Grow Financial
- New York Life
- Catalina Marketing
- Kobie Marketing
And, these are just the ones I personally know of, having given them an Agile tour of Valpak.
All of this is just more testimony to the rise of Agile across Tampa Bay. Ryan Dorrell, CTO of AgileThought, had this to say about the growth of Agile in the Tampa Bay community:
“As the software development industry shifts to keep up with the demands of faster time to market and more collaboration from customers, more and more organizations from startups to multi-billion dollar enterprises are finding that they need to shift their thinking and delivery to an agile model. Ten years ago, when we would talk to companies about agile, it was viewed as something of a curiosity. Today we are seriously engaged with the C-suite talking about how agile can move their business and software delivery capability forward. We’ve all come a long way together in a decade, and the rapid growth of Tampa Bay Agile is leading indicator of where the industry trend is going.”
Congratulations Tampa Bay! I’m proud to be a part of it all. Go Agile!