AgileLIVE – Accelerate Enterprise Agile with the Scaled Agile Framework®: Part I

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Interested in finding out how to scale agile faster, easier and smarter using the Scaled Agile Framework® (SAFe)? If so, make sure you watch this two-part webinar series!

Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale across the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization – and accelerates the realization of enterprise-class product or service initiatives via aligned and cooperative solution development.

Part I: Join Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, for an overview of SAFe, a publicly–accessible knowledge base of proven lean and agile practices for enterprise-class software development.

Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, has spent his career helping software teams achieve their goals. A renowned methodologist, author, coach, entrepreneur and executive, Dean's most recent project is the Scaled Agile Framework (scaledagileframework.com), a public-facing website which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.

Andy Powell is Product Evangelist for VersionOne and Scaled Agile Framework Program Consultant. During his 12-year career in the software development industry, Andy has assisted in numerous 500+ person agile tool rollouts with companies such as Siemens, Adobe, EMC and Sabre, giving him considerable experience in leading major projects. Andy received a Bachelor of Science degree in Mechanical Engineering from the University of Notre Dame and graduated magna cum laude.


Lee Cunningham is an Enterprise Agile Coach for VersionOne focused on agile program and portfolio management. Lee has trained and consulted with hundreds of teams in organizations of all sizes in the US, Canada and the UK. Lee served in the United States Air Force and earned a Bachelor of Business Administration degree from the University of North Florida.

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AgileLIVE – Accelerate Enterprise Agile with the Scaled Agile Framework®: Part I

