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Be Agile, Scale up, Stay Lean and have more fun - Dean Leffingwell - Agile Israel 2014
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Be Agile, Scale up, Stay Lean and have more fun - Dean Leffingwell - Agile Israel 2014

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Dean leffingwell explains how to scale Agile priniciples in the opening Keynote to Agile Israel 2014.

Dean leffingwell explains how to scale Agile priniciples in the opening Keynote to Agile Israel 2014.

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  • 1. Be Agile. Scale Up. Stay Lean. And Have more Fun. with the Scaled Agile Framework®
  • 2. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Keeping Pace • We’ve had Moore’s Law for hardware and now software is eating the world • Our development practices haven’t kept pace. Agile shows the greatest promise, but was developed for small teams • We need a new approach that harnesses the power of Agile and Lean and applies to the needs of the largest software enterprises Our development methods must keep pace with an increasingly complex world driven by software 2
  • 3. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. We thought we’d be programming like this 3
  • 4. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. But sometimes it feels like this 4
  • 5. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Management Challenge If you can’t change the system, who can? “It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.” —W. Edwards Deming 5
  • 6. Be Agile
  • 7. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. A Stark Choice of Approaches 4 444 : Documents Documents Unverified Code Software 7
  • 8. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Accelerating Value Delivery Early value delivery accumulates and accumulates Time ValueDelivery 8
  • 9. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Makes Money Faster TIME VALUEDELIVERY 9
  • 10. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Delivers Better Fit for Purpose TIME Waterfall result Agile result Measure of waterfall customer dissatisfaction 10
  • 11. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Reduces Risk Risk Agile Waterfall Time Deadline ? 11
  • 12. Scale Up
  • 13. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scaling, Another Stark Choice You have a blank slate. Figure out what works for you. 13
  • 14. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Or Start with a Proven Framework A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale ScaledAgileFramework.com Synchronizes alignment, collaboration and delivery for large numbers of teams CORE VALUES 1. Program Execution 2. Alignment 3. Code Quality 4. Transparency 14
  • 15. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Some Thoughts on Agile Methods  Scrum – Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint.  Extreme Programming – Really great code from really great coders. We can scale great code. Extremely useful. Let’s Program with it.  Kanban – Clear thinking on flow, demand management and limiting wip. Let’s flow, limit WIP and manage demand with it.  But if these innovative methods don’t have the native constructs to address the view beyond the team − the systems view − shouldn’t we do something about that?  And, on behalf of millions of practitioners, working on really big systems in really big companies, and struggling badly with existing approaches, don’t we have an obligation to try? 15
  • 16. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 16
  • 17. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Thinking Provides the Tools We Need 17
  • 18. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Goal: Speed, Quality, Value The Goal  Sustainably shortest lead time  Best quality and value to people and society  Most customer delight, lowest cost, high morale, safety All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non-value added wastes. —Taiichi Ohno We need to figure out a way to deliver software so fast that our customers don’t have time to change their minds. —Mary Poppendieck Most software problems will exhibit themselves as a delay. —Al Shalloway 18
  • 19. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Respect for People  Your customer is whoever consumes your work  Don’t trouble them  Don't overload them  Don't make them wait  Don't impose wishful thinking  Don't force people to do wasteful work  Equip your teams with problem- solving tools  Form long-term relationships based on trust People  Develop individuals and teams; they build products  Empower teams to continuously improve  Build partnerships based on trust and mutual respect 19
  • 20. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Kaizen Become Relentless In:  Reflection  Continuous improvement as an enterprise value  A constant sense of danger  Small steady, improvements  Consider data carefully, implement change rapidly  Reflect at milestones to identify and improve shortcomings  Use tools like retrospectives, root cause analysis, and value stream mapping  Protect the knowledge base by developing stable personnel and careful succession systems 20
  • 21. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Product Development Flow Don Reinertsen Principles of Product Development Flow 1. Take an economic view 2. Actively manage queues 3. Understand and exploit variability 4. Reduce batch sizes 5. Apply WIP constraints 6. Control flow under uncertainty: cadence and synchronization 7. Get feedback as fast as possible 8. Decentralize control 21
