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Project Management at Cisco Ben Rus TIM 101 Seminar – Fall 2014

10/30/14

An Agile Transformation Journey

berus@cisco.com •  Scrum Master – Cisco, 2009 – present

§ Working with multiple scrum teams in Smart Services Portfolio § Agile Transformation Lead for Cisco Services Technology Group § Scrum Trainer/Coach

•  B.S. Information Systems Management, UCSC, 2009 § Focus on Software Development and Network Administration § Former Member of ISMA

Ben Rus

•  About Cisco

•  Cisco Services Technology Group

•  Project Management

•  Agile @ Cisco

•  Project Management As A Career

•  Q & A

Cisco Past, Present and Future

Two Cables and a Desire to Connect

Intelligent Connections at the Heart of Cisco

Intelligent Connections

Internet of Everything

Digitize the World Connecting: •  People •  Process •  Data •  Things

Connectivity Digitize Access to Information

•  Email •  Web Browser •  Search

Immersive Experiences

Digitize Interactions (Business & Social) •  Social •  Mobility •  Cloud •  Video

Networked Economy

Digitize Business Process •  E-commerce •  Digital Supply Chain •  Collaboration

The Internet of Everything

FY13 Financials

Cash on Hand: $47B+

Revenue: $48.6B,

6% Y-Y Growth

Product Revenue:

$38B

Services Revenue: $10.6B

Cisco’s R&D Commitment We Build the Solutions You Need to Succeed

*Percent of FY13 Revenue Source: IBM: Booz Allen Report, Intel: Booz Allen Report, HP: 10-K

$5.9B in R&D spend 12% of FY13 revenue 17,000+ patents 170 labs around the world 28,000 engineers

IBM: 6 %* Intel: 19%* HP: 3%*

Build – Buy – Partner – Integrate

culture employees …are our competitive advantage

74K+ employees

165+ countries

380+ offices

17% other

39% engineering 20%

services

24% sales

Core Mobility

Core Security Collaboration

Datacenter and Virtualization Video

Acquisitions: An Extension of Cisco’s Innovation Engine

Nearly 170 Across Architectures

Market Leadership Matters

No. 1 Voice

35%

No. 1 TelePresence

44%

No. 1 Web

Conferencing 41%

No. 1 Wireless LAN

50%

No. 2 x86 Blade Servers

26%

No. 1 Routing Edge/Core/

Access

51%

No. 1 Security

32%

No. 1 Switching Modular/Fixed

66%

No. 2 Storage Area

Networks 41%

Q1CY14

Leading for Nearly 30 Years

WellFleet

SynOptics

3Com

ACC

DEC

Proteon

IBM

Bay Networks

Newbridge

Cabletron

Ascend

Fore

Xylan

3Com Nortel

Ericsson

Alcatel

Juniper Lucent

Siemens

NEC Foundry

Redback

Riverstone

Extreme Arista

Avaya

Juniper

Huawei

Aruba

Brocade

Checkpoint

Fortinet

ShoreTel

Polycom

Microsoft

Riverbed

Dell

Internet of Everything

1990 – 1995 1996 – 2000 2001 – 2007 2008 – Today 2015

§  Services generates over 20% of Cisco’s revenue §  CSTG is a primary Engineering arm within Services §  ~2000 people across:

§  6 Major Sites: San Jose, Austin, RTP, Bangalore, Chennai, Pune

§  4 Primary Functions: Engineering, Support, Operations, Leadership

§  ~80 active projects §  18 months into Agile Transformation Journey

§  18 open positions today: http://cs.co/CSTGjobs

Cisco Services Technology Group (CSTG)

What is a Project?

•  A project is defined as a temporary endeavor with a beginning and an end that is undertaken to create a unique product, service, or result.

•  There are typically 3 main constraints for any given project

§ Scope: Refers to the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.

§ Time: Refers to the amount of time available to complete a project

§ Resources: Refers to the budgeted amount available for the project.

•  Quality is often considered the 4th constraint

•  Note: These constraints are typically referred to as the Project Management Triangle where each side represents a constraint. One constraint cannot be changed without affecting the others.

What is Project Management?

•  Project management is a set of principles, practices, and techniques applied to drive projects from start to finish while coordinating the project's resources and controlling the risks and constraints.

