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Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
Launching Agile Release Trains: Why Start at the Program Level?  (30-May-2013 Webinar)
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Launching Agile Release Trains: Why Start at the Program Level? (30-May-2013 Webinar)

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Watch the webinar on our YouTube channel: youtube.com/user/scaledagile …

Watch the webinar on our YouTube channel: youtube.com/user/scaledagile

Many organizations are tempted to begin their agile transformation with a series of low risk, stand-alone pilots. While these pilots may prove that teams can adopt a new process, they don't prove that enterprise teams can work together to drive out dependencies, gain alignment across stakeholders, provide program-wide transparency, and deliver end-to-end value.
Why is it that companies who go "all in" at the program level have a higher chance of success? In this webinar, we'll answer these questions:

(1) What are the business benefits companies have seen by launching agile programs (also known as Agile Release Trains)?

(2) How do you identify the value streams in an enterprise -- the long-lived series of system definition, development and deployment process steps used to build and deploy systems?

(3) How do you identify your Agile Release Trains -- the virtual organizations formed around these value streams?

(4) How do you prepare an organization for the first Agile Release Train launch?

(5) How do you execute using the one week Quickstart adoption model?


PRESENTERS: Dean Leffingwell and Drew Jemilo

CO-SPONSOR: Donna Reed, a friend of the Scaled Agile community who publishes the blog, AgilistaPM.com

