1© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
© 2008 - 2013 Scaled Agile, Inc. and Leffingw...
2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Introductions
 CEO of Scaled Agile and SAFe
...
3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agenda
 We Live in a Complex World
 About t...
4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
We Live in a Complex
World
5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
WHAT DOES
SOFTWARE
DEVELOPMENT
COMPLEXITY
MEA...
6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Keeping Pace
 Our modern world runs on softw...
7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Aspects of Complexity
1. Too Many In-Flight P...
8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
About the Scaled Agile
Framework
9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Scaled Agile Framework (SAFe)
The Scaled ...
10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
First, Some Thoughts on Agile Methods
 Scru...
11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Roots of the Scaled Agile Framework
Lean Thi...
12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Teams
 Empowered, self-organizing, se...
14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level
 Common sprint l...
15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio
 Centralized strateg...
16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
What’s Behind the Framework?
17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Thinking Provides the Tools We Need
Res...
18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Product Development Flow
1. Take an economic...
19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Complexity: Aspect #1 –
Too Many In-Flight
P...
20© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Portfolio Kanban System
The Portfolio Ka...
21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Agile Release Train
The Agile Release Tr...
22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Agile Release Train
 A virtual organiza...
23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Complexity: Aspect #2 –
Unaligned Organizati...
24© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Alignment
Alignment, from Portfolio to Progr...
25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Release Planning
 Two days every 8-12 weeks...
26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Complexity: Aspect #3 –
Thousands
of Practit...
27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
How Big Can Agile Release Trains Be?
Effecti...
28© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Self-organized ARTs in the Portfolio
Kanban
...
29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Complexity: Aspect #4 –
Distributed Teams
30© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Distributed development
 Joint ceremonies
–...
31© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Distributed PSI Planning
Used by permission ...
32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Complexity: Aspect #5 –
Millions of Lines of...
33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Code Quality
You can’t scale crappy code
Agi...
34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Program Composition
 Feature orientation fo...
35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Complexity: Aspect #6 –
Chaotic Architecture...
36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Intentional Architecture and Emergent Design...
37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Design Simplicity
Design simplicity enables ...
38© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Business Results
39© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Success Stories
http://scaledagileframework....
40© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Business Results
 Field Issue resolution ti...
41© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Business Results
 Productivity has increase...
42© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
SAFe Delivers Business Results
Agile teams
a...
43© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Questions?
Special offer
for Agile New Engla...
Upcoming SlideShare
Loading in...5
×

Addressing Enterprise Complexity with the Scaled Agile Framework ®

1,640

Published on

Our modern world runs on software. In order to keep pace, we practitioners must build increasingly complex and sophisticated software systems. Doing so requires larger teams and continuously rethinking the methods and practices – part art, science, engineering, mathematics, social science – that we use to organize and manage these important activities. The Scaled Agile Framework (pronounced “SAFe”) is an interactive knowledge base for implementing agile practices at enterprise scale. In this talk Drew Jemilo will present an overview of SAFe and the principles behind it, discuss the problems it is designed to solve, outline how development organizations can go about adopting SAFe, and describe its current adoption and success rate in enterprises.

Presented to the Agile New England on July 11th, 2013

Published in: Technology, Business
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,640
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
240
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Addressing Enterprise Complexity with the Scaled Agile Framework ®