•  Two main methodologies: • Waterfall (Linear) • Agile (Iterative)

•  Project Management Body of Knowledge (PMBOK) 4th Edition, Project Management Institute

Waterfall Process: Linear & Sequential

Source: Cisco Product Development Methodology (CPDM)

Concept Commit Execute

Commit

General Availability

Conceptualization Planning

Development Validation

Execution

End of Life (EOL)

Deployment Maintenance

Typical Waterfall Roles (PM)

Product Manager Project Manager Program Manager •  Micro-Level Manager

•  Responsible for managing and monitoring the day to day activities of project team from start to finish

•  Accountable for success or failure of a project

•  Macro-Level Manager

•  Responsible for managing a collection of projects that form a program

•  Set overall direction for teams and future projects they will work on

•  Work with end users/ customers to define detailed requirements

•  Responsible for ensuring that the product meets the specifications

§  Plan Driven §  Fixed scope, variable resources and

time §  Concept through Deployment

phases can take years §  Any delays directly impact project

schedule §  Minimal feedback loops §  Change is disruptive §  Slow learning

The Waterfall Process

F35 Project Delayed By Software Problems

§  $143 Billion over budget

§  At least another year late

§  The cost of the Navy's F35C grew from $273 million in 2014 to a wallet-busting $337 million by 2015.

Example Waterfall Project

Source: Jeff Sutherland: Disruptive Leadership with Scrum, 10/6/14 talk at Cisco

§  Only 35% of projects are successful – On time, on budget, with requested features

§  19% of projects are outright failures

§  64% of features are never even used by the customer

The Industry Today

Source: The Standish Group: Chaos Report, 2007

Time To Try Something Different!

Waterfall Process: Linear & Sequential

Source: Cisco Product Development Methodology (CPDM)

Concept Commit Execute

Commit

General Availability

Conceptualization Planning

Development Validation

Execution

End of Life (EOL)

Deployment Maintenance

Agile (Iterative) Development Process

Itera&on 3 Itera&on 4 Itera&on 5 Itera&on n Itera&on 1 Itera&on 2

Agile (Iterative) Development Process

Target System

Itera&on 3 Itera&on 4 Itera&on 5 Itera&on n

release 1 release n

Incremental delivery in time-boxed iterations

Itera&on 1 Itera&on 2

Iteration Mechanics (Scrum)

Product Backlog

Itera&on Backlog

Itera&on 2 Weeks

Daily Mee&ng

Product Increment

ü  Planning ü  Analysis ü  Design ü  Development ü  Validation ü  Deployment ü  Feedback

Individuals and Interactions over Processes and Tools Working Product over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

That is, while there is value in the items on

the right, we value the items on the left more.

www.agilemanifesto.org

Agile Manifesto Values

§  Small teams: 5-9 people §  Collocated

§  Cross functional

§  Capable of delivering product increment in 2 weeks

§  Self managed

The Scrum Team

Scrum Brings Two Key New Roles…

Scrum Master: §  Key facilitator for the team

§  Removes impediments

§  Supports values & practices

§  Servant leader

§  Not a decision maker

Product Owner: §  Defines, prioritizes and maintains

the backlog

§  Owns the product vision and roadmap

§  Represents (or is) the customer/ client

§  Managers no longer command and control –> coach and empower §  Team members share knowledge and collaborate to deliver results

§  Product Managers communicate with customers in different ways

§  Project Managers not needed

§  Program Managers coordinate multiple scrum teams across a product

…And Changes Many Others

§  Plan Driven §  Fixed scope, variable resources and

time §  Concept through Deployment

phases can take years §  Any delays directly impact project

schedule §  Minimal feedback loops §  Change is disruptive §  Slow learning

The Waterfall Process

§  Value driven §  Fixed time and resources,

variable scope

§  Short Cycles

§  Eliminates waste

§  Emphasis on frequent feedback

§  Embraces change

§  Inspect and adapt

The Agile Process

§  Reduced time-to-market §  Increased quality

§  Reduced waste

§  Better predictability

§  Better morale

§  Higher productivity

§  Enables competitive advantage

§  Fuels innovation

Why Agile?

