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ONeill - SAFe for Agile India - February 26, 2014
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ONeill - SAFe for Agile India - February 26, 2014

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This presentation was given by Colin ONeill of Scaled Agile Inc. at the Agile India conference in Bangalore, February 26th, 2014.

This presentation was given by Colin ONeill of Scaled Agile Inc. at the Agile India conference in Bangalore, February 26th, 2014.

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    ONeill - SAFe for Agile India - February 26, 2014 ONeill - SAFe for Agile India - February 26, 2014 Document Transcript

    • 1 1© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. Scaled Agile Framework ® is a trademark of Leffingwell, LLC. Achieving Enterprise Agility with the Scaled Agile Framework...and Have Fun Doing It! Better Software Makes the World a Better Place Presented at Agile India February 26, 2014 V7.0 Colin O’Neill, President of Asia Pacific Operations colin.oneill@scaledagile.com 2© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Your Presenter - Colin O’Neill  Co-founder, Scaled Agile, Inc.  SAFe Principal Contributor and Thought Leader  Lean Value Stream Mapping enthusiast  Worked with some of the world’s largest companies including John Deere, Walmart, and Honeywell  Email: colin.oneill@scaledagile.com  Creator of SAFe  Founder/CEO Requisite, Inc. Makers of RequisitePro  Senior VP Rational Software Responsible for Rational Unified Process (RUP) & Promulgation of UML  Founder/CEO RELA, Inc. Colorado MEDtech  Co-founder, Scaled Agile, Inc.  SAFe Principal Contributor and Thought Leader  Worked with companies ranging from Lean startups to $35B global enterprises  Agile Center of Excellence and Agile Portfolio Management enthusiast  Email: drew.jemilo@scaledagile.com 3© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agenda Agility at Enterprise Scale Respect for People Product Develop ment Flow Kaizen Lean and SAFe SAFe Results 4© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agility at Enterprise Scale 5© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Setting the Stage  Our modern world runs on software. What doesn't now, likely will soon  The rate of change continues to rapidly increase  Our constituents are demanding better value for their tax dollars  But our prior development practices – waterfall, RAD, iterative and incremental – haven’t kept pace  Agile shows the greatest promise, but was developed for small team environments  We need a new approach – one that harnesses the power of Agile and Lean – and applies to the needs of the largest software enterprises Our methods must keep pace with an increasingly complex world 6© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. The Scaled Agile Framework (SAFe) The Scaled Agile Framework is a proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale Synchronizes alignment, collaboration, and delivery Well defined in books and on the web Scales successfully to large software organizations Provides consistent predictability to large software deliveries Core values: 1. Code Quality 2. Program Execution 3. Alignment 4. Transparency ® http://ScaledAgileFramework.com
    • 2 7© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 8© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agile Values – The Agile Manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: http://www.agilemanifesto.org That is, while there is value in the items on the right, we value the items on the left more.” 9© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agile Delivers Working Software Earlier 4 444 : Documents Documents Unverified Code Software 10© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agile Accelerates Value Delivery Products are built incrementally, providing fast feedback and exposing erroneous assumptions Time ValueDelivery 11© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agile Delivers Better Fit for Purpose waterfall plan, result Agile plan, result Waterfall customer dissatisfaction 12© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Smaller, More Frequent Releases  Smaller batches  Less work in process  Shorter release dates  Faster feedback  Releases defined by date, theme, planned feature set  Release date and quality are fixed  Scope is the variable
    • 3 13© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Agile Turns Development Upside-Down Waterfall Agile The plan creates cost/schedule estimates The vision creates feature estimates 14© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Nothing Beats an Agile Team  Empowered, self-organizing, self-managing cross- functional teams  Valuable, fully-tested software increments every two weeks  Scrum project management practices and XP-inspired technical practices  Teams operate under program vision, system, architecture and user experience guidance  Value delivery via User Stories 15© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Scale to the Program Common sprint lengths and estimating Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment Value Delivery via Features and Benefits Self-organizing, self-managing team-of-agile-teams Continuous value delivery Aligned to a common mission via a single backlog 16© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Scale to the Portfolio  Lean approaches to Strategy and Budgeting, Program Management, and Governance  Portfolio Vision gives the system an aim  Centralized strategy, decentralized execution  Kanban systems provide portfolio visibility and WIP limits  Objective metrics support governance and kaizen  Value delivery via Business and Architectural Epics 17© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Lean and SAFe 18© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Lean Thinking Provides the Tools We Need Respect for People Product Development Flow Kaizen
    • 4 19© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Goal: Speed, Value, Quality 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 moment the customer gives us an order to the point 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 Sustainably shortest lead time Respect for People Product Development Flow Kaizen 20© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 21© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Foundation: Leadership  Take responsibility for Lean|Agile success  Understand and teach Lean|Agile behaviors  Are trained in practices and tools of continuous improvement  Teach problem solving and corrective action  See with their own eyes. “No useful improvement was ever invented at a desk”  Develop people. People develop solutions. Respect for People Product Development Flow Kaizen LEADERSHIP:  Management must be trained in lean thinking  Bases decisions on this long term philosophy Lean Thinking Manager-Teachers 22© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 23© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Respect for People  Develop individuals and teams; they build products  Empower teams to continuously improve  Build partnerships based on trust and mutual respect  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 Respect for People Product Development Flow Kaizen People do all the work PEOPLE: 24© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved.
