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Ralph Jocham, Effective Agile | Agile Turkey Summit 2013
 

Ralph Jocham, Effective Agile | Agile Turkey Summit 2013

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Agile Portfolio Based Release Trains ...

Agile Portfolio Based Release Trains

We all know that Agile works great for small dedicated projects. However, only a small part of projects do fit that profile, especially in larger corporate environments. In those environments, you typically will need to add features and fixes to recently launched products, provide maintenance and support for older products until they reach their end of life and last, initiate and release new projects. This challenge has to be solved by any successful enterprise. The ‘Responding to Change over following a Plan’ thinking of the Agile Manifesto seems to contradict such an environment where big planning upfront seems to be mandatory. What a false truism! Agile is the perfect tool to combine those different types of work into regular cohesive but flexible releases.

This talk will show how a Scrum implementation based on release trains and agile portfolio management is an effective solution to a very common large enterprise problem.

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    Ralph Jocham, Effective Agile | Agile Turkey Summit 2013 Ralph Jocham, Effective Agile | Agile Turkey Summit 2013 Presentation Transcript

    • Agile Portfolio based Release Trains Ralph Jocham effective agile. ralph.jocham@effectiveagile.com
    • Ralph Jocham •  •  •  •  •  •  •  •  Started as programmer; discovered process as a problem early on First Unified Process with UML Agile since 2000 with XP Scrum in 2003 Oracle, LinkedIn, Roche, Google, The Gap, Swisscom, Texas Instruments, Siemens Medical, ThoughtWorks, JPMorganChase Did come around, different cultures and domains Founder of effective agile. Trainer with
    • 1 Product Easy 1 Project 1 Scrum Team 26-­‐Sep-­‐13   effective agile. 3
    • OK 1 Product 1 Project n Scrum Teams 26-­‐Sep-­‐13   effective agile. 4
    • n Products n Projects ? 26-­‐Sep-­‐13   n Scrum Teams effective agile. 5
    • Work is organized by activity Plan è è 26-­‐Sep-­‐13   Analyze Design Code Test Big Batches Release Major Releases effective agile. 6
    • Phases and FTE/Multitasking Number of emergency projects that must start reduces leads to Number of new projects that start reduces Number of active projects leads to perpetuates reduces leads to Ease of managing the portfolio Number of completed projects leads to leads to Ability of people to finish projects quickly Competition for people’s time reduces (source:  Johanna  Rothman)   26-­‐Sep-­‐13   effective agile. 7
    • 100%   50%   40%   Planning   Analysis   Design   Design   Dev   TesBng   Dev   Release   Planning   Release   TesBng   Major  Release   Release   Analysis   Design   Dev   Dev   TesBng   Release   Major  Release   100%   Planning   Analysis   Design   Dev   TesBng   Release   Major  Release   Planning   Analysis   Design   Dev   TesBng   Release   (Source:  Gerald  Weinberg,  Quality  SoNware  Management:  Systems  Thinking)   26-­‐Sep-­‐13   effective agile. Major  Release   V1  ©  2012  Ralph  Jocham   effective agile. www.effectiveagile.com
    • n Products n Projects ? 26-­‐Sep-­‐13   n Scrum Teams effective agile. 9
    • Scrum is Fractal 26-­‐Sep-­‐13   effective agile. 10
    • We can apply the same principles of the micro at macro level … Strategy Portfolio Product Portfolio Backlog Prioritize Release Sprint Daily 26-­‐Sep-­‐13   Prioritize effective agile. Product Backlog 11
    • We can apply the same principles of the micro at macro level … Strategy Portfolio Product Portfolio Backlog Prioritize Release Sprint Daily 26-­‐Sep-­‐13   Prioritize effective agile. Product Backlog 12
    • Is this enough? 26-­‐Sep-­‐13   effective agile. 13
    • Three primary release strategies Lots of changes, happen infrequently, freezes other work, relatively stale functionality, high customer absorption costs. Major Minor Minor Minor Minor Functional Lots of broad changes, happen more frequently, often not cohesive, often bug fixes instead of new functionality. Individual pieces of functionality, happen often, most important piece of functionality at the time, relatively low customer absorption costs. (source: ADM) 26-­‐Sep-­‐13   effective agile. 14
    • Prioritized Portfolio with Functional Releases 26-­‐Sep-­‐13   effective agile. 15
    • Two problems to solve How can we do this? What does this mean for our requirements? 26-­‐Sep-­‐13   effective agile. 16
    • Classic approach External Release Release Docs PRD SRS Dev Drop 1 to QA Drop 2 to QA System test and bug fix Test Drop 1 MRD Test Drop 2 Ports, Certs (source: Dean Leffingwell) 26-­‐Sep-­‐13   effective agile. 17