  1. 1. 1© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. Scaled Agile Framework ® is a trademark of Leffingwell, LLC. Addressing Enterprise Complexity with the Scaled Agile Framework® Drew Jemilo and Alex Yakyma Twitter: @ScaledAgile July 11th, 2013
  2. 2. 2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Introductions  CEO of Scaled Agile and SAFe Principal Contributor  Worked with companies ranging from Lean startups to $35B global enterprises  Agile Center of Excellence and Agile Portfolio Management enthusiast  SAFe Associate Methodologist  Worked with highly distributed large enterprises in the US, Asia and Europe  Agile Architecture, Continuous Delivery and Scalable Engineering Practices enthusiast
  3. 3. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agenda  We Live in a Complex World  About the Scaled Agile Framework  How the Framework Addresses Complexities  Business Results  Questions
  4. 4. 4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. We Live in a Complex World
  5. 5. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. WHAT DOES SOFTWARE DEVELOPMENT COMPLEXITY MEAN TO YOU?
  6. 6. 6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Keeping Pace  Our modern world runs on software. What doesn't now, likely will soon.  We’ve had Moore’s Law for hardware, and Moore’s Law+ for envisioning what software could do  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 – but applies to the needs of the largest software enterprises Our methods must keep pace with an increasingly complex world
  7. 7. 7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Aspects of Complexity 1. Too Many In-Flight Projects 2. Unaligned Organization 3. Thousands of Practitioners 4. Distributed Teams 5. Millions of Lines of Code 6. Chaotic Architecture and Bloated Technology Stack Adapted from http://commons.wikimedia.org
  8. 8. 8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. About the Scaled Agile Framework
  9. 9. 9© 2008 - 2013 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 now on the web Scales successfully to large numbers of practitioners and teams Core values: 1. Code Quality 2. Program Execution 3. Alignment 4. Transparency ® http://ScaledAgileFramework.com
  10. 10. 10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. First, Some Thoughts on Agile Methods  Scrum – Works great. Less filling. Ubiquitous. – Scrumptious. Let’s use it.  Extreme Programming – Really great code from really great coders – Extremely useful. Let’s apply it  Kanban – Clearest possible thinking on flow, demand management and limiting WIP – Very WIP Limiting. Let’s learn from it
  11. 11. 11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Roots of the Scaled Agile Framework Lean Thinking Product Development Flow Agile Development Field experience at enterprise scale Iterative and Incremental Development
  12. 12. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
  13. 13. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agile Teams  Empowered, self-organizing, self-managing teams with developers, testers, and content authority  Teams deliver valuable, fully-tested software increments every two weeks  Teams apply Scrum project management practices and XP technical practices  Teams operate under program vision, system, architecture and user experience guidance
  14. 14. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Program Level  Common sprint lengths and normalized estimating  Face-to-face planning cadence provides development collaboration, alignment, synchronization, and assessment  Self-organizing, self-managing team-of-agile-teams committed to continuous value delivery  Continuously aligned to a common mission around enterprise value streams  Deliver fully tested, system-level solutions every 8-12 weeks.
  15. 15. 15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Portfolio  Centralized strategy, decentralized execution  Investment themes provide operating budgets for release trains  Business and architectural epic kanban systems provide visibility and work-in-process limits for product development flow  Enterprise architecture is a first class citizen  Objective metrics support governance and kaizen
  16. 16. 16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. What’s Behind the Framework?
  17. 17. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Thinking Provides the Tools We Need Respect for People Product Development Flow Kaizen
  18. 18. 18© 2008 - 2013 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
  19. 19. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Complexity: Aspect #1 – Too Many In-Flight Projects
  20. 20. 20© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Portfolio Kanban System The Portfolio Kanban System manages the flow of Epics with visibility and WIP limits  Makes the strategic business initiative backlog fully visible  Brings structure to the analysis and decision making  Provides WIP limits to ensure the teams analyze responsibly, and do not create unrealistic expectations  Helps drive collaboration amongst the key stakeholders in the business, architecture and development teams  Provides a quantitative, transparent basis for economic decision-making for the most important business decisions
  21. 21. 21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Agile Release Train The Agile Release Train delivers solutions
  22. 22. 22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Agile Release Train  A virtual organization of 5 – 12 teams (50-100 individuals) that plans, commits, and executes together on a common cadence  Aligned to a common mission via a single program backlog  Operates under architectural and UX guidance  Produces valuable and evaluate-able system-level Potentially Shippable Increments (PSI) every 8-12 weeks The ART is a long-lived, self-organizing team of agile teams that delivers solutions Define new functionality Implement Acceptance Test Deploy Repeat until further notice. Project chartering not required.
  23. 23. 23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Complexity: Aspect #2 – Unaligned Organization
  24. 24. 24© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Alignment Alignment, from Portfolio to Program to Team, is built into the framework  Clear content authority  Face-to-face planning  Aligned Team, Program and Business Owner objectives  Cross-team and cross- program coordination  Architecture and UX guidance  Match demand to throughput Alignment Business Owners