  • 22. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Nothing Beats an Agile Team  Valuable, fully-tested software increments every two weeks  Empowered, self-organizing, self-managing cross-functional teams  Teams operate under program vision, architecture and user experience guidance  Scrum project management and XP-inspired technical practices  Value delivery via User Stories 22
  • 23. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. That Focuses on Code Quality You can’t scale crappy code Code Quality Provides o Higher quality products and services, customer satisfaction o Predictability and integrity of software development o Development scalability o Higher development velocity, system performance and business agility o Ability to innovate Agile Architecture Continuous Integration Test-First Refactoring Pair Work Collective Ownership 23
  • 24. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Systems Must be Managed “A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization.” —W. Edwards Deming Remember there are two systems at work here! 24
  • 25. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Program Level  Self-organizing, self-managing team-of-agile-teams  Working, system-level software at least every two weeks  Aligned to a common mission via a single backlog  Common sprint lengths and estimating  Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment  Value delivery via Features and Benefits 25
  • 26. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Develop on Cadence. Deliver on Demand. Development occurs on a fixed cadence. The business decides when value is released. Deliver on Demand Major Release Customer Upgrade Customer Preview Major Release New Feature Develop on Cadence PSI PSI PSI PSI PSI 26
  • 27. Stay Lean
  • 28. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scaling to the Portfolio “A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system.” —W. Edwards Deming 28
  • 29. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Portfolio  Centralized strategy, decentralized execution  Lean budgeting at the Program level  Kanban systems provide portfolio visibility and WIP limits  Enterprise architecture is a first class citizen  Objective metrics support governance and kaizen  Value delivery via Business and Architectural Epics 29
  • 30. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agile Program Portfolio Management Fulfills its responsibilities while enabling lean and agile practices for better business results 4. Decentralized, rolling-wave planning 5. Agile estimating and planning 6. Self-managing Agile Release Trains 1. Decentralized decision-making 2. Demand management; continuous value flow 3. Lightweight epic business cases 7. Objective, fact-based measures and milestones 30
  • 31. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. On “Managing” Knowledge Workers Workers are knowledge workers if they know more about the work they perform than their bosses. —Peter Drucker • Workers themselves are best placed to make decisions about how to perform their work. • To effectively lead, the workers must be heard and respected. • Knowledge workers have to manage themselves. They have to have autonomy. • Continuing innovation has to be part of their work, the task, and the responsibility of knowledge workers. 31
  • 32. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Foundation: Leadership  Management is trained in lean thinking  Bases decisions on this long term philosophy 1. Take a Systems View 2. Embrace the Agile Manifesto 3. Implement Product Development Flow 4. Unlock the Intrinsic Potential of Knowledge Workers 32
  • 33. Winning is More Fun
  • 34. Better Quality is More Fun  44% decrease in post release defects  76%+ decrease in time to respond to customer request  “greatest thing Mitchell has done in my 14 years here”
  • 35. More Engaging Work Environments  Average delivery cycle time down from 12 month to 3 months  6X increase in delivery frequency  50% cost to deliver reduction  95% decrease in product defects  100% projects delivered on time and on budget  Happy project sponsors  Happy teams
  • 36. Faster Time to Market with Higher Quality  Field issue resolution time: down 42%  Warranty Expense: down 50%  Time to production: down 20%  Time to market: 20% faster  Employee engagement: Up 9.8%
  • 37. Knowing Why is More Fun  Substantially improved communication with peer teams, program stakeholders, and domain and technical experts  Teams were able to commit to a realistic plan  Better alignment to the key program priorities  Teams understand “why are we doing this important work”
  • 38. Next Steps
  • 39. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Conclusion The foundation of Lean is LEADERSHIP The foundation of SAFe is YOU 39
  • 40. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Educate and Launch  Browse the framework  Read the book  Build your expertise with training and certification  Accelerate value delivery with your first Agile Release Train  Get help from the experts at ScaledAgile.com and ScaledAgilePartners.com  Join the community at community.ScaledAgile.com Become a SAFe Lean-Agile Leader Launch Agile Release Trains Leverage the Community 40
  • 41. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 41
  • 42. A Look Ahead 42
  • 43. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. GA: July 28, 2014, 204