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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.LaunchingAgile Release TrainsWhy Start at the Program Level?By Dean Leffingwell and Drew JemiloTraining . Certification . Communityinfo@scaledagile.comTwitter: @ScaledAgile
  • 2. 2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Welcome!Today’s Scaled Agile Webinar is co-sponsor by...http://www.agilistapm.com
  • 3. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.A Note On Questions Submit your questions viathe GoToWebinar Questionspanel We’ll answer as many aswe can at the end of thispresentation This webinar will be recordedand made available atCommunity.ScaledAgile.com
  • 4. 4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Framework Creator: Dean Leffingwell Founder and CEOProQuo, Inc., Internetidentity Senior VPRational SoftwareResponsible for RationalUnified Process (RUP) &Promulgation of UML Founder/CEORequisite, Inc.Makers of RequisitePro Founder/CEORELA, Inc.Colorado MEDtech Creator: ScaledAgile Framework Agile EnterpriseCoachTo some of theworld’s largestenterprises Agile Executive MentorBMC, John Deere Chief MethodologistRally Software Cofounder/AdvisorPing Identity, Roving Planet,Silver Creek Systems, RallySoftware
  • 5. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Scaled Agile Academy Instructors SAFe Associate Methodologist Worked with highly distributedlarge enterprises in the US, Asiaand Europe Agile Architecture, Continuous Deliveryand Scalable Engineering Practicesenthusiast Email: alex.yakyma@scaledagile.com SAFe Principal Contributor Worked with some of theworld’s largest companiesIncluding John Deere, Walmart,and Safeway Lean|Agile Leadership and Agile Center ofExcellence enthusiast Email: colin.oneill@scaledagile.com SAFe Principal Contributor Worked with companiesranging from Lean startupsto $35B global enterprises Agile Center of Excellenceand Agile Portfolio Management enthusiast Email: drew.jemilo@scaledagile.com VP of the Scaled Agile Academy Veteran of such companies asRational Software, Tendril,and Roving Planet Agile Product Mgmt andAgile Release Train Exemplar enthusiast Email: Jennifer.Fawcett@scaledagile.com
  • 6. 6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.About The Scaled AgileFramework
  • 7. 7© 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 frameworkfor applying Lean and Agile practices at enterprise scaleSynchronizes alignment,collaboration and deliveryWell defined in booksand now on the webScales successfully to largenumbers of practitioners andteamsCore values:1. Code Quality2. Program Execution3. Alignment4. Transparency®http://ScaledAgileFramework.com
  • 8. 8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Roots of the Scaled Agile FrameworkLean ThinkingProductDevelopment FlowAgile DevelopmentField experience atenterprise scaleIterative andIncrementalDevelopment
  • 9. 9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.ContributorsPrincipalContributorsDrew JemiloAlan ShallowayColin O’NeillCommunityEnterpriseAdoptersAssociateMethodologistAcknowledgementsAlex Yakyma
  • 10. 10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.SAFe Delivers Business ResultsAgile teamsaverage 37-50%faster to market− QSM researchSignificantincrease inemployeeengagement- John DeereOur agileprogramsintroduced 50%less defects intoproduction− ConfidentialWe experienced a20-50% increasein productivity− BMC Case Study
  • 11. 11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Agile Process MovementIterativeProcessesSpiral RAD RUP…Agile (Adaptive)ProcessesScrum, XP, Lean, Open UP, FDD, Crystal…1970 1980 1990 2000PredictiveProcess2010EnterpriseAgilitySAFeEnterprisesBMC Software,TradeStationTechnologies,John Deere,Nokia,Tripwire,MitchellInternational,Discount Tire,Nokia SiemensNetworks,Nordstrom,SEI, Visa,ValPak
  • 12. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.The Big Picture
  • 13. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
  • 14. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Agile Teams Empowered, self-organizing, self-managing teams withdevelopers, testers, and content authority Teams deliver valuable, fully-tested software increments everytwo weeks Teams apply Scrum project management practices and XPtechnical practices Teams operate under program vision, system, architecture anduser experience guidance Value description via User Stories
  • 15. 15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Scale to the Program Level Common sprint lengths and normalized velocity Face-to-face planning cadence provides developmentcollaboration, alignment, synchronization, and assessment Value description via Features and Benefits Self-organizing, self-managing team-of-agile-teams committedto continuous value delivery Continuously aligned to a common mission around enterprisevalue streams Deliver fully tested, system-level solutions every 8-12 weeks.
  • 16. 16© 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 visibilityand 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
  • 17. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Where Do You Begin?
  • 18. 18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Where Do You Begin?So... You want to scale... You’ve selectedSAFe... Where do you begin?PortfolioLevel?ProgramLevel?TeamLevel?
  • 19. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Should You Start at the Portfolio Level? Requires lean-thinkingleaders and an AgilePMO who understandlean economics Can be delayed due tothe complexorganizational andcultural changes neededfor a full enterprisetransformation Difficult to managesoftware “assets” in aLean|Agile portfolio ifasset development isn’tagilePortfolioLevel?ProgramLevel?TeamLevel?
  • 20. 20© 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-teamtypically begins with yoursimplest systems and stand-alone teams (“a “pilot”) but dowe know how to address...– Teams with disparatepractices?– Managing dependencies?– Alignment and guidance? You can measureefficacy of a processat a small scale...But who cares? Delays dealing with thereal challenges ofimplementing agile at scalePortfolioLevel?ProgramLevel?TeamLevel?
  • 21. 21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Should You Start at the Program Level? Requires more organizationthan going team-by-team,but significantlyless effort than a “bigbang” enterprisetransformation Makes visible the realchallenges of agile at scale Bigger, better results getmore attention Gives true, fact-basedmeasures of enterpriseagility... the ability to quicklydeliver quality softwareincrementally in a large,complex enterprisePortfolioLevel?ProgramLevel?TeamLevel?
  • 22. 22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Overview ofAgile Release Trains
  • 23. 23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.The Agile Release TrainThe Agile Release Train delivers solutions