World’s Best Stealth Fighter is not Made in America

•  Saab JAS 39E Gripen

•  All systems radically improved, cheaper than previous version

•  Cost $43M (80% less than F35)

•  Just won in Brazil, may beat F35 in Denmark

•  Agile development using Scrum

Bill Sweetman, Aviation Week

Source: Jeff Sutherland: Disruptive Leadership with Scrum, 10/6/14 talk at Cisco

The tide is turning

Dr. Dobb’s Journal, Scott Ambler Agile Adoption Survey, 2007

69%

•  69% of companies have at least one agile project

Scrum Is Mainstream

Typical Agile Transformation Journey

Being Agile High Performing Teams

Year 1 Year 2 Year 3

Doing Agile

CSTG

This is the hardest part: •  Organizational structures and constraints come into play •  Cultural and mindset changes are challenging •  High impact on business and operations

Sample CSTG Project: 2.5 Years into the Journey

117

207

325

184

344 $1.9 $1.7 $1.5

$1.0

$0.6

0 50 100 150 200 250 300 350 400

$0.0 $0.2 $0.4 $0.6 $0.8 $1.0 $1.2 $1.4 $1.6 $1.8 $2.0

M ay

-1 2

Ju l-1

S ep

-1 2

N ov

-1 2

Ja n-

M ar

-1 3

M ay

-1 3

Ju l-1

S ep

-1 3

N ov

-1 3

Ja n-

M ar

-1 4

M ay

-1 4

Ju l-1

S ep

-1 4

N ov

-1 4

Fe at

ur es

M ill

io ns

Operating Cost

Feature Delivery

CSTG Results So Far

Project Management Industries & Fields

•  Product Development

•  Construction

•  Engineering

•  Quality Assurance

•  Industrial Design

•  High-Tech

•  Manufacturing

•  Visual Design

•  Pharmaceutical

•  Process Automation

§  On Planning/Review Days: §  Facilitate Iteration Planning

session §  Facilitate Iteration Demo §  Facilitate Iteration

Retrospective

…Prepare for and carry out this full day activity

Day in the life of a Scrum Master

§  On Non-Planning Days: §  Facilitate Daily Scrum §  Work with Product Owner to

maintain and groom the backlog §  Manage and resolve obstacles for

the team §  Participate in Scrum of Scrums

…Be present with the team

Traits of a Scrum Master

§  Responsible §  Humble

§  Collaborative

§  Influential

§  Knowledgeable

§  Good listener

§  On good terms with team members and stakeholders

Certifications (Waterfall)

CAPM PMI-RMP PMI-SP

Name Certified Associate in Project Management PMI – Risk Management Professional

PMI – Scheduling Professional

Project Management Professional

Offered By

Education Associated Degree Bachelors Bachelors Bachelors

Work Experience 1500 Hrs 3000 Hrs 3500 Hrs 4500 Hrs + 3 Yrs

Source: Project Management Institute (PMI)

Certifications (Agile)

Name Certified Scrum Master Certified Scrum Product Owner Certified Scrum

Professional Certified Scrum Coach

Offered By

Work Experience Minimal Minimal 2000 Hrs “Scrum Expert”

Certification Process

2-day Class, Pass Exam

2-day Class, Pass Exam Pass Exam

3 year interactive application

Source: scrumalliance.org

Champion Forum_2014-07-21_v03.pptx

Overlap between grades allows transition between paths for individuals with appropriate profiles

Sr. Mgr Sr. Dir GM SVP VP Dir

Eng I PE DE Eng II Fellow Eng III Sr. Eng TL

ScrumMaster Ia/Ib

ScrumMaster II

Senior ScrumMaster

Coach

Dir. Coach

Mgr

Careers can begin on ScrumMaster or development path

Individuals either devote their careers to an agile leadership role as ScrumMaster or shift focus to

agile management or agile development

Cisco Scrum Master Career Path

Tips to get into the field

•  Internships – Great way to get exposure and business experience § UCSC NMO Lab § Most companies have internship programs

•  Education: § Product development process § Software development concept

•  Stay up on industry trends § Books § Blogs § News articles § Webinars/Seminars

•  Participate in local chapters of organizations e.g. PMI, SV ALN, Meetups

Thank you.