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Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
Finding the Value Stream and Launching Agile Release Trains (ARTs)
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Finding the Value Stream and Launching Agile Release Trains (ARTs)

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The most successful adoption model we've seen in adopting the Scaled Agile Framework is by starting at the program level by launching Agile Release Trains. How do you find the Value Stream -- the …

The most successful adoption model we've seen in adopting the Scaled Agile Framework is by starting at the program level by launching Agile Release Trains. How do you find the Value Stream -- the predecessor of designing and launching your ARTs

Presented on July 16th, 2013 at the East Coast Scaled Agile Meetup.

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  • 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. Finding the Value Stream and Launching Agile Release Trains July 16th, 2013 Dean Leffingwell East Coast Scaled Agile Meetup Sponsored by:
  • 2. 2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. About Dean Leffingwell  Founder and CEO ProQuo, Inc., Internet identity  Senior VP Rational Software Responsible for Rational Unified Process (RUP) & Promulgation of UML  Founder/CEO Requisite, Inc. Makers of RequisitePro  Founder/CEO RELA, Inc. Colorado MEDtech  Creator: Scaled Agile Framework  Agile Enterprise Coach To some of the world’s largest enterprises  Agile Executive Mentor BMC, John Deere  Chief Methodologist Rally Software  Cofounder/Advisor Ping Identity, Roving Planet, Silver Creek Systems, Rally Software
  • 3. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. About the Scaled Agile Framework® (SAFe )
  • 4. 4© 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
  • 5. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
  • 6. 6© 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  Value description via User Stories
  • 7. 7© 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  Value description via Features and Benefits  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.
  • 8. 8© 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  Value description via Business and Architectural Epics
  • 9. 9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Where Do You Begin?
  • 10. 10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Where Do You Begin? So...  You want to scale...  You’ve selected SAFe...  Where do you begin? Portfolio Level? Program Level? Team Level?
  • 11. 11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Should You Start at the Portfolio Level?  Requires lean-thinking leaders and an Agile PMO who understand lean economics  Can be delayed due to the complex organizational and cultural changes needed for a full enterprise transformation  Difficult to manage software “assets” in a Lean|Agile portfolio if asset development isn’t agile Portfolio Level? Program Level? Team Level?
  • 12. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Should You Start at the Team Level?  It’s easy (of course it is!)  Implementing team-by-team typically begins with your simplest systems and stand- alone teams (“a “pilot”) but do we know how to address... – Teams with disparate practices? – Managing dependencies? – Alignment and guidance?  You can measure efficacy of a process at a small scale... But who cares?  Delays dealing with the real challenges of implementing agile at scale Portfolio Level? Program Level? Team Level?
  • 13. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Should You Start at the Program Level?  Requires more organization than going team-by-team, but significantly less effort than a “big bang” enterprise transformation  Makes visible the real challenges of agile at scale  Bigger, better results get more attention  Gives true, fact-based measures of enterprise agility... the ability to quickly deliver quality software incrementally in a large, complex enterprise Portfolio Level? Program Level? Team Level?
  • 14. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agile Release Trains
  • 15. 15© 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  Common cadence and normalized story point estimating  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.
  • 16. 16© 2008 - 2013 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
  • 17. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Rules of the Release Train  PSI dates for the solution are fixed  Estimating, planning and asset integration coordinated with two-week sprint length, aligned cadence and normalized estimating  Fortnightly (every two weeks) system integration and system demo milestones are enforced  All “cargo” (code, docs, supplemental) goes on the train  The system always runs
  • 18. 18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Designing Your ARTs: First Find the Value Stream
  • 19. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. What is a Value Stream?  A Value Stream is a sequence of activities intended to produce a consistent set of deliverables of value to customers  Questions to identify value streams – What products and services does the enterprise deliver? – How do the customers view the flow of value to them? Claims processing solution Define new functionality Implement Acceptance Test Deploy R E P E A T
  • 20. 20© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Value at Scale is Distributed Teams may or may not be agile, and are likely to be geographically dispersed Agile teams
  • 21. 21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Finding The Kidney “Finding the kidney” is a thinking tool to identify the value stream within which we can build one or more Agile Release Trains
  • 22. 22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Questions to Help Find the Value Stream General Questions  What are the larger, ongoing or anticipated software-based business objectives, themes, or initiatives that will differentiate the business in the market for years to come?  How do the external customers describe or perceive the flow of value to them? (Hint, look at the categories on the companies website).  What current initiatives have 30-50-70 or more devs and testers working together already, or have a high degree of interdependencies of their features and components? Though value streams may be hard to find, there are powerful questions which can help identify them
  • 23. 23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Specific Questions Questions for the Independent Software Vendor  What products, systems, services, solutions, suites or packages does the enterprise sell now? Questions for IT  What key business processes do you enable?  What internal departments do you support?  What internal or external customers do those departments serve? How do those departments describe the value they receive from you?  What key process, cost, KPI, or business improvement initiatives are targeted in the upcoming year? Questions for Embedded Systems  What key system operational capabilities are you enabling?  What critical nonfunctional requirements are you implementing or addressing?
  • 24. 24© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Questions to Help Identify the ART Opportunity  What program might adopt the new process the fastest?  Which executives are ready for a transition?  What are the geographical locations and how are the team members distributed?  What programs are most challenged, or represent the biggest opportunities?
  • 25. 25© 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
  • 26. 26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. When You Find It.. GO!
  • 27. 27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Standard Quickstart Training Program When you find a value stream, go “All In” and “All at Once” for that train Training: SAFe ScrumXP Release Planning SAFe Scrum Master Quickstart SAFe Product Owner Quickstart Mon Tue Wed Thu Fri  Train everyone at the same time  Same instructor, same method  Most cost effective  Align all teams to common objectives  Commitment  Continue training during planning  Orientation for specialty roles  Open spaces  Tool training for teams Tooltraining GO. AGILE. NOW.
  • 28. 28© 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 Sign up for the next webinar!
  • 29. 29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Questions? Next Steps Browse the Framework ScaledAgileFramework.com Join the community and download this presentation community.ScaledAgile.com Sign up for the next Webinar: Running and ART Planning Meeting July 18th, 10 am MDT ScaledAgileAcademy.com 1 2 3

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