  25. 25. 25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Release Planning  Two days every 8-12 weeks  Everyone attends in person if at all possible  Product Management owns feature priorities  Development team owns story planning and high-level estimates  Architects, UX folks work as intermediaries for governance, interfaces and dependencies  Result: A committed set of program objectives for the next PSI Cadence-based PSI/Release Planning meetings are the “pacemaker” of the agile enterprise
  26. 26. 26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Complexity: Aspect #3 – Thousands of Practitioners
  27. 27. 27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. How Big Can Agile Release Trains Be? Effective Agile Release Trains typically consist of 50 - 125 people  Dunbar’s number “…a suggested cognitive limit to the number of people with whom one can maintain stable social relationships”*  Empirical evidence. Beyond 125, logistics and inter- team dependencies are more difficult. Alignment is harder to achieve.  Queue size and WIP. Larger numbers of teams create more dependencies (per team), longer delay queues, and more work in process * – http://en.wikipedia.org/wiki/Dunbar%27s_number Dunbar’s number – a range of 100-230 people Optimum ART size is based on: BO Internal queue
  28. 28. 28© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Self-organized ARTs in the Portfolio Kanban ProgramBacklogProgramBacklogProgramBacklog Themes Drive Release Train Operating Budgets PortfolioBacklog Strategy Investment Themes Business Epics Architectural Epics ………………… Portfolio Vision ………………... Agile Programs
  29. 29. 29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Complexity: Aspect #4 – Distributed Teams
  30. 30. 30© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Distributed development  Joint ceremonies – Backlog grooming – Release planning – System demo – Inspect & Adapt  Other practices – Local content authority – Collective ownership – Integration and branching approaches SAFe evolved in distributed environments where program teams can be on different continents
  31. 31. 31© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Distributed PSI Planning Used by permission of Infogain Corporation
  32. 32. 32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Complexity: Aspect #5 – Millions of Lines of Code
  33. 33. 33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Code Quality You can’t scale crappy code Agile Architecture Continuous Integration Test-First Refactoring Pair Work Collective Ownership Code Quality Provides:  Higher quality products and services, customer satisfaction  Predictability and integrity of software development  Development scalability  Higher development velocity, system performance and business agility  Ability to innovate
  34. 34. 34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Program Composition  Feature orientation fosters holistic view of the codebase  Faster cycle time prevents from knowledge depreciation  Fast feedback allows to capture defects with minimum damage SAFe recommends feature-oriented teams for the critical mass of the program Feature team Component team Feature team Feature team Feature team Feature team Feature team Component team
  35. 35. 35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Complexity: Aspect #6 – Chaotic Architecture and Bloated Tech Stack
  36. 36. 36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Intentional Architecture and Emergent Design Intentional Architecture and Emergent Design enable programs to effectively create and maintain large-scale solutions Levelof abstraction High Low Teams Intentional Architecture Emergent Design Now System Architect The Principle of Early Contact: Make early and meaningful contact with the problem. -- Reinertsen
  37. 37. 37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Design Simplicity Design simplicity enables fast response to changing requirements Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. -- Principle 2 of Agile Manifesto Design simplicity includes:  Using a simple common language to describe the system  Keeping the solution model as close to the problem domain as possible  Making object / component interfaces express the intent  Following good old design principles: Open-Closed, Single Responsibility, etc.  Continuously refactoring to support all of the above “What’s the simplest thing that can possibly work?” --Ward Cunningham
  38. 38. 38© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Business Results
  39. 39. 39© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Success Stories http://scaledagileframework.com/case-studies/ SAFe Enterprises • John Deere • Nokia • BMC Software • Nordstrom • Visa • TradeStation Technologies • Tripwire • Mitchell International • Discount Tire • Nokia Siemens Networks • SEI Global Services • ValPak • ...and more
  40. 40. 40© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Business Results  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%  More responsive to market changes and customer demands  Development teams more engaged, empowered  Productivity up 20-50%  Significantly improved Product Management-Development teamwork  Higher returns, reduced investments in unfinished or unshipped work John Deere ISG Source: Chad Holdorf, John Deere, Intelligent Systems Group. Dallas, Texas Presentation, Dec 2011 Source: QSM Associates Press Release, Sep, 2007
  41. 41. 41© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Business Results  Productivity has increased by at least 20-25%  Time to market and level of quality has increased dramatically  Nearly zero defects after each tire store system release  “No additional headcount and we're taking on more than we ever have” March 12, 2012 News Release “TradeStation Receives Highest Rating In Barron’s Magazine’s Annual Ranking of Online Brokerage Firms”  Best Trading Experience and Technology  Higher star-rating than 23 other offerings leading brokers, including TDAmeritrade, Charles Schwab, Fidelity, E*TRADE… Source: Chris Chapman, Director of Product Development, Discount Tire Source: Keith Black, CTO and VP, Product Development, TradeStation Technologies
  42. 42. 42© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. SAFe Delivers Business Results Agile teams average 37-50% faster to market − QSM research Significant increase in employee engagement - John Deere Our agile programs introduced 50% less defects into production − Confidential We experienced a 20-50% increase in productivity − BMC Case Study
  43. 43. 43© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Questions? Special offer for Agile New England! Get $100 off any 2013 class at ScaledAgileAcademy.com with the following Promotional Code: BeSAFe2013
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×