    • Wanted approach Start External Release Release Docs Sprint Sprint Sprint Harden Sprint Sprint Sprint Ports, Certs (source: Dean Leffingwell) Target External Release External Release Release Docs Release Docs Sprint Sprint Sprint Sprint Sprint Ports, Certs 26-­‐Sep-­‐13   Harden effective agile. Sprint Sprint Sprint Ports, Certs 18
    • How can we do this 1.  More Frequent releases – at least four per calendar year External Release 2.  Develop a cadence for the releases 3.  Automate the build and deploy process Sprint Sprint Sprint Sprint 4.  Enforce a prudent Definition of Done 5.  Reduce the cycle time continuously Release Docs Ports, Certs à Release Train Release  4   26-­‐Sep-­‐13   Release  3   Release  2   effective agile. Release  1   19
    • What does this mean for our requirements 1.  We  need  features  for  every  release  train   2.  Break  down  the  projects  into  the  contained  features   3.  Reduce  the  feature  granularity   4.  Assign  right  sized  work  to  Dev  Teams  (not  resources  to  problems)   à No more Projects 26-­‐Sep-­‐13   effective agile. 20
    • $ $ F5 F6 Project 1 $ $ F3 $ F5 F4 $ $ F2 $ F5 F4 F5 $ F4 $ $ F2 F5 $ F3 F1 $ Project 3 $ $ F3 F4 $ F3 $ $ F1 $ Project 2 F1 $ $ $ F5 F2 F3 $ F1 $ $ F6 F2 $ F1 $ F3 $ $ $ F1 F4 F4 priorising by business value and capacity = project Project F4 = feature of project $ = predicted ROI of feature Software Development Black Box capacity is 4 features per release F2 26-­‐Sep-­‐13   Release 3 F1 F3 F1 Release 4 F3 F5 F4 F4 Release 2 effective agile. Release 1 Release Train 1 per month 21
    • Strategic Release n+1 Team B Team Backlogs Team Scrum Teams are cross-functional Teams (Dev, Test, BA, QA, …) Team A Release n Scrum Teams Product Owner, Scrum Master, Dev Team Team B Tactic/Strategic Understood Requirements (Features) Tactical Release Management Team C Team C Product Management High-Level Requirements (Epics) Release Executable Requirements (User Stories) Team A Program Area PO Portfolio Backlog Portfolio Management Program Backlog Portfolio Steering Board / PMO Sprint n Sprint n+1 ConBnuous  IntegraBon  /  Deployment   effective agile.
    • Strategic Release n+1 Team B Team Backlogs Team Scrum Teams are cross-functional Teams (Dev, Test, BA, QA, …) Team A Release n Scrum Teams Product Owner, Scrum Master, Dev Team Team B Tactic/Strategic Understood Requirements (Features) Tactical Release Management Team C Team C Product Management High-Level Requirements (Epics) Release Executable Requirements (User Stories) Team A Program Area PO Portfolio Backlog Portfolio Management Program Backlog Portfolio Steering Board / PMO Sprint n Sprint n+1 ConBnuous  IntegraBon  /  Deployment   effective agile.
    • Team C Tactical Release n+1 Team B Team Backlogs Team Scrum Teams are cross-functional Teams (Dev, Test, BA, QA, …) Team A Release n Scrum Teams Product Owner, Scrum Master, Dev Team Team B Tactic/Strategic Understood Requirements (Features) Release Executable Requirements (User Stories) Team A Release Management Team C Sprint n Integration Scrum Product Management Program Backlog Program Area PO effective agile. Sprint n+1
    • Tactical Team C Team B Executable Requirements (User Stories) Team A Release Sprint n Integration Scrum Scrum Teams are cross-functional Teams (Dev, Test, BA, QA, …) Life Cycle Product Owner, Scrum Master, Dev Team Team Backlogs Team Scrum Teams effective agile. Sprint n+1 Release Train
    • 100%   50%   40%   Planning   Analysis   Design   Design   Dev   TesBng   Dev   Release   Planning   Release   TesBng   Major  Release   Release   Analysis   Design   Dev   Dev   TesBng   Release   Major  Release   100%   Planning   Analysis   Design   Dev   TesBng   Release   Major  Release   Planning   Analysis   Design   Point  Release   V1   Dev   TesBng   Release   Point  Release   V1.5   Point  Release   V4.2   Point   Release  V4   FR   FR   FR   FR   FR   Major  Release   FR   FR   FR   FR   FR   FR   FR   FR   V1  ©  2012  Ralph  Jocham   effective agile. www.effectiveagile.com
    • Questions? Ralph Jocham effective agile.   26-­‐Sep-­‐13   www.effec*veagile.com   ralph.jocham@effecBveagile.com   @rjocham   effective agile. 27
    • References •  Manage  your  Project  Por_olio:  Increase  Your  Capacity  and  Finish  More   Projects,  Johanna  Rothman,  PragmaBc  Programmers,  2009   •  Scaling  SoNware  Agilty:  Best  PracBces  for  Large  Enterprises,  Dean  Leffingwell,   Addison-­‐Wesley,  2007   •  SoNware  in  30  Days:  How  Agile  Managers  Beat  the  Odds,  Delight  Their   Customers  and  Leave  the  CompeBtors  in  the  Dust,  Ken  Schwaber  &  Jeff   Sutherland,  Wiley,  2012   25-­‐Nov-­‐2011   effective agile. 28