  • 24. 24© 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) thatplans, 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 PotentiallyShippable Increments (PSI) every 8-12 weeksThe ART is a long-lived, self-organizing team of agile teamsthat delivers solutionsDefine newfunctionalityImplementAcceptanceTestDeployRepeat until further notice. Project chartering not required.
  • 25. 25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Program ExecutionAgile Release Trains – self-organizing teams of agile teams – reliablyand frequently deliver enterprise value Driven by Vision andRoadmap Lean, economicprioritization Frequent, qualitydeliveries Fast customer feedback Fixed, reliable cadence Regular Inspect andAdapt drives continuousimprovement
  • 26. 26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Every Team Must Be on the TrainWaterfall Doesn’t IteratedelayPlanned releaseMRD PRD SRS DevDrop 1to QADrop 2to QATestdrop 1Release docsTestdrop 2Ports, certsActual releaseAgile IteratesIterate Iterate IterateRelease docsPorts, certsIterate Iterate IterateIntegration can’t workhereWhat do weintegrate here?PSI
  • 27. 27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Cadence Alone is Not EnoughPlanned systemrelease date…the system is not sprinting ....time spent thinking you areon track……. Integrateand slip!SystemExternal ReleaseExternal ReleaseExternal ReleasePSIPSIIterate Iterate Iterate Iterate Iterate IterateIterate Iterate Iterate IteratePSIIterate Iterate Iterate Iterate Iterate IterateRelease docsPort and certsPort and certsRelease docsRelease docs
  • 28. 28© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Synchronize to Assure DeliveryPSISecond SystemPSI or ReleaseSys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8Iterate Iterate Iterate Iterate Iterate IterateIterate Iterate Iterate Iterate Iterate IterateIterate Iterate Iterate Iterate Iterate IterateSystemIterationsExternal ReleaseExternal ReleaseExternal ReleaseRelease docsPorts certsRelease DocsRelease DocsPorts certsPorts certsPSIPSIPSIContinuousIntegrationContinuousIntegrationContinuousIntegrationSystemTeamDevTeams
  • 29. 29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.The Start of the Journey: QuickstartQuickstart immersion trains all teams and aligns them to commonbusiness objectives in their first PSI planning sessionSAFe Agile Release Train QuickstartMON TUE WED THU FRISAFe ScrumXP™Release PlanningPO & SMOrientation SAFe Scrum and XP immersion Same trainer, method, time Cost effective training Align to a common mission Build program esprit Commit to releaseobjectives Scrum Masterand ProductOwner roleorientation Scrum roles,activities,ceremoniesYou areAGILE,NowA f i v e - d a y , a l l - i n i m m e r s i o n f o r n e w A g i l e p r o g r a m s
  • 30. 30© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Question:Why Do ARTs and QuickstartsWork?Answer:Because it’s an Agile, adaptive,closed loop system
  • 31. 31© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.We Synchronize with 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 PSICadence-based PSI/Release Planning meetings are the “pacemaker”of the agile enterprise
  • 32. 32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.We Keep the Train on the TracksReleasePlanningReleaseManagementSystemDemoInspect &AdaptScrum ofScrums
  • 33. 33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.We Demo the Full System Every SprintWhat/Why: A demonstration of the integratedteam software assets. Assets notyet integrated are still highlightedWhen: After the team sprint demos (maylag by as much as a sprint)By Whom: Demo by the System Team andProduct Management for businessowners and other programstakeholders (many of whomcannot/should not attend everyteam demo)Every sprint, the System Team/Product Management demonstratesthe full solution increment to the program stakeholdersSystem Demo
  • 34. 34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.We Inspect and Adapt at the Program LevelI&A has three parts: Part 1. The PSI demoof the solution’scurrent state toprogram stakeholders Part 2. Quantitativemeasurement Part 3. The problemsolving workshopAttendees: teams andstakeholdersTimebox: 3-4 hours perPSIInspect and Adapt is a routine event which consists of the programdemo and retro
  • 35. 35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Program Performance ReportingAs part of the Solution Demo, teams compare planned vs. actualPSI ObjectivesNotes Teams meet withtheir businessowners to self-assess thepercentage ofbusiness value theyachieved for eachobjective Each team’splanned vs. actual isthen rolled up to theprogram levelReprinted by Permission ofDiscount Tire Corporation
  • 36. 36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Release Predictability ReportThe Release Predictability Report show whether the PSI objectives %completion falls within an acceptable process control bandPSI 2 PSI 3 PSI 4PSI 1 PSI 5
  • 37. 37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.The Problem Solving WorkshopUsing root cause analysis, teams systematically address the largerimpediments that are limiting velocity Establish accountability Create new stories Specify measurable results Set achievable deadlines Monitor progress
  • 38. 38© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Next Steps Browse the framework Read the book Build your expertise with trainingand certification Accelerate value delivery withyour first Agile Release Train Get help from the experts atScaled Agile and Scaled AgilePartners Join the communityBecome a SAFeLean ThinkingManager-TeacherLaunch AgileRelease TrainsLeverage theCommunity
  • 39. 39© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.See ScaledAgileFramework.com/implementing for more information
  • 40. 40© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.And now...and now...QuestionsSign up for the newsletter atcommunity.scaledagile.comComing Next:Running a Release Planning Meeting(Date TBA)1.2.3.
  • 41. 41© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.ScaledAgileFramework.comBrowse the Scaled Agile FrameworkRead Agile Software Requirements:Lean Requirements Practices forTeams, Programs, and the EnterpriseGet Training, Certification and Coursewarefrom Scaled Agile AcademyGet help on implementation strategy,and customizable Scaled Agile Processand Scaled Agile FrameworkLearn how to launch Agile Release Trainswith the Agile Release Train QuickstartGet help from the experts and the extensiveservice delivery partner communityat Scaled Agile PartnersJoin the Scaled Agile Framework communityDeanLeffingwell.com/book-agile-software-requirements/ScaledAgileAcademy.comScaledAgile.comScaledAgile.com/launch-agile-release-trainScaledAgilePartners.comCommunity.ScaledAgileAcademy.com

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