Agile at Large Scale: Tips for Scaling Agile Successfully
•Download as PPTX, PDF•
0 likes•680 views
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (9)
Similar to Agile at Large Scale: Tips for Scaling Agile Successfully
Similar to Agile at Large Scale: Tips for Scaling Agile Successfully (20)
Recently uploaded
Recently uploaded (20)
Agile at Large Scale: Tips for Scaling Agile Successfully
- 1. Agile at Large Scale A Return on Experience from a Large Project 1 © OCTO 2012
- 2. Who we are Mathieu Despriée – Senior Architect – Project Director, Lean & Agile practice leader @mdeocto Hervé Lourdin @HerveLourdin 2 © OCTO 2012
- 3. Hypothesis You are not new with Agile You know what mean: User Story Story Point TDD Continuous Integration Retrospective You know SCRUM 3 © OCTO 2012
- 4. We will focus on differences we noticed at large scale 4 © OCTO 2012
- 5. Project context Wish to create a new innovative product New Technologies, New Architecture Touch screen for front office Web for the back office Strategic project for the company 9500 customers 5 M of sales transactions per day targeted Chosen Methodology: SCRUM 5 © OCTO 2012
- 6. After 6 months of development This 1st agile experiment at large scale burns lot of project management resources The 7 distributed teams have difficulties to integrate their respective developments UA phases are painful because of unstable software A first major version is awaited by the market 6 months later 6 © OCTO 2012
- 7. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 7 © OCTO 2012
- 8. 1 CREATE THE FLOW 8 © OCTO 2012
- 9. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 9 © OCTO 2012
- 10. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 10 © OCTO 2012
- 12. At large scale, the Value Stream must be detailed Upstream & Downstream of the development phase 12 © OCTO 2012
- 13. …with an electronic version for geo-distributed teams 13 © OCTO 2012
- 14. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 14 © OCTO 2012
- 15. Team ambassadors Team Lead Tech Lead 15 © OCTO 2012 Dev. Tester Methodological Coach Ops
- 17. Multi-site demo France 3 teams Moldavia 3 teams Romania 1 team Vietnam 2 teams Skype 17 © OCTO 2012 Mikogo
- 18. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 18 © OCTO 2012
- 19. Iteration Cost Model Costs Coordination & Steering Transaction Cost Iteration beginning *Source : David Anderson 19 © OCTO 2012 Value Added Work Transaction Cost Iteration end Time
- 20. Iteration Cost Model Costs Coordination & Steering Transaction Cost Value Added Work *Source : David Anderson 20 © OCTO 2012 Transaction Cost 1 week 1 week Iteration beginning ~6 FTE TOTAL : 4 to 5 weeks Iteration end Time
- 21. The Lack Of FEED BACK 21 © OCTO 2012
- 22. On The Project Costs Coordination & Steering Transaction Cost 1 week Iteration beginning *Source : David Anderson 22 © OCTO 2012 Value Added Work Failure Load TOTAL : 4 to 5 weeks ~6 FTE Transaction Cost 1 week Iteration end Time
- 23. Objective : 2 weeks Costs Coordination & Steering Value Added Work 1 day Iteration beginning *Source : David Anderson 23 © OCTO 2012 Failure Load ~6 FTE Transaction Cost 1 week Iteration end Time
- 24. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 24 © OCTO 2012
- 25. 2 QUALITY AT LARGE SCALE 25 © OCTO 2012
- 26. Only one Continuous Integration Site 2 45 Developers Site 1 Site 3 100 commits/day on Trunk SVN Build + Unit Tests every 3 min Continuous Integration Jenkins/Maven 26 © OCTO 2012
- 27. You Gonna Have To Test All That ! 27 © OCTO 2012
- 28. Specifying with Acceptance Tests sd 28 © OCTO 2012
- 29. Specifying with Acceptance Tests 29 © OCTO 2012 29
- 30. STOP THE LINE 30 © OCTO 2012
- 31. Software Factory Developers Site 2 Site 1 Site 3 SVN Business Analysts Green Pepper Continuous Integration Jenkins/Maven 31 © OCTO 2012
- 32. 32 © OCTO 2012
- 33. You Build it? You Fix it! 33 © OCTO 2012
- 34. 2 weeks !! Costs Coordination & Steering Value Added Work 1 day 0,5 day Failure Load Iteration beginning 34 © OCTO 2012 2 weeks Iteration end Time
- 35. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 35 © OCTO 2012
- 36. 3 36 © OCTO 2012 ADAPT YOURSELF TO THE FLOW
- 37. BETTER TO PUMP EVEN IF NOTHING HAPPENS THAN TO RISK SOMETHING WORSE HAPPENING BY NOT PUMPING 37 © OCTO 2012
- 38. Sprint Planning Costs Coordination & Steering Value Added Work 1 day 0,5 day Failure Load Iteration beginning 38 © OCTO 2012 Iteration end Time
- 39. 39 © OCTO 2012
- 40. Sprint planning Costs Coordination & Steering Value Added Work Iteration beginning 40 © OCTO 2012 Iteration end Time
- 41. Migrating to “Pure” Flow : Gains More adaptability for the PO: continuous planning Teams estimate “on the fly” It is not necessary to calculate “how much we can do for this iteration” Stories can’t be “half done” anymore 41 © OCTO 2012
- 42. Migrating to “Pure” Flow : Warnings No more sprint planning does not mean no rituals anymore: Demo are still needed and, Retrospectives are mandatory! No iterative planning anymore but you need to check continuously the buffers 42 © OCTO 2012
- 43. Product Backlog Requirement (using tests) Validation on the fly Acceptance Dev BUFFER BUFFER BUFFER DONE & in PROD Infra gtw (perf, sécu…) CHECK POTENTIAL FLOW DISRUPTIONS 43 © OCTO 2012
- 44. Migrating to “Pure” Flow : Warnings « With Great Power, comes Great Responsibility » Benjamin « Ben » Parker P.O. must be constantly available to support teams on: Planning Business / Functional questions 44 © OCTO 2012
- 45. Component Teams 45 © OCTO 2012
- 46. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batches FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 46 © OCTO 2012
- 47. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 47 © OCTO 2012
- 48. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 48 © OCTO 2012
- 49. Feature Teams FEATURE 1 FEATURE 4 Tobacco Team Component A Demat. Team Component B Press Team Component C Telecom Team Component D FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 49 © OCTO 2012
- 50. Cross-Techno Team Developers Team Leader 50 © OCTO 2012 Tester
- 51. Feature Teams: Gains Create expertise on business and Give autonomy: Team / Team members should be able to take decision by themselves Teams can live at their own pace if required by their backlog priorization 51 © OCTO 2012 51
- 52. Feature Team As a counterpart… 52 © OCTO 2012 52
- 53. Feature Teams FEATURE 1 FEATURE 4 Tobacco Team Component A Demat. Team Component B Press Team Component C Telecom Team Component D FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 53 © OCTO 2012
- 54. Communities of Practice 54 © OCTO 2012
- 55. Community of Practice A necessary counterbalance to feature-teams The practice leader is a senior developer, who : is in charge of the component architecture makes sure that software is built the correct way facilitates the sharing of practices 55 © OCTO 2012
- 56. The Standard “Standard is the best-known practice, in the project team at the present day, to realise a certain type of task” 56 © OCTO 2012
- 57. Hands On 57 © OCTO 2012
- 58. Collaborative Design 58 © OCTO 2012
- 59. Today’s organisation Facilitation & methodology PRACTICE LEADERS Release management FEATURE-TEAMS LEADERS .NET 59 © OCTO 2012 Business Area A Business Area B Business Area C Java Tests
- 60. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 60 © OCTO 2012
- 61. 4 STEERING THE FLOW 61 © OCTO 2012
- 62. The Story Map, our Roadmap 62 © OCTO 2012
- 63. Story Points 63 © OCTO 2012
- 64. Story Points 64 © OCTO 2012
- 65. 65 © OCTO 2012
- 66. idea from Jeff Patton 66 © OCTO 2012
- 67. Cumulative Flow Diagram (CFD) 250 200 INPUT QUEUE number of items STUDY DEV - WIP STUDY DEV - DONE 150 VALIDATION - TODO VALIDATION - WIP Lead Time < 2 weeks DONE - WAIT JAVA DONE - WIP JAVA 100 In Process : 15 User Stories DONE - IN CI DONE - DONE Lead Time = 6 weeks CANCELLED 50 67 © OCTO 2012 29/10… 27/10… 25/10… 21/10… 20/10… 18/10… 14/10… 12/10… 08/10… 06/10… 04/10… 30/09… 28/09… time 24/09… 22/09… 20/09… 16/09… 14/09… 10/09… 08/09… 06/09… 02/09… 31/08… 27/08… 25/08… 23/08… 19/08… 17/08… 13/08… 11/08… 0 09/08… In Process : 30 User Stories
- 68. Lead Time Distribution 13 Average = 11 σ = 12 n = 106 12 11 10 Occurences 9 8 7 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 days S 68 © OCTO 2012 M L XL
- 69. Features (50%) Improvements (30%) 69 © OCTO 2012 http://www.windhamsportspages.com/images/highschool/swimming/2008/122708/boy s/DSC_0779.gif Defects (20%)
- 70. Metrics as of today Delivery: Every month: one major release Every week: one minor release Lead-time: DEV M 4 weeks Q/A PROD 4 to 6 weeks 10 WEEKS DEV L 6 to 8 weeks 6 weeks 14 WEEKS 70 © OCTO 2012 PROD Q/A
- 71. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 71 © OCTO 2012
- 73. Continuous Improvement Improve your tools Manage problems 73 © OCTO 2012
- 74. Continuous Improvement Improve your tools Manage problems 74 © OCTO 2012
- 75. 75 © OCTO 2012
- 76. DevOps Collaboration Share your toys ! 76 © OCTO 2012 76
- 77. Software Factory • A totally automated build and deployment pipeline • Deployment to server and terminals in one single click, whatever the target environment • More than 100 deployment to production in 18 months Site 2 Site 1 Site 3 SVN Business Analysts Green Pepper Jenkins Dev Q/A Ops 77 © OCTO 2012 Automated deployment (chef) PROD
- 78. Technical and Business Metrics as Feedback Loop Business Transactions € Load 78 © OCTO 2012 Customer Creations Mbps Connected clients
- 79. Continuous Improvement Improve your tools Manage problems 79 © OCTO 2012
- 80. Don’t shoot the messenger ! 80 © OCTO 2012
- 81. Establish a trust culture 81 © OCTO 2012
- 83. YOU SAY IT ? YOU OWN IT ! 83 © OCTO 2012
- 84. Team Leaders meeting Every week with CTO, team leaders, tech leaders, ops … Not a planning meeting Open Agenda: We share things that matter Problems Needs Risks Information etc… And … improvement ideas! 84 © OCTO 2012
- 86. Status after 18 months (more than 40 iterations !) 2500 customers on production systems, with a growth of 400 new per month Teams assimilated business and technical knowledge, and methodology Deployment rythm is sustained, deadlines are met A collaboration hand in hand Dev and Ops An actual collaboration between marketing team, and technical teams People saying they wouldn’t go back 86 © OCTO 2012
- 87. Key factors of success Get control over the value production flow Give autonomy and responsabilities to people High trust culture Continuous Improvement There’s no magical Agile recipe : you’ll have to adapt yourself continuously 87 © OCTO 2012
- 88. ? QUESTIONS / ANSWERS 88 © OCTO 2012