    • 5 25© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Kaizen  A constant sense of danger  Small, steady improvements  Consider all data carefully, then implement change rapidly  Reflect at key 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 “We can do better” Respect for People Product Development Flow Kaizen BECOME RELENTLESS IN:  Reflection  Continuous improvement as an enterprise value 26© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 27© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Lean and Product Development Flow Todays’ development processes typically deliver information asynchronously in large batches. Flow-based processes deliver information in a regular cadence of small batches. - Don Reinertsen 28© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 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 Reinertsen, Don. Principles of Product Development Flow Respect for People Product Development Flow Kaizen Principles 29© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #1 – Take an Economic View Base your decisions on economics  Develop an economic framework for decision making  Empower local decision making  Do not consider money already spent  Understand the full value chain  Sequence jobs for maximum benefit  If you only quantify one thing, quantify the cost of delay Lead Time Cost Value Development Expense Risk Reinertsen, Don. Principles of Product Development Flow Understanding economics requires understanding of the interaction amongst multiple variables 30© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved.
    • 6 31© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #2 – Actively Manage Queues  Understand Little’s Law (Avg wait time = avg queue length / avg processing rate)  Faster processing time decreases wait  Control wait times by controlling queue lengths Reinertsen, Don. Principles of Product Development Flow Email from a client service organization: “Thank you for contacting us. We are experiencing increased volumes and apologize in advance for the delay. Our goal is to contact you within...” 32© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 33© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #3 – Understand and Exploit Variability Risk-taking is central to value creation  You cannot add value without adding variability  Development variability can increase economic value  Buffers trade money and time for variability reduction  Schedule buffers convert uncertain earliness to certain lateness  Planning and requirements forecasting are exponentially easier in short-term horizons. By investing relatively more in beneficial areas and abandoning wasteful ones, the enterprise maximizes economic benefit Reinertsen, Don. Principles of Product Development Flow E P I C E P I C  VALUE 34© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 35© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #4 – Reduce Batch Size Small batches go through the system faster, with lower variability  Large batch sizes increase variability  High utilization increases variability  Severe project slippage is the most likely result Reduces cycle time; faster feedback Decreases variability and risk Most important batch is the transport (handoff) batch Proximity (co-location) enables small batch size Good infrastructure enables small batches Fig. Source: Poppendieck. Implementing Lean Software Development Reinertsen, Don. Principles of Product Development Flow 36© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved.
    • 7 37© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #5 – Apply WIP Constraints WIP constraints force capacity matching, increases flow When WIP and utilization become too high, you will see a sudden and catastrophic reduction in throughput! Apply WIP constraints Force capacity matching Accelerate delivery Timebox Prevent uncontrolled expansion of work Make waiting times predictable Purge lower value projects when WIP is too high Increase efficiency and throughput of remaining work Constrain local WIP pools Constrain global WIP pools Make WIP continuously visible 1) Understand 2) take action Reinertsen, Don. Principles of Product Development Flow 38© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 39© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #6 – Control Flow Under Uncertainty Transforms unpredictable events into predictable events Delivering on cadence requires scope or capacity margin Makes waiting times predictable – If you can’t predict delivery, existing programs become “feature magnets” Helps manage load by limiting available time Synchronization causes multiple events to happen at the same time Synch events facilitate cross functional tradeoffs of people, resources and scope Periodic resynchronization limits variance to a single time interval Regular, system wide integration provides higher fidelity tests and objective solution assessment Reinertsen, Don. Principles of Product Development Flow Cadence and Synchronization are useful Lean tools 40© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 41© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #7 – Get Feedback As Fast As Possible  Truncates unsuccessful paths quickly, reducing the cost of failure in risk taking  Improves the efficiency of learning by reducing the time between cause and effect  Facilitated by small batch sizes  Requires increased investment in development environment to extract smaller signals  Local feedback loops are inherently faster than global feedback loops; assists decision making Fast feedback manages risk and facilitates innovation Reinertsen, Don. Principles of Product Development Flow 42© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved.
    • 8 43© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. #8 – Decentralize Control  Centralize control for decisions that: – Are infrequent – Can be applied globally; have significant economies of scale  Decentralize control for all others: – Time critical – Local decisions have better local information Inefficiency of decentralization costs less than the value of faster response time  Control the economic logic behind a decision – Set the framework, empower others to make the decisions Reinertsen, Don. Principles of Product Development Flow Use centralized and decentralized control where appropriate 44© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. 45© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. SAFe Results 46© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. SAFe Business Results Average 30-50% faster to market Substantial increase in employee engagement 50% less defects into production Average 20-50% increase in productivity 47© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. SAFe Case Studies See www.ScaledAgileFramework.com/Case-Studies 48© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved.
    • 9 49© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Next Steps  Do your homework  Browse the framework  Read the books  Build your expertise with training and certification  Accelerate value delivery with your first Agile Release Train  Get help from the experts  Join the community Become a Lean Thinking Manager-Teacher Launch Agile Release Trains Leverage the Community 50© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Suggested Readings  Reinertsen, Don. 2009. The Principles of Product Development Flow: Second Generation Lean Product Development.  The SAFe Way to Lean Software Development http://scaledagileframework.com/the-safe-way-to-lean- software-development/  Leffingwell, Dean. 2011. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise.  Kim, Gene, Behr, Kevin, Spafford, George. 2013. The Phoenix Project. A Novel about IT, DevOps, and Helping Your Business Win. 51© 2008 - 2014 Scaled Agile, Inc. and Leffingwell,LLC. All rights reserved. Questions?