TriAgile

Raleigh NC April 5, 2018

Agile@Duke Energy Changing Culture and

Mindsets

Case Study

Our purpose

Power the lives of our customers and the vitality of our communities.

www.duke-energy.com

Corporate IT

• Agile Coach – Instructor Duke Energy

• 8 Years Agile Experience

•20 Years IT Application Development

Yolande Sumner

Drew Boyer

Agile Coach and Trainer

20 Years IT experience / ~8 in Agile

Husband to an awesome wife and father to two amazing children

LOVE Music!!!

3

Shu Ha RI

Student Master Apprentice

Agile Experience Level

Facts About Duke Energy

150 + years of service

7.5 million electric customers

1.6 million natural gas customers

Dividend for 92 consecutive years

100 Best Corporate Citizens by Corporate Responsibility magazine

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Regulated Utilities

7 states: North Carolina, South Carolina, Florida, Indiana, Ohio, Kentucky, Tennessee

50,000 MW of owned generation capacity

Renewable and energy efficiency programs

Commercial Portfolio

Duke Energy Renewables

More than 2.9 GW of wind and solar projects operating in 14 states

Significant pipeline of development projects

Since 2007, invested more than $3 billion to grow wind and solar business

7 7

Case Study Conversation

Our Agile journey and transformation

Scaling across the enterprise

Impediments to our transformation

Duke Energy Agile Leaders Board Q&A

Agile Capability Center

The Agile Capability Center guides, serves, leads, and supports Duke’s Agile Transformation through coaching, education and helping solve problems

Our Agile Journey & Transformation

Agile Training Impact

130+ Agile Teams

3,000 people Scrum

130 CSPOs

200 CSMs SAFe

107 SA Certified

52 SP Certified

Pilot Project

3 teams

COP Building a Community

130+ teams ACC Coach

Trainer Team

35 teams Agile Capability Center

10 teams

Organizational

Agility

Forming

Storming

Norming

Performing

Timeline

November

2015

April

2016

June

2016

March

2018

Per

form

ance

Progression to Organizational Agility

The Agile Mindset is …

Four values

12 principles

Set of principles in which requirements and solutions evolve through collaboration among self-organizing, cross-functional teams

Values

and

Principles

Social

Practices

Technology

Practices Management

Practices

Dot Voting to Identify Challenges

Most Challenging Principles

In your organization, which Agile

principles are the hardest to follow?

Question

Agile Mindset Grounded by 12 Principles

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Scaling Across the Enterprise

Values

and

Principles

Social

Practices

Technology

Practices Management

Practices

Social Practices

Working Agreements

Definition of Ready

Definition of Done

Scrum

Kanban

SAFe

Scrum of Scrums

Test Automation Pilot

Organizational

Agility

TDD BDD Unit

Timeline

Tes

tin

g M

atu

rity

Manual Testing

Auto Deploy

Automated Functional Testing

Auto Deploy to Testing

Auto Acceptance Testing

Values

and

Principles

Social

Practices

Technology

Practices Management

Practices

Technology Practices (DevOps)

Emphasis on Servant Leadership

Empowerment

Outcomes based focus

Product vs Project

Agile journey Values

and

Principles

Social

Practices

Technology

Practices Management

Practices

Management Practices

Agile Mindset and Digital Transformation

A case study of paperless transformation via our Idea Lab

Small dedicated XP teams

Quick prototyping for new web or mobile apps

5-day sprint

Flight Deck Operations Video

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Evolving to Scale

Chris Heck – CIO

First Release train for Grid Modernization

10 Agile Teams

What scaling patterns have you

seen work or fail? E.g., DAD, LESS, Scrum of Scrums, SAFe, RAGE, DSDM

Question

Impediments to Agile Transformation

Impediments to Agile Transformation

Dedicated Teams It is not just IT

Impediments to Agile Transformation

Business

Involvement

Dedicated

Product Owner

PRODUCT OWNER

*represents business within

the team

TEAM

SCRUM MASTER

Vision

Facilitation

Agile Team

Develop, Build, Test

Impediments to Agile Transformation

Right

Mindset

Traditional

Bureaucratic

Approaches

What are the impediments in

your journey to an Agile

mindset?

Question

Duke Energy Leaders Panel Q & A

Dana Rideout Mike Brown

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Building a smarter energy future