  1. 1. Part IMay 13, 2013Dean LeffingwellScaled Agile Framework CreatorAndy PowellProduct Evangelist and Scaled Agile Framework Program Consultant, VersionOne
  2. 2. 2© 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.Accelerate Enterprise Agile Adoptionwith Scaled Agile Framework ®A Leadership Guide to Building theLean|Agile EnterpriseTraining . Certification . Communityinfo@scaledagile.comTwitter: @ScaledAgileV6.1
  3. 3. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.AgendaLeadershipLean|Agile and Business BenefitsSAFe Core Values Code Quality Program Execution Alignment Transparency
  4. 4. 4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Lean|Agile and BusinessBenefits
  5. 5. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Keeping Pace Our modern world runs on software. What doesntnow, likely will soon. We’ve had Moore’s Law for hardware, and Moore’sLaw+ 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 developedfor small team environments We need a new approach – one that harnesses thepower of Agile and Lean – but applies to the needs ofthe largest software enterprisesOur methods must keep pace with an increasingly complex world
  6. 6. 6© 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
  7. 7. 7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Roots of the Scaled Agile FrameworkLean ThinkingProductDevelopment FlowAgile DevelopmentField experience atenterprise scaleIterative andIncrementalDevelopment
  8. 8. 8© 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
  9. 9. 9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.ContributorsPrincipalContributorsDrew JemiloAlan ShallowayColin O’NeillCommunityEnterpriseAdoptersAssociateMethodologistAcknowledgementsAlex Yakyma
  10. 10. 10© 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 changesand customer demands Development teams more engaged,empowered Productivity up 20-50% Significantly improved ProductManagement-Development teamwork Higher returns, reduced investments inunfinished or unshipped workJohn Deere ISGSource: Chad Holdorf, John Deere, Intelligent Systems Group.Dallas, Texas Presentation, Dec 2011Source: QSM Associates Press Release, Sep, 2007
  11. 11. 11© 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
  12. 12. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Business Results Productivity has increased by at least20-25% Time to market and level of quality hasincreased dramatically Nearly zero defects after each tire storesystem release “No additional headcount and weretaking on more than we ever have”March 12, 2012 News Release“TradeStation Receives Highest Rating InBarron’s Magazine’s Annual Ranking ofOnline Brokerage Firms” Best Trading Experience andTechnology Higher star-rating than 23 otherofferings leading brokers, includingTDAmeritrade, Charles Schwab,Fidelity, E*TRADE…Source: Chris Chapman, Director of Product Development,Discount TireSource: Keith Black, CTO and VP, Product Development,TradeStation Technologies
  13. 13. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Lean Thinking Provides the Tools We NeedRespect forPeopleProductDevelopmentFlowKaizen
  14. 14. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Goal: Speed, Value, QualityTHE GOAL Sustainably shortest lead time Best quality and value to peopleand society Most customer delight, lowestcost, high morale, safetyAll we are doing is looking at the timeline,from the moment the customer gives usan order to the point where we collect thecash. And we are reducing the time line byreducing the non-value added wastes.̶ Taiichi OhnoWe need to figure out a way to deliversoftware so fast that our customers don’thave time to change their minds.̶ Mary PoppendieckMost software problems will exhibitthemselves as a delay.̶ Alan ShallowayRespect forPeopleProductDevelopmentFlowKaizen
  15. 15. 15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Respect for People Develop individuals and teams;they build products Empower teams to continuouslyimprove Build partnerships based ontrust and mutual respect Your customer is whoeverconsumes your work Don’t trouble your customers Dont force people to dowasteful work Dont overload them Dont make them wait Dont impose wishful thinking Equip them with problem-solvingtools Form long-term relationships basedon trustRespect forPeopleProductDevelopmentFlowKaizenPEOPLE
  16. 16. 16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.KaizenBECOME RELENTLESS IN: Reflection Continuous improvement as anentreprise value Steady, small improvements Consider all data, then implementchange rapidly Reflect at key milestones to identifyand improve shortcomings Use tools like retrospectives, rootcause analysis, and value streammapping Protect the knowledge base bydeveloping stable personnel andcareful succession systemsRespect forPeopleProductDevelopmentFlowKaizen
  17. 17. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Product Development Flow1. Take an economic view2. Actively manage queues3. Understand and exploitvariability4. Reduce batch sizes5. Apply WIP constraints6. Control flow under uncertainty:cadence and synchronization7. Get feedback as fast aspossible8. Decentralize controlReinertsen, Don. Principles of Product Development FlowRespect forPeopleProductDevelopmentFlowKaizen
  18. 18. 18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Take an Economic ViewDevelop an economicframework fordecision makingEmpower localdecision makingDo not consider moneyalready spentUnderstand the fullvalue chainSequence jobs formaximum benefitBase your decisions on economicsCycle Time CostValueDevelopmentExpenseRiskAdapted from: Reinertsen, Don. Principles of Product Development FlowDecisions simultaneously affect multiple variables.Understanding these interdependencies andconstraints is vital.
  19. 19. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Agile Accelerates Value Delivery4 444 :Documents Documents Unverified Code Software
  20. 20. 20© 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
  21. 21. 21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Makes Money FasterTIMEVALUEDELIVERY
  22. 22. 22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Reduces RiskRiskAgileWaterfallTimeDeadline?
  23. 23. 23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Delivers Better Fit for PurposeTimewaterfall plan, resultagile(adaptive) plan, resultMeasure ofwaterfall customerdissatisfaction
  24. 24. 24© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.SAFe Core Values
  25. 25. 25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
  26. 26. 26© 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
  27. 27. 27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Code QualityYou can’t scale crappy codeAgileArchitectureContinuousIntegrationTest-FirstRefactoringPair WorkCollectiveOwnershipCode Quality Provides: Higher quality products andservices, customersatisfaction Predictability and integrity ofsoftware development Development scalability Higher development velocity,system performance andbusiness agility Ability to innovate
  28. 28. 28© 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.
  29. 29. 29© 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 whenvalue is released.Deliver on DemandMajorRelease CustomerUpgradeCustomerPreviewMajorRelease NewFeatureDevelop on CadencePSI PSI PSI PSI PSI
  30. 30. 30© 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
  31. 31. 31© 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
  32. 32. 32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.AlignmentAlignment from Portfolio to Program to Team Clear content authority Face-to-face planning Aligned Team, Programand Business Ownerobjectives Cross-team and cross-program coordination Architecture and UXguidance Match demand tothroughputAlignmentBusinessOwners
  33. 33. 33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Program Portfolio ManagementSAFe patterns provide a transformational 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 milestonesObjective, fact-based measures andmilestonesLegacy PPM Agile PPM
  34. 34. 34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Agile Program Portfolio ManagementAgile Program Portfolio Management fulfills key responsibilities Agile estimating andplanning Agile Release Trains Agile ProgramManagement Decentralized decision-making Continuous value flow Lightweight businesscases Decentralized, rolling-wave planning Objective, fact-based measuresand milestones
  35. 35. 35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.TransparencyTransparency builds confidence, alignment and trust All backlogs andprogress visible to allstakeholders Objective reportingbased on working,tested, evaluated code Everyone understandsbacklog, capacity,velocity, WIP Management leadsand fosters openenvironmentTransparency
  36. 36. 36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Leadership
  37. 37. 37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Foundation: Leadership Management understands andteaches lean and agile behaviors Management is trained in practicesand tools of continuous improvement Management takes responsibility forLean|Agile success Management teaches employeesproblem solving and correctiveaction Managers are expected to see withtheir own eyes Managers develop people. Peopledevelop solutions.Respect forPeopleProductDevelopmentFlowKaizenLean-Thinking Manager-Teachers Management is trained inlean thinking Bases decisions on thislong term philosophy
  38. 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. 39© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.Conclusion The foundation of Leanis leadership The foundation of SAFeis you
  40. 40. 40© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.S e e s c a l e d a g i l e f r a m e w o r k . c o m / i m p l e m e n t i n g f o r m
  41. 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
  42. 42. © 2013 VersionOne 42• Join us next week for Part II of this webinarseries:– When: Wed., May 22, 12 noon ET– Where: Use the same webinar access details– Who: Andy Powell, Product Evangelist andScaled Agile Framework Program Consultant,Lee Cunningham, Enterprise Agile Coach,Version OneJoin us for Part II – Same Time Next Wednesday!Learn how to implement Scaled Agile Frameworkand VersionOne to scale agile faster, easierand smarter.
  43. 43. © 2013 VersionOne 43Portfolio Level: Investment Theme Allocation
  44. 44. © 2013 VersionOne 44Program Level: Release Train Roadmap
  45. 45. © 2013 VersionOne 45Team Level: TeamRoom
  46. 46. © 2013 VersionOne 46• Please submit any questions using the Questionfeature on your control panel.• Next stepsQ&A• Join us next week – Part II – Wed., May 22, 12 noon ET• Sign up for the SAFe Monthly Newsletter and ask questions atCommunity.ScaledAgile.com• Get SAFe Training, Certification and Courseware atScaledAgileAcademy.com• Join VersionOne’s Agile Managers Forum on LinkedIn –Top 10 questions, recording and slides
  47. 47. Thank you for joining us today!

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