Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development
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Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development

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Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? ...

Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? Concerned with the lack of proven practices required to scale agile methods to the next level? Exploring the Scaled Agile Framework™, Dean Leffingwell dispels these claims and answers these questions—and more. A publicly available set of practices for agile teams, projects, architectures, programs, and portfolios, this framework helps organizations scale lean and agile development from several small teams to hundreds—and even thousands—of practitioners. Working at companies including BMC Corporation and John Deere, Dean has discovered what works and what doesn’t work. He focuses on the critical role software development managers, leaders, and executives play in implementing and supporting the framework to achieve the full business benefits of enterprise agility.

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Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development Document Transcript

  •     KW2 Keynote  6/5/2013 12:45 PM            "Know the Way, Show the Way, Go the Way: Scaling Agile Development"       Presented by: Dean Leffingwell Leffingwell, LLC                 Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • Dean Leffingwell Leffingwell, LLC A renowned methodologist, author, coach, entrepreneur, and executive, Dean Leffingwell founded Requisite, Inc., which was acquired by Rational Software. As a vice president at Rational (now part of IBM), Dean’s responsibilities included the Rational Unified Process. As chief methodologist at Rally Software, he worked with large enterprises to achieve the business benefits of agility by helping to define and implement the tooling and practices needed to support large-scale agile development. Dean is the author of Agile Software Requirements, Scaling Software Agility, and Managing Software Requirements. His most recent project is the Scaled Agile Framework (scaledagileframework.com) which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.  
  • Scaling Agile Development: Know the Way Show the Way Go the Way By Dean Leffingwell Agile Development g p Conference West Las Vegas, NV June5, 2013 © 2008 - 2013 Leffingwell, LLC. & Scaled Agile, Inc. All rights reserved. © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 1 Keeping Pace Our methods must keep pace with an increasingly complex world Our modern world runs on software. What doesn't 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 © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 2 1
  • 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. 2. 3. 4. Alignment Code Quality Program Execution Transparency http://ScaledAgileFramework.com © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 3 Framework Creator: Dean Leffingwell 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 Id tit Roving Planet, Pi Identity, R i Pl t Silver Creek Systems, Rally Software © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 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 4 2
  • Contributors Associate Methodologist Principal Contributors Drew Jemilo Colin O’Neill Alex Yakyma Alan Shalloway Acknowledgements Enterprise Adopters Community © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 5 SAFe Delivers Business Results Significant increase in employee engagement Agile teams average 37-50% faster to market − QSM research - John Deere Our agile programs introduced 50% less defects into production We experienced a 20-50% increase in productivity − BMC Case Study − Confidential © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 6 3
  • Business Results John Deere ISG Field Issue resolution time: down 42% Warranty Expense: down 50% More responsive to market changes and customer demands Time to production: down 20% Development teams more engaged, empowered Time to market: 20% faster Productivity up 20-50%. Employee engagement: Up 9.8% Significantly improved Product g p Management-Development teamwork Higher returns, reduced investments in unfinished or unshipped work Source: Chad Holdorf, John Deere, Intelligent Systems Group. Dallas, Texas Presentation, Dec 2011 Source: QSM Associates Press Release, Sep, 2007 © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 7 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” Source: Chris Chapman, Director of Product Development, Discount Tire 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 brokers, TDAmeritrade, Charles Schwab, Fidelity, E*TRADE… Source: Keith Black, CTO and VP, Product Development, TradeStation Technologies © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 8 4
  • Know the Way Lean and Agile Development © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 9 Lean Thinking Provides the Tools We Need Respect for People Product Development Flow Kaizen © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 10 5
  • Goal: Speed, Value, Quality Respect for People Product Development Flow Kaizen 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 THE GOAL Sustainably shortest lead time Best quality and value to people and society Most customer delight, lowest cost, high morale, safety 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. ̶ Alan Shalloway © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 11 Respect for People Your customer is whoever consumes your work y Respect for People Product Development Flow Kaizen Don’t trouble your customers Don't force people to do wasteful work Don't overload them PEOPLE Develop individuals and teams; they build products Empower teams to continuously improve Build partnerships based on trust and mutual respect Don't make them wait p g Don't impose wishful thinking Equip them with problem-solving tools Form long-term relationships based on trust © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 12 6
  • Kaizen Steady, small improvements Respect for People Product Development Flow C id ll data, then implement t Consider all d t th i l change rapidly Kaizen Reflect at key milestones to identify and improve shortcomings Use tools like retrospectives, root cause analysis, and value stream mapping BECOME RELENTLESS IN: Reflection Protect the knowledge b by P t t th k l d base b developing stable personnel and careful succession systems Continuous improvement as an entreprise value © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 13 Product Development Flow 1. Take an economic view Respect for People Product Development Flow Kaizen 2. 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 Reinertsen, Don. Principles of Product Development Flow 8. Decentralize control © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 14 7
  • Take an Economic View Base your decisions on economics Develop an economic framework for decision making Understand the full value chain Sequence jobs for maximum benefit Empower local decision making If you only quantify one thing, quantify the cost of delay Do not consider money already spent Cost f C t of Delay A High Weight First B C Reinertsen, Don. Principles of Product Development Flow © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 15 Agile Accelerates Value Delivery Documents Documents Unverified Code © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. Software 16 8
  • Agile Process Movement SAFe Enterprises BMC Software, TradeStation Technologies, John Deere, Nokia, Tripwire, Tripwire Discount Tire, Nokia Siemens Networks, Nordstrom, Visa, Capital One Enterprise Agility Agile (Adaptive) Processes Scrum, XP, Lean, Open UP, FDD, Crystal… Iterative Processes Spiral S i l RUP… RUP RAD Predictive Process 1970 1980 1990 2000 © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 2010 17 VALUE DELIVERY Makes Money Faster TIME © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 18 9
  • Reduces Risk Deadline Risk Waterfall ? Agile A il Time © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 19 Delivers Better Fit for Purpose agile (adaptive) plan, result Measure of waterfall customer dissatisfaction waterfall plan, result Time © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 20 10
  • Show the Way The Scaled Agile Framework ® © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 21 © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 22 11
  • Agile Teams Empowered, self-organizing, self-managing teams with developers, testers, content authority Teams deliver valuable, fully-tested software increments every two weeks Teams apply Scrum (and Kanban) project management practices and XP technical practices Teams operate under program vision, system, architecture and User experience guidance © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 23 Scale to the Program Level A self-organizing, self-managing team-of-agile-teams committed to continuous value delivery Organized around enterprise value streams Aligned to a common mission Delivers fully tested, system-level solutions every 8-12 weeks Common sprint lengths and normalized velocity Face-to-face planning cadence provides development collaboration, alignment, synchronization, evaluation © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 24 12
  • Develop on Cadence. Deliver on Demand. Deliver on Demand Major Release Customer preview PSI Customer Upgrade QA-Release to MarketGovernance Firewall Docs and certs Docs and certs PSI Major Release Feature Release PSI PSI PSI PSI Develop on Cadence © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 25 Scale to the Portfolio Lean principles emphasize sustainably fastest value delivery Portfolio vision guides investments and the enterprise architecture needed to support customer and business needs Business epic kanban system provides visibility and work in work-inprocess limits to support continuous product development flow Enterprise architecture is a first class citizen; architectural epics are developed and maintained in a kanban system Objective metrics support governance and kaizen © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 26 13
  • Program Portfolio Management SAFe patterns provide a transformation roadmap #1 Centralized control Decentralized decision-making #2 Project overload Continuous value flow #3 Detailed project plans Lightweight business cases #4 Centralized annual planning Decentralized, rolling-wave planning #5 Work Breakdown Structure Agile estimating and planning #6 Project-based funding Agile Release Trains #7 Projects and PMBOK Self-managing teams and programs #8 Waterfall milestones Objective, fact-based measures and milestones Legacy PPM Agile PPM © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 27 Centralized Strategy; Localized Execution Investment Themes Kanban Market Feedback Port tfolio Backlog Central Decision Making Strategy Program Backlog Themes Drive Release Train Operating Budgets Program Backlog B Program Backlog Local Decision Making One theme drives cross cutting Epics Value Stream feedback Value Stream feedback Value Stream feedback © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 28 14
  • Agile Program Portfolio Management Agile Program Portfolio Management fulfills key responsibilities Decentralized decisionmaking Continuous value flow Lightweight business cases Decentralized, rollingwave planning Agile estimating and planning Agile Release Trains Agile Program Management Objective, factbased measures and milestones © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 29 Summary – SAFe Core Values SAFe Scrum 1. Alignment Sprint and PSI/Program objectives Aligned sprints and velocities Program architecture and UX Guidance, governance Lean prioritization XP Inspired Technical Practices Continuous  Integration g Test‐First: TDD ATDD 2. Code Quality User Stories Test First: TDD and ATDD Continuous integration: component and system Scalability  Required XP Inspired Collective  Ownership Emergent  Design Agile  Analysis Test automation Fortnightly system demonstration © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 30 15
  • Summary – SAFe Core Values 3. Program Execution Economic prioritization Frequent, evaluable, quality deliveries Fast customer feedback Fixed, reliable cadence Fast tracking to actual needs 4. Transparency All backlogs and p g g progress visible to all stakeholders Objective reporting based on working code Everyone understands capacity, velocity, WIP © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 31 Go the Way Lean|Agile Leadership © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 32 16
  • Foundation: Leadership Respect for People Product Development Flow Management understands and teaches lean and agile behaviors Kaizen Management is trained in practices and tools of continuous improvement Management takes responsibility for Lean|Agile success Lean-Thinking ManagerTeachers Management is trained in M ti t i di lean thinking Bases decisions on this long term philosophy Management teaches employees problem solving and corrective action Managers are expected to see with their own eyes Managers develop people. People develop solutions. © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 33 Inspire, Inform, Educate Inspire: Expect and challenge management to lead, not follow the Lean|Agile Transformation Form and support a Lean|Agile working group Lean|Agile leadership trainings and workshops Include management Scaled Agile Framework Training and Certification Create and work the transformation backlog Lunch and learns: Principles of Product Development Flow, Reinertsen • Agile Software Requirements, Leffingwell • Implement continuous communication plan • Lean Software Development, Poppendieck © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 34 17
  • Conclusion The foundation of Lean is leadership The foundation of SAFe is you © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 35 © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 36 18
  • Next Steps Browse the framework at scaledagileframework.com Read Agile Software g Requirements Get training, certification, courseware and implementation tools through Scaled Agile Academy Start/accelerate your Lean|Agile transformation now Implement your first Agile Release Train © 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved. 37 19