SpringOne Platform 2019 Session Title: Success at Scale: It’s Hard, But Achievable Speakers: Katie Tole, Associate Director, Ernst & Young; Aniruth Parthasarathy, Regional Director - Application Services, Pivotal; Felicia Schwartz, Regional Director Application Services, Pivotal Youtube: https://youtu.be/m0xyNq-yGdI

1. Success at Scale:
It’s Hard, But Achievable
October 7–10, 2019
Austin Convention Center

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Felicia Schwartz
Director
App Modernization
Pivotal
Katie Tole
Associate Director
AI Innovation Lab
Ernst & Young

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How did we end up here?

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I don’t understand the PRD
said it would be done by
now

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“Let’s be agile.
That will fix
everything!”

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Implement Agile Process

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How we envision
ourselves
Reality...

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Why?

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Agile Waterfall
Hybrid
Optum Scaled Agile
Methodology (OSAM)
Modern Agile
Scaled Agile
Framework (SAFE)Fe)
Large Scale Scrum
(LeSS)
Crystal Clear
Methodology
FAST Agile
Disciplined Agile
Delivery (DAD)
Kanban (Just In
Time)
Adaptive Software
Development (ASD)

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Agile is not something organizations do. It’s
something organizations become. It is a constant
improvement.

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Where to start...

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Before you start, align on what’s important

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Defining what success looks like
● ROI - Measuring changes in revenue or market share
● Cycle time idea to production - Identify the bottlenecks and
improvements to the process as they are removed
● Mean time to repair (MTTR) - Measure the time it takes to address a
bug from the moment it is reported until the fix is deployed
● Customer Satisfaction - Are you seeing your customer KPIs trend in
the right direction? ( e.g. Increase in desired activities, decrease in
churn)
● Employee Satisfaction and Retention - Take a pulse on a regular
cadence and track the change.

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Strategically pick a high
impact team in the
Organization

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What constitutes a team ?

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How to setup a team to be successful
No agile team should launch unless and until it is ready to begin. This means:
● Focused on major business opportunities with a lot at stake
● Responsible for specific outcomes
● Trusted to work autonomously
● Properly resourced and staffed with a small group of multidisciplinary experts
who are passionate about the opportunity
● Committed to applying agile values, principles and practices
● Empowered to collaborate closely with internal or external customers
● Able to create rapid prototypes and fast feedback loops
● Supported by senior executives who will address impediments and drive
adoption of the team’s work

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TDD, CI/CD - Automate
Focus on coding features

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Celebrate, Share, Enjoy!

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How do you scale
up?

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Create a Learning Hub
Teach others on How to Hunt

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Align teams to the priorities of the
organization. Common ways teams
are aligned:
● Customer experience based
teams focused on delivering end
user value from end to end
● Domain based teams focus on
how they deliver end user value
Scaling teams

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Expanding the Transformation Hub
Building off the original teams, the
teams in the transformation hub
and expand on the:
● Cookbook
● Communication plans
● Training/help documents
● Success stories
● Opportunities for
experimentation
● Continual self assessments
● Retrospectives (Retros)

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Addressing the
common issues early

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My system is too complex for this!
● Monolithic / Esoteric
Applications
○ Is it time to re-arch?
○ Time to strangle the
monolith?
● Many teams support one
application
○ Continuous
communication
○ Removing blockers

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Our process is too complex
● CAB meetings
● PMO
● Matrix organization
● Security Overview
● Budgets
● QA
● Code Reviews
● Code Scans
Automate! Automate! Automate!

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Our Culture doesn’t Support this
● Command Control
● Role of a Manager
● Fear of losing my job
Lead by example.
Everything is an opportunity to
learn and grow and support the
company in a new way

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● Shift from a command and control environment to Trust and Empowerment
● Treat your stars fairly
● Hire for enthusiasm in addition to skills.
● Ranking people based upon team metrics and on how others in a team view
the individual.
● Provide your people with continuous feedback.
● Provide training and coach on the practices you choose to embrace.
● Celebrate and recognize success publicly and immediately.
● Transparency and Communication are top priorities
● Improve the tech that you find becomes impediments to the teams. Use
TDD, CI/CD tools, automate testing, DDD architectures
● Leaders must demonstrate the changes they want others to embrace.
● Middle manager role may will change
● DO WHAT WORKS!
13 steps to maximize Results:

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Repeat What Works
Change What Doesn’t